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Once a company scales (read 250-500M+ revenue), planning and executing even the most well thought out sales strategy often descends into organized chaos. I say organized because there are specific teams doing specific things, marching towards specific goals. I say chaos because teams are driving towards different goals, often completely out of lockstep.
Sales strategy is not that hard to come up with –conversations, analysis, a solid framework and voila you have a strategy to start with (Ok, it’s harder than that) but coming up with the strategy is 30% work, executing against it is 70% work. And this is where large enterprises by nature of bigger teams, more teams etc. trip up.
Consider some of the major reasons why:
There are other issues I know I am missing. These issues aren’t just pertaining to sales strategy. Several strategic programs seem to suffer from the same issues. However, the impact from a poorly executed sales strategy is far reaching -> multiply $ left on the table * # of reps. I get it, large enterprises by nature of their size and reasons above are set up to be inefficient. But, I’ve seen some large companies do this well, and there are many case studies of companies executing sales strategy well.
What did they get right?
What have I missed?
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