On-demand webinar
If you don't have a goal, you meet it every time
What you’ll learn :
- Why taking the wrong-fit deal out of desperation creates more problems than the revenue is worth
- What belongs in a simple one-page sales plan: targets, metrics and, above all, leading activities
- The three-part positioning statement formula: target audience, emotion and pain point
- How to build a unique value proposition on the client's outcomes, measurable data and a time frame
What's covered
Inside the session. Watch a clip, then get the full recording.
Tariffs, layoffs and tighter budgets, yet every sales plan still involves growth. More opportunities will not help if your win rate is shrinking, so the focus is on closing, positioning and messaging more effectively.
A client took a wrong-fit deal in Q4 because it needed the revenue, and that customer is now complaining about them in the marketplace. Why you need permission to walk away, and how one workshop attendee did exactly that.
There is always a top-line number, but rarely a clear path to it. Keep the plan simple: targets, metrics and leading activities on one page everyone can see, not a territory plan dusted off every six months.
SalesStar data shows 90% of CEOs do not have a strategic system that leads to predictable, measurable growth. One business sat at plus or minus a few hundred thousand dollars every year without a plan to measure against.
You cannot have a go-to-market strategy without a clearly defined ICP, and messaging only works when the whole team sings the same song. Every attendee who answered the poll named ICP clarity as their biggest gap.
Why "we're number one in the marketplace" and lists of features get ignored. Speak to the target audience, trigger an emotion and name the pain point. The session shows a 300% increase in conversion of conversations from this formula.
"Locally owned and operated" and "industry-leading technology" differentiate no one. Focus on the client's outcomes, back them with measurable data and state the time frame, or lose the deal the way one late-stage pursuit did.
Factors beyond job title and company size, such as margin and whether a client pays their bills. With several products, lead with the one that gets you into the hall of fame. Start-ups without data should go all in, then adjust.
Resources
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Frequently asked questions
Common Questions
The panel argues no. A hundred more opportunities do not help if the win rate keeps shrinking. The focus should be on positioning, messaging and closing more effectively, so that what gets into the pipeline has a higher chance of reaching the end.
Yes. The session describes a client who took a wrong-fit customer in Q4 out of desperation and is now struggling with that customer, who is damaging their brand. Another business owner, after hearing the panel on disqualifying, turned down a client his team could not service profitably and freed up capacity for more profitable work nearby.
It should be clear, concise, communicated and simple enough to fit on one page: the targets, the metrics and particularly the leading activities that show whether you are on track, alongside your ICP, go-to-market strategy and strategic messaging. It also needs accountability, so it is revisited rather than dusted off once a territory review comes round.
Three elements: speak to a specific target audience in their language, connect to an emotion (the panel notes that 80% or more of purchase decisions are based on emotion), and name the pain point you solve. The goal is not to close in that moment but to get the prospect to say "tell me more" and agree to the next meeting.
Focus on the client's outcomes rather than your features, quantify those outcomes with measurable data you can back up, and state the time frame. In one example, a late-stage deal was lost because the outcome would take a year and the executive's board expected results in six months.
Start with what has already worked and the problem you solve. Beyond job title and company size, the panel mentions revenue, technical characteristics, proximity, product margins and even whether the client pays their bills. Look at the data and the 80/20 of where your revenue comes from.
The next step
Stop running on heroics. Start engineering revenue.
Whichever way you work with us, the same proven Revenue OS runs underneath. Book a growth session and we’ll show you where to start.