As Ryan Kolofsky, a seasoned sales enablement expert, puts it: “Dealing with criticism is an essential part of growth. It’s not just about managing feedback; it’s about using it to become more effective, adaptable, and impactful in your sales enablement efforts.” For enterprise sales leaders, the key to leveraging criticism lies in transforming it into actionable insights that can drive stronger alignment, deeper engagement, and better outcomes for the entire sales organization.

Understanding the Importance of Criticism in Sales Enablement

Criticism in sales enablement often stems from misunderstandings or a lack of awareness of what sales enablement actually entails. For many, sales enablement appears to be straightforward—a matter of creating content or developing training programs. However, the reality is far more complex. Sales enablement requires a sophisticated blend of strategy, training design, content development, and performance analytics, all geared toward one central goal: enhancing sales effectiveness.

“People often think that sales enablement is just about tossing together some training or content,” explains Kolofsky. “But in reality, it’s about aligning multiple departments, ensuring everyone is speaking the same language, and ultimately driving revenue. It’s strategic, it’s creative, and it requires a deep understanding of both the sales process and the tools that make it all work.”

For enterprise sales leaders, the critics who misunderstand sales enablement offer a golden opportunity to provide education and clarity. By engaging with critics rather than avoiding them, sales leaders can improve not only their own processes but also help build a broader understanding of the importance of enablement within the organization.

Using Criticism as a Catalyst for Education and Alignment

A critical first step in addressing criticism is acknowledging the perspective of those offering feedback. In most cases, critics come from a place of limited understanding. For example, a sales executive might question the impact of a particular training module, or a marketing leader may critique the alignment of sales content with the brand. Rather than dismissing these concerns outright, sales leaders should see them as opportunities to educate and align the various stakeholders.

“Acknowledge their perspective and then use it as a chance to educate them on what sales enablement really is,” suggests Kolofsky. “Explain how strategy alignment, content creation, training facilitation, and performance analytics all fit together to create a cohesive, data-driven approach to driving sales success.”

Bringing critics into the fold can create stronger cross-functional alignment. By educating stakeholders on the various elements that go into effective sales enablement, sales leaders can break down silos and foster collaboration. This not only strengthens the relationship between sales and other departments but also reinforces the role of sales enablement as a strategic driver of growth across the enterprise.

Demonstrating the Value of Sales Enablement with Data

One of the most effective ways to counter criticism is by showcasing data that supports the impact of sales enablement initiatives. Data provides a clear, objective measure of success that critics cannot easily refute. Sales leaders should consistently track key metrics—such as ramp-up time for new hires, quota attainment, deal velocity, and content utilization rates—and use this data to demonstrate the tangible outcomes of sales enablement efforts.

“If you can’t measure it, you can’t move it,” Kolofsky emphasizes. “Tracking data allows you to show the real impact of your initiatives. For example, if your training programs have led to a reduction in ramp-up time or improved quota attainment, that’s proof of success. Data is your best defense against skepticism.”

For enterprise sales leaders, this means leveraging technology platforms that allow for the seamless tracking of sales performance metrics and integrating that data into the enablement process. Providing regular reports and dashboards to senior leadership helps not only in addressing criticism but also in ensuring continuous improvement of sales enablement strategies.

Inviting Critics to Experience Sales Enablement Firsthand

Sometimes, words and data alone aren’t enough to change the perspective of critics. In these cases, sales leaders can benefit from inviting critics to witness sales enablement in action. “Show, don’t just tell,” Kolofsky advises. “Invite them to a session or a project. Let them see firsthand the level of strategic thinking, collaboration, and effort that goes into driving sales enablement.”

By involving critics in the process, sales leaders can demonstrate the complexity and value of their initiatives. For instance, bringing a marketing executive into a training session allows them to observe the intricacies of how sales teams are coached and prepared. This firsthand experience often leads to a greater appreciation of the role that sales enablement plays in driving overall organizational success.

