Established technology firms face a constant struggle to maintain the hyper growth rates of their formative years. Shareholders expect to see margins being maintained or improved, against a backdrop of commoditising markets, increased competition and a constant flurry of new entrants eager to steal market share.
Combating margin erosion within the core business means rapidly bringing new products to market and acquiring other vendors, however this leaves the go-to-market model in a constant state of flux and frequently having to adapt to new ways of selling.
Maintaining this pace and making these changes isn’t easy
Sales teams are comfortable selling what they know, to who they know. When sales teams are asked to engage different buyer groups or adopt a more outcome orientated sales approach, it is a long journey with many obstacles. Customers expect to purchase quickly and easily when buying a core offering but also expect the supplier to be innovative, challenge their way of thinking and introduce new ideas. The pressure is on the sales organisation to deploy a range of different sales styles to meet the different needs of customers.
Many established technology organisations find themselves getting most of their revenue from a small number of key accounts and a small number of salespeople. This is a risky revenue profile and not nearly enough comes from their newer, more margin rich sources or new logos.
The most attractive deal types, large multi-product deals, new logos or new offerings, are always the hardest to build quality pipeline for.
A different style of sales and business development is needed. Existing go-to-market models by themselves are often not fit-for-purpose and struggle to support sales transformation.
Inside Sales and Demand Generation teams deliver revenues for core offerings / Horizon 1 businesses, but often do not have the sales skills to engage new buyer groups or build pipeline for more complex deal types. Field Sales teams are so focused on business which will close this quarter and next that they struggle to find the bandwidth to build pipeline for the longer term.
Clarify recognised the need for a fundamentally different operating model for enterprise sales; one that delivers predictable pipeline and revenue plus also creates long-term transformational change. Our business development teams augment the field salesforce by developing high quality sales opportunities, helping them to engage new buyer groups and creating pipeline which aligns to the future needs of the business without the distraction of short term goals.
For an established technology organisation, this means scaling Horizon 2 / new businesses more rapidly, dramatically improving the sales productivity of enterprise account teams and accelerating sales transformation.
To find out more about how Clarify is helping other technology organisations to build a stronger go-to-market model, please contact +44 (0) 1189 126 800 or send an e-mail to email@example.com