Brian Clark

Building Out an Enterprise Rev Ops Framework: Account Segmentation With so much focus and attention placed on getting basic #territory, #quota, and #icm capabilities out the door, it’s not a surprise that Account Scoring, a key component in making sure your territories have the appropriate amount of opportunity relative to your goal, is often overlooked or oversimplified. One way that organizations can get started with account scoring is to embrace #accountsegmentation. Segmentation, when done effectively, allows accounts to be grouped logically based on organizational factors that are important to your selling org: -What are the annual revenues? -What are the projections for the company over the next three to five years? -Is the account operating in an industry relevant to us? -Do they operate globally, or in certain geographic markets? -Do they face challenges based on regulations, much like the #tarriff policies that may affect global trade? These questions, amongst many others, can help #salesops teams effectively run a segmentation excercise against accounts and help tier the set of accounts that may be out there to consider. These efficiencies can help drive: -Getting more efficient around where to focus on net new account pursuit. -Creating an initial logical grouping of tiers for accounts based on fit and potential for the organization. -Creating an initial ‘score’ for accounts, which can be standalone for greenfield accounts, and can be used in combination with sales actuals and other factors to be the basis for a final score once more mature account scoring discipline takes root. I’d be interested in hearing your thoughts on how account segmentation can advance gtm efforts (I’ll call on my peers at our software partners to comment, as well as sales operations leaders), in addition to others. #Pigment #Anaplan #Varicent #sales #revops #SPM #Accountsegmentation

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Cold Calling Strategically into your Enterprise Accounts based on n=1bn calls C-Suite Execs will Pick Up. Sometimes More Than VPs Think top executives never answer cold calls? Myth busted. Orum’s billion-call study found C-level executives answer about as often as anyone else: 4.0% Connect Rate on average (4.5% for Finance Execs). VPs are hardest to reach with the Lowest overall Connect Rate. And who picks up the most? Front-line folks (ICs) at ~5.3% overall – with standout groups like Sales at 7.6%. Takeaway: Call up and down your accounts. Individual Contributors for research... and Don’t shy from calling high (CXOs do answer!), but multi-thread your approach. Start conversations at the ground level to gather pain points, then use those insights to engage the VP and C-suite. Data: Orum 🥇 “State of Cold Calling” report (Link in Comments) #SDR #ColdCall

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It's no secret that winning the attention of prospects has never been harder. But I bet if you look at the stats of a company with AEs and SDRs you'll see a pattern - the AEs will routinely get higher positive response rates than the SDRs; and the top 1-2 SDRs will deliver 80% of the results for the whole team. I see it play out over and over again. Why is this? What are they doing differently? It's surprisingly simple. They are selective in who they reach out; take the time to really understand them; and craft a compelling message based on this knowledge. It's effective. But time consuming. So it doesn't scale. But what if you could replicate that process? With deep, customised research; well crafted messages trained on your personas and messaging pillars? What if you could offer thoughttul value, like finding interesting articles in their space to share? And going one further, digesting the key takways and the 'so what' for them? Well then you start to get the types of responses I'm sharing in this post! After spending nearly 20 years building and leading high performing sales and marketing teams, I'm delighted that RevvedUp is able to follow so many of those best practices that made these teams successful. If you want a free consultation on your outreach strategy (even if you don't have one yet!), let me know... #b2b #sales #marketing #revenue

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Questions I’ve been obsessing over for rev strategy: COMMERCIAL REALITY • What’s actually driving revenue today — product, channel, or segment? • What percentage of revenue is high-margin and repeatable? • If we removed our top three clients, what would gross margin look like? • What part of the business feels most dependent on exceptions to perform? DATA & INSIGHT • What are the 3–5 metrics that actually govern commercial health? • Where do we get signal, and where do we get noise? • What part of the funnel is most misunderstood or misrepresented in reporting? • What’s our time-to-detection for a major pipeline failure? PEOPLE & INCENTIVES • Which individuals materially move the commercial engine forward? • How does our current comp model influence real behaviour? • Where are we tolerating mediocrity because of structure or history? • Are managers coaching or just reporting upwards? EXECUTION SYSTEMS • What are the non-negotiables in our GTM motion today? • Where are the real handoffs — and which ones drop the baton? • What parts of our execution rhythm are consistently skipped or hacked? • What’s our go-to escalation when something breaks in the deal cycle? STRATEGY-EXECUTION GAP • What bets have we made that haven’t yet paid off? • What’s in-flight but underperforming — and are we still backing it? • What part of our narrative doesn’t show up in actual deal flow? • Which projects are protected by ego rather than performance? FINANCIAL & UNIT ECONOMICS • What’s our net revenue per employee? • Which parts of our business are structurally loss-making or subsidised? • Where is margin being quietly eroded by complexity or legacy contracts? • What are the most expensive activities that aren’t delivering returns? SYSTEM HEALTH & INFRASTRUCTURE • Who owns each core system — and is that ownership functional or theoretical? • Which workflows are most vulnerable to human error or shadow process? • What systems are essential but universally disliked? • Where are we relying on spreadsheets to patch process gaps? • If we had to scale 3x in 90 days, which system would collapse first? • What parts of our stack were bought for optics but don’t deliver value? CULTURE & ACCOUNTABILITY • Where is the organisation emotionally attached to things that don’t scale? • What part of our GTM culture is performative vs. outcome-driven? • Who in the business is quietly shielding underperformance? • Where are we too polite to be effective? CUSTOMER QUALITY & STRATEGIC FIT • Who are our best customers — and why? • What behaviours, segments, or attributes predict high-margin retention? • Which customers are draining resource without creating scalable value? • What types of customers are we optimising for — intentionally or accidentally? • If we had to replicate one customer 100 times, who would it be — and are we set up to do that? • Which customers teach us the most about our GTM model, either through success or pain?

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