Joel Houghton Jr., a sales leader, notes, “In my role, I try to listen to critics with an open mind, really taking the time to understand where they’re coming from. Inviting them to see the work up close helps them realize how complex and challenging sales enablement can be.”

Empowering Critics as Subject Matter Experts

One of the most innovative ways to engage critics is by involving them directly in the sales enablement process. Critics often have valuable insights, even if their delivery may come across as harsh. By turning critics into collaborators, sales leaders can tap into their expertise and create a sense of ownership over the initiatives.

“Get critics involved,” Kolofsky advises. “Bring them in as Subject Matter Experts (SMEs) in your training programs. This not only helps to address their concerns but also turns potential detractors into valuable contributors.”

Involving critics in the creation of training content, strategy sessions, or sales playbooks can lead to richer, more comprehensive enablement programs. Moreover, it creates a culture of collaboration and shared ownership, which is essential for large enterprises where alignment between departments is critical for success.

Building Strong Alliances Across the Organization

Another essential component of handling criticism in sales enablement is building strong relationships with key stakeholders across the organization. Sales leaders who proactively foster relationships with senior executives, sales managers, and marketing leaders are better positioned to defend and promote the value of sales enablement when criticism arises.

“Let your allies do the talking,” says Kolofsky. “When others in the organization understand and appreciate the value you bring, they can advocate for your work. This goes a long way in silencing the critics.”

For enterprise sales leaders, this means regularly engaging with key stakeholders, sharing successes, and ensuring that sales enablement is seen as an integral part of the organization’s broader strategic goals. By fostering these relationships, sales enablement professionals can build a network of internal champions who will help promote the importance of enablement initiatives.

Embracing Feedback for Continuous Improvement

In any role, feedback is a gift. In sales enablement, where the goal is to improve the effectiveness of sales teams, feedback is critical for continuous improvement. “When I first started out, I was hesitant to embrace feedback,” Kolofsky recalls. “But over time, I learned that some of the best ideas came from feedback—whether it was from sales reps, marketing teams, or senior leadership.”

Enterprise sales leaders should create a culture of feedback within their teams, encouraging input from all levels of the organization. By actively seeking out feedback and using it to refine enablement strategies, sales leaders can ensure that their programs remain relevant, impactful, and aligned with the needs of the sales team.

As Kolofsky notes, “Not every piece of feedback will be a game-changer, but digging deeper into suggestions—even the ones that seem unhelpful at first—can reveal hidden gems.”

Criticism as a Driver of Innovation in Sales Enablement

For enterprise sales leaders, handling criticism effectively can lead to stronger, more impactful sales enablement strategies. By acknowledging critics’ perspectives, using data to demonstrate value, inviting critics to experience sales enablement firsthand, and empowering them as contributors, sales leaders can turn criticism into a catalyst for innovation and improvement.

“Criticism isn’t just part of the job,” says Kolofsky. “It’s what makes us better at it.”

In today’s fast-paced, data-driven business environment, the ability to handle feedback with composure and turn it into actionable insights sets the best sales enablement leaders apart. By embracing criticism and using it to refine strategies, enterprise sales leaders can ensure that their sales enablement efforts continue to drive revenue, improve sales performance, and create lasting value for the organization.

Objectives and Goals: Short-Term Revenue vs. Long-Term Value

At the core of the distinction between sales and business development are their objectives.

Sales: The Director of Sales is primarily focused on achieving immediate revenue goals. “Sales is fundamentally about converting leads into customers and meeting or exceeding revenue targets within specific timeframes,” Montasser explains. Sales teams work tirelessly to close deals, manage the sales pipeline, and finalize transactions. The emphasis is on short-term revenue generation and hitting quotas. “For sales professionals, success is measured by metrics such as monthly sales volume and conversion rates,” Montasser adds.

