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Selling Sales Enablement as a Service

Sales Enablement, SaaS and Growth

I lead sales enablement for HubSpot out of Dublin, Ireland and my role encompasses sales content, sales training, deal support and sales productivity. That’s where sales enablement comes in. But how can sales enablement be packaged?

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Strategic Sales Enablement: Advanced Tips to Uplevel Your Program & Drive Real Results

Sales Hacker

Whether you run a one-person sales enablement program or are part of a team, the sheer scope of the job can be overwhelming. Which is why we’ve put together this guide on sales enablement, focusing on the three primary parts of the job: strategy, execution, and governance. Sales enablement strategy.

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How One Sales Enablement Programme Increased Sales Rep Attainment at HubSpot by 31%

Sales Enablement, SaaS and Growth

Leading sales enablement programmes for over 100 sales professionals is challenging, rewarding and lots of fun. The way I see it, my role primarily is to partner with the sales organisation, so sales reps are successful, which enables sales reps and by extension, HubSpot to grow.

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Mental Models to Help You Grow

Sales Enablement, SaaS and Growth

Companies which don’t use mental models risk unleashing mayhem with poor choices or becoming bloated and bureaucratic by reducing the volume and speed at which decisions are made - both scenarios are undesirable and will impact growth. OKRs are a useful mental model - they make it crystal clear what people and teams should be striving for.

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How the Agile Approach Can Ramp Up Sales Onboarding

Sales Hacker

When sales onboarding is ineffective, the costs are high – not only for the sales department but for the entire organization: Underprepared sales reps can damage your business reputation and may not sell to buyers the way they like to be sold to. Taking a Page from Agile Software Development. 4 Steps of Agile Onboarding.

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SaaS Pricing and Packaging: What to Do When Things Go Wrong (And How to Avoid Disaster)

OpenView Labs

The situation was this: our engineering team was constantly innovating and adding new functionality. My job, once the bad feedback started coming in, was to figure out what the less vocal customers were thinking and propose a plan to move forward. Getting buy-in from cross-functional teams is mandatory for success.

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Q&A with Maria Pergolino, Anthony Kennada, Aaron Ross and Jason Lemkin (Video + Transcript)

SaaStr

If something bad happens, you’re going to have to cut your burn, probably. There is one thing, I love this quote and it’s a little bit of a crude quote, not that it’s bad language-. What do you do with that lightly toxic person on your team? I’ve spent three years deploying Gainsight. Aaron : No.