Business Development: In contrast, business development is about creating long-term value for the organization. Montasser notes, “Business development focuses on identifying new market opportunities, forging strategic partnerships, and expanding the company’s reach.” BD professionals work on exploring new markets, building relationships, and forming alliances that will contribute to sustained growth. Their role is less about immediate revenue and more about positioning the company for future success. “While sales drives short-term revenue, business development lays the groundwork for long-term growth and diversification,” he points out.

Role and Responsibilities: Transactional Execution vs. Strategic Planning

The roles and responsibilities of sales and business development professionals vary significantly.

Sales: Sales professionals are engaged in direct, transactional activities. They are responsible for engaging potential customers, managing leads through the sales funnel, presenting products or services, negotiating prices, and closing deals. Montasser describes this as a process of “actively pursuing potential customers, guiding them through the buying journey, and converting opportunities into revenue.” Sales roles also involve maintaining relationships with existing clients to secure repeat business.

Business Development: On the other hand, business development involves a broader and more strategic scope. “Business development professionals identify new market opportunities, build strategic partnerships, and conduct market research to understand industry trends and customer needs,” Montasser explains. They collaborate with various departments such as marketing, product development, and operations to ensure the company is well-positioned for growth. “BD is about creating strategic plans and nurturing high-level relationships that will foster future business opportunities,” Montasser adds.

Approach to Market: Tactical Transactions vs. Strategic Relationships

The approaches taken by sales and business development teams differ in their methods and goals.

Sales: Sales is more tactical and transaction-oriented. Sales teams utilize well-defined processes to engage leads, such as cold calling, product demonstrations, and follow-ups. “The sales approach is structured around direct interactions with potential clients and utilizing methods that drive immediate results,” Montasser notes. Success is gauged by KPIs like sales volume and conversion rates, focusing on closing deals and meeting short-term targets.

Business Development: Conversely, business development employs a strategic approach that involves assessing the business environment, forming relationships, and exploring synergies. “BD professionals take a holistic view, seeking to understand the broader business landscape and identify opportunities for collaboration and growth,” Montasser explains. Rather than pursuing immediate revenue, BD focuses on building a robust foundation for future sales through networking and market exploration.

Time Horizon: Short-Term Targets vs. Long-Term Strategies

The time horizons for sales and business development reflect their differing objectives.

Sales: Sales efforts are geared towards short-term results. “Sales professionals operate on a monthly or quarterly basis, driven by quotas and deadlines to achieve immediate revenue goals,” Montasser explains. Their activities are focused on meeting short-term targets and ensuring direct contributions to the company’s revenue stream.

Business Development: Business development operates on a longer time frame. “BD involves nurturing relationships and developing strategies that may take months or even years to yield results,” Montasser notes. The impact of business development is often seen in the form of long-term growth and diversification, as it sets the stage for future success and expands the company’s market presence.

Skill Set: Communication and Negotiation vs. Strategic Thinking and Relationship Building

The skill sets required for sales and business development are distinct yet complementary.

Sales: Effective salespeople excel in communication, negotiation, and persuasion. “They need a deep understanding of their products or services and the ability to tailor their pitch to meet diverse customer needs,” Montasser says. Sales professionals must be adept at engaging clients, addressing their concerns, and closing deals.

Business Development: Business development professionals require a broader skill set. “In addition to strong market analysis and strategic thinking capabilities, they must be skilled in relationship-building and networking,” Montasser emphasizes. BD professionals need to understand industry trends, competitor dynamics, and potential growth opportunities. “Business acumen, the ability to identify and leverage strategic opportunities, and a knack for forging valuable partnerships are crucial,” he adds.

Measuring Success: Revenue Metrics vs. Growth Indicators

The metrics for evaluating success in sales and business development are different.

Sales: Sales success is typically measured by immediate revenue metrics such as the number of deals closed, revenue generated, and customer retention rates. “Sales teams are evaluated based on their ability to meet or exceed set targets,” Montasser explains. The focus is on achieving short-term revenue goals and maintaining customer satisfaction.

Business Development: Success in business development is assessed by indicators such as market expansion, strategic partnerships, and new revenue streams. “While these achievements may not always be immediately quantifiable in terms of revenue, they represent significant potential for long-term growth,” Montasser notes. Business development is about the cumulative impact of long-term strategies and the establishment of valuable business relationships.

Integrating Sales and Business Development for Optimal Growth

While sales and business development have distinct roles, their functions are complementary. “A well-integrated approach that leverages the strengths of both sales and business development can significantly enhance a company’s growth trajectory,” Montasser asserts. Sales teams focus on immediate revenue through direct customer interactions, while business development sets the stage for future success through strategic planning and relationship-building.

Understanding the unique contributions of Directors of Sales and Directors of Business Development is essential for enterprise-level executives. By recognizing the differences and synergies between these roles, CEOs and other CXOs can better align their strategies to achieve both short-term success and long-term growth, driving their organizations toward sustained success.

This common pitfall—jumping on the latest marketing trends without understanding how your customers make purchasing decisions—leads companies down the wrong path. Rather than trying to be everywhere at once, spreading resources too thin, Saez and other experts advocate for a more strategic approach: aligning marketing efforts with the buyer’s journey.

Analyzing the Buying Process: A Critical First Step

The foundation of any effective GTM strategy lies in understanding how your customers buy. Saez advises marketers to take a deep dive into two crucial factors: the complexity of the buying process and the sales cycle. “Ask yourself, how long and difficult is your client’s buying journey? How do they make their purchasing decisions?” she explains. Understanding these elements helps marketers tailor their approach and ensures they aren’t wasting resources on strategies that won’t resonate with their target audience.

Adam Birnbaum, a fractional CMO with experience in tech companies, expands on this point: “It’s not just about the products you’re selling, it’s about the people behind the buying decisions. Complex B2B buying committees, each with their own agendas and pain points, require a nuanced approach to ensure that every stakeholder is addressed.”

This emphasis on personalizing the GTM strategy to match the buyer’s journey is echoed by other industry voices. Jayedur Rahman, a B2B lead generation specialist, highlights the importance of mapping the buyer’s journey before jumping into tactical execution. “A well-thought-out plan prevents you from wasting time and budget on the wrong tactics. It’s the difference between strategic growth and spinning your wheels,” Rahman notes.

Investing in the Right Resources

Once the buying process is fully understood, the next step is determining what resources are necessary to nail down the GTM strategy. This includes not only time and budget but also the potential need for additional personnel or external expertise. As Saez points out, “You need to ask yourself: how many resources do I need to implement this strategy? Do I need to invest in extra headcount, or should I bring in external experts to help guide my teams?”

Maxim Poulsen, a growth automation specialist, offers an insightful take on the future of GTM strategies: “I wonder if, in the future, new GTM strategies will actually redefine how people buy rather than just adapt to current trends. We’re already seeing this a lot with product-led growth (PLG).” This forward-thinking perspective suggests that the evolution of marketing strategies may influence how businesses make purchasing decisions, not just the other way around.

Avoiding the Trap of Trend-Chasing

A common trap many marketers fall into is chasing the latest trend without ensuring it aligns with their customers’ actual needs. Saez emphasizes the importance of rational decision-making over trend-chasing. “B2B marketing shouldn’t be about jumping on trends just because they’re cool,” she says. “Good marketers apply rational thinking and common sense, ensuring their strategies are rooted in real buyer insights rather than hype.”

This sentiment is shared by many in the industry. Alan Hale, a B2B market researcher, remarks, “Too many SaaS and tech founders take pride in not understanding their customers, but that’s a Darwinian approach. Only those who truly grasp their buyers’ needs will thrive.”

It’s not just about following trends but about creating strategies that align with buyer behaviors. “Off-the-shelf strategies don’t work,” says Sara Stella Lattanzio, head of marketing at Stryber. “The hard part is adjusting them to your specific context. It’s all about finding what resonates with your audience, rather than blindly copying what worked for someone else.”

Building the Customer Journey

Understanding the buying process isn’t just about aligning your sales tactics; it also helps structure the entire customer journey. As marketing consultant Thibault Genon-Catalot explains, “A customer journey map allows you to picture every step of the buyer’s experience. This is essential for building a solid sales process, avoiding client frustration, and ensuring that your marketing content supports the buyer at each stage of the journey.”

Genon-Catalot advocates for a structured approach to building the customer journey: “Ask questions like, ‘What actions is the buyer taking at this step? What pain points are they experiencing? How can we help them move forward?’ Answering these questions helps align your marketing and sales teams, ensuring they’re all on the same page.”

The Shift from Seller-Centric to Buyer-Centric Strategies

Many marketers still focus too heavily on the product they’re selling rather than how their customers are buying. “That’s the real problem,” says Paul Viviers, a sustainable branding expert. “Most marketers think about their product first, but the most successful companies are those that focus on understanding and meeting their buyers where they are.”

Saez reinforces this notion, stressing the need for a shift from a seller-centric to a buyer-centric mindset. “It’s not about what you’re offering, but about how your customers are navigating their buying decisions. When you make that shift, everything falls into place—your messaging, your resources, your timing.”

A Strategic Approach to B2B Marketing

Crafting a successful GTM strategy in the B2B space requires a deep understanding of how buyers navigate complex sales processes. Rather than jumping into the latest marketing trends, marketers need to take a step back and analyze how their buyers make purchasing decisions. As Saez aptly puts it, “When you take the time to understand your customers’ buying process, you’re no longer guessing. You’re building a smart, data-driven GTM plan that leads to sustainable growth.”

By aligning marketing strategies with the buyer’s journey, investing in the right resources, and avoiding the pitfalls of trend-chasing, B2B companies can position themselves for long-term success in an increasingly competitive marketplace. As Saez concludes, “It’s about working smarter, not harder.”

Abbigale Newell, a B2B strategist, emphasizes the importance of alignment between marketing and sales in ABM, noting, “ABM isn’t just a buzzword; it’s a strategic approach that requires seamless alignment between marketing and sales. For any ABM initiative to succeed, these departments must be tightly interwoven.” Newell’s statement reflects the collaborative nature of ABM, where marketing creates personalized campaigns, and sales teams use insights about customer pain points and buying intent to engage key accounts effectively.

The Rise of Data-Driven Personalization

The heart of ABM lies in its ability to harness data-driven insights to tailor campaigns to the specific needs of target accounts. By leveraging intent data, engagement metrics, and account-based analytics, businesses can create personalized experiences that meet the unique challenges of each account. As Rocio Garza, a global ABM strategist, notes, “In ABX [Account-Based Experience], understanding accounts’ behavior across all touchpoints is crucial. By staying informed and connected, you can align your efforts with their needs, optimize engagement, and drive meaningful results.”

Data has become the bedrock of successful ABM initiatives, allowing companies to deliver relevant content at the right time. Paola Piccinno, a marketing strategist, highlights the value of research and insights, explaining, “I always start from the research and insights piece before heading into strategic workshops. Data-led strategies are at the core of what I deliver.” This focus on data enables businesses to target key decision-makers more effectively, ensuring that marketing messages are tailored to address specific pain points and challenges.

Precision Targeting for Maximum Impact

One of the key advantages of ABM is its focus on precision targeting. Traditional marketing efforts often waste resources by trying to reach a broad audience, but ABM allows businesses to concentrate on high-value accounts that are most likely to convert. “Segmentation is the foundation of a winning ABM strategy,” says Sandip Shinde, an ABM demand generation expert. “It allows you to tailor your messaging to resonate with specific account needs and allocate resources efficiently to maximize ROI.”

Segmentation plays a critical role in this process, with marketers employing firmographic, behavioral, and intent-based segmentation to identify the accounts that are most likely to engage. Businesses can develop campaigns that speak directly to each account’s unique needs by creating detailed buyer personas and segment-specific content. As Shinde explains, “Mastering the art of segmentation allows you to deliver hyper-targeted ABM campaigns that resonate deeply with your ideal accounts.”

The Power of Collaborative Execution

For ABM to be effective, marketing and sales teams must collaborate closely, sharing insights and aligning their efforts to achieve common goals. This collaboration ensures that marketing efforts generate and nurture leads through the sales funnel. “Sales teams bring insights about customer pain points and buying intent while marketing crafts personalized content and campaigns tailored to the decision-makers,” says Newell. “This close partnership ensures that leads aren’t just generated but effectively nurtured.”

The effectiveness of this collaborative approach is evident in the success stories of companies that have adopted ABM strategies. For example, Aligned Initiative LLC helped a mid-sized B2B technology company increase its conversion rates by 40% and boost revenue by 50% from target accounts by implementing an ABM strategy emphasizing account intelligence and personalized messaging. “The results were clear: a 35% increase in engagement and a 40% boost in conversion rates,” the company reported in a LinkedIn post. This success demonstrates the power of ABM in driving tangible business outcomes.

ABM’s Growing Role in the Future of B2B Marketing

As ABM continues to gain traction, it is becoming clear that the strategy is not just a passing trend but a fundamental shift in how B2B businesses approach marketing. Companies can build long-lasting relationships with high-value accounts by focusing on quality over quantity and leveraging data-driven insights to personalize campaigns. “ABM is all about quality over quantity,” Newell emphasizes, “and a data-driven, collaborative approach ensures that your efforts are focused on building strong, meaningful relationships with the accounts that matter most.”

The future of ABM is a trending strategy, with many experts predicting its continued growth as businesses look for more effective ways to engage with their most important customers. Piccinno notes, “Strategic marketing can take many forms, but ABM is the key to helping businesses achieve their goals, whether expanding into new markets or attracting larger, high-value accounts.” As more companies recognize the value of ABM, it is expected to become a cornerstone of B2B marketing strategies, driving explosive growth in sales and customer engagement.

ABM’s Explosive Potential

Account-based marketing (ABM) is changing how B2B businesses engage with their most valuable customers. By aligning marketing and sales, leveraging data for personalization, and focusing on precision targeting, ABM offers a powerful tool for driving higher conversion rates and building solid relationships. B2B companies are increasingly using ABM because it delivers results that surpass traditional marketing approaches.

With its focus on quality, collaboration, and data-driven insights, ABM, in its various iterations, is the future of B2B marketing, with the potential to explode sales and reshape sales and marketing strategies.

This report explores the top trends and strategies for building a powerful sales pipeline, with insights from industry leaders like Kyle Poyar, CROs, and CMOs from Carta, G2, Jellyfish, Miro, and many others. These actionable ideas are designed to drive pipeline growth and help your business thrive in the coming year.

1. Doubling Down on Events: From Virtual to Intimate Gatherings

Despite the rapid rise of digital marketing and AI-driven strategies, events remain a cornerstone of pipeline generation for many B2B companies. As Kyle Poyar, Operating Partner at OpenView, explains, “Events are the top area where revenue leaders say they’re doubling down for H2. Whether virtual or in-person, they consistently deliver strong results.”

The pandemic may have temporarily shifted the focus to virtual events, but their staying power is undeniable. Kyle Lacy, CMO at Jellyfish, shared an impressive stat: “Our virtual conference produced a 28x return on investment to pipeline generation, far outpacing any other channel in our marketing mix.”

But it’s not just about large-scale events. Small, intimate gatherings are making waves too. Dan Fahy, VP of Sales at Memo, highlighted the success of their dinner events: “We host 10-15 prospective buyers at each dinner, and about 80% of attendees end up taking a sales meeting with us. From those, 25-40% convert into qualified leads or closed deals. That’s a huge win.”

Carta’s CRO, Jeff Perry, also praised the effectiveness of blending events with targeted outreach. “Over the past six months, we’ve hosted 17 events, including everything from dinners to happy hours and sporting events. By involving our executive team and leveraging personal invites, we’ve influenced over $2.5M in pipeline.”

This push for experiential, in-person events is also seen at Miro. Adam Carr, Head of Global Sales, shared their approach: “We’re hosting 15-20 events per quarter—everything from large trade shows to smaller Miro experience days and happy hours. These events give us a chance to connect with target personas and strategically map those back to the pipeline.”

2. Orchestrating Cross-Functional Account-Based Plays

The days of isolated marketing or sales teams are over. In 2024, cross-functional orchestration is key to pipeline success. As Eric Gilpin, CRO at G2, emphasized, “Our tiered account strategy is rooted in a propensity score based on 30+ attributes. By unifying product, marketing, and sales, we’ve developed a strategy that accelerates new business, reduces churn, and drives expansion revenue.”

What sets this approach apart is how it mobilizes every relevant team member to ensure engagement with key accounts. Sasha Anderson, VP of Customer Success at Procore Technologies, detailed their playbook: “We’ve created five or six distinct plays, each with associated offers, and our entire account team is trained to pitch them. Whether it’s an AE, a BDR, or a CS rep, the person with the closest relationship leads the conversation. This white-glove experience is crucial for conversion consistency.”

For some companies, account-based marketing (ABM) also means focusing on expansion opportunities within existing accounts. James Kaikis, Head of Go-To-Market at TestBox, said, “We’ve been laser-focused on specific categories like revenue intelligence. It’s incredible how nearly every company in that space is either a customer or in an active sales process with us. By highlighting their wins and creating custom landing pages, we’re creating a strong FOMO effect within competitive categories.”

3. Getting Creative with Outbound Tactics

Cold calling and email aren’t dead, but they need an overhaul to break through the increasing noise in the B2B space. Brandon Redlinger, VP of Marketing at Chili Piper, shared an innovative approach: “We started using SDR personal pages, which significantly reduced friction for prospects. This personalized touch led to 80 qualified meetings, generating $340,000 in pipeline. Prospects are less likely to ghost someone they feel they know.”

Outbound creativity isn’t limited to SDR pages. Ralph Barsi, VP of Sales at Kahua, emphasized the importance of company-wide prospecting days: “We’ve held 10 company-wide prospecting days, adding nearly 80 new opportunities to our pipeline. Everyone participates, and we hold ourselves accountable for generating new pipeline.”

Data mining and relationship mapping are also becoming key components of outbound strategies. Samantha McKenna, founder of #samsales Consulting, explained how relationship-based prospecting can be a game-changer: “We run plays based on deep mining of LinkedIn Sales Navigator data. For example, we ask, ‘Who worked for our company that now works in my territory?’ or ‘Who do my execs know that works in my territory?’ These simple tactics can open doors that cold calls might not.”

4. Revisiting Pricing and Packaging for Land-and-Expand

Pricing strategies have always been a lever for growth, but 2024 is seeing a shift toward flexible, modular pricing that supports both customer acquisition and expansion. Alex Poulos, CMO at Crossbeam, put it bluntly: “Pricing and packaging is the most underestimated lever by GTM teams. We introduced usage-based pricing and removed legacy pricing floors, resulting in a 3x increase in self-serve conversions and a 65% boost in quarterly expansion revenue.”

For companies like Superhuman, even the pilot phase is being rethought. Andrew Johnston, Head of Sales, shared: “We’ve committed to a ‘no free pilots’ rule. Even if it’s just a nominal fee, it ensures ownership from both sides and helps set up future expansion. This strategy significantly reduces churn and creates a stronger relationship from the start.”

5. Harnessing the Power of Founder-Led Content and LinkedIn

A growing number of sales leaders are recognizing the value of founder-led content in driving pipeline. Andrew McGuire, Founder and Pipeline Strategy Advisor, was surprised more companies haven’t adopted this tactic: “Founder-qualified leads through producing LinkedIn content is becoming one of the best channels for highly qualified pipeline. Founders have a unique voice that can cut through the noise, and when they create authentic content, it drives engagement in ways traditional marketing doesn’t.”

This approach works especially well for companies still in the early stages, where the founder’s voice can carry significant weight. As Samantha McKenna added, “Prospects today want to feel connected to the people behind the brand. A founder’s personal touch through content can build that relationship before any sales conversation even begins.”

6. Leveraging Data and Automation to Refine Lead Targeting

In 2024, data-driven decision-making is more important than ever, particularly when it comes to refining lead targeting. Kyle Poyar emphasizes that companies should “be relentless in testing and refining what works.” Data analytics tools allow for more precise targeting of leads, helping companies focus on the prospects most likely to convert.

Eric Gilpin of G2 shared how they use data to prioritize outreach efforts: “Our tiered account strategy, built on a propensity score from over 30 attributes, helps us know which accounts to target and when. This level of granularity ensures we’re reaching out to the right people at the right time.”

Automating repetitive tasks is another way to ensure your sales team is focused on what matters most. “We’ve automated follow-ups based on key triggers,” said Brandon Redlinger. “This frees up time for SDRs to focus on higher-value activities and ensures that no lead falls through the cracks.”

7. Aligning Sales and Marketing for Seamless Handoffs

Finally, one of the most critical factors in building a successful pipeline is ensuring alignment between sales and marketing teams. “Without seamless communication, you end up with wasted leads and lost opportunities,” said Sasha Anderson at Procore. “We’ve created a unified revenue play experience where both sales and marketing are trained on the offers and can seamlessly hand off leads depending on where they are in the funnel.”

Eric Gilpin echoed this sentiment: “At G2, we’ve worked hard to ensure marketing and sales are completely aligned, from messaging to metrics. This coordination has been essential in keeping our pipeline healthy and conversion rates consistent.”

Building a Strong Pipeline in 2024

As companies push to hit aggressive revenue targets in 2024, the importance of building a robust, sustainable sales pipeline cannot be overstated. From leveraging events and account-based plays to revisiting pricing models and using creative outbound strategies, the playbook for pipeline success is evolving. As Kyle Poyar reminds us, “The key is to be relentless in testing and refining what works. Every touchpoint should drive pipeline growth, and every strategy should be tied to clear, measurable outcomes.”

By embracing cross-functional collaboration, personalized outbound approaches, and data-driven tactics, companies can ensure their pipelines remain full and conversions high, setting the stage for a strong year ahead.

Understanding the Customer Experience Landscape

Customer experience encapsulates every interaction between a customer and a brand, from navigating the website to dealing with customer service and receiving the product. A superior CX strategy is comprehensive, extending beyond the point of sale to include every touchpoint in the customer journey. However, achieving this seamless experience is no small feat and requires a sophisticated understanding of the technology and the human elements.

The Human Touch: Integrating Personalization in CX

The first step in avoiding common CX pitfalls is prioritizing human interaction over technology. While digital tools like automated customer relationship management (CRM) systems are invaluable for gathering data and providing service representatives with immediate access to customer histories, they are not a substitute for human connection. These systems should empower representatives to offer personalized, real-time solutions, not replace the personal touch that fosters genuine customer connections.

For instance, in situations where a customer encounters a complex issue, a service agent equipped with full insights into the customer’s history can quickly provide specific, effective solutions. This level of personalized care ensures that customers don’t feel lost in the shuffle or have to repeat themselves multiple times, which is a major pain point for many.

Proactivity in Service: Anticipating Customer Needs

A standout CX not only addresses current needs but anticipates future ones. Proactive customer service involves reaching out to customers with potential solutions and information before they even identify a need. This could include automatic supply replenishment, updates about product renewals, or personalized content that enhances the customer’s use of the product.

For example, a company that sells printers might use data to predict when a customer’s ink cartridge will run low and send an automatic refill notice. This proactive approach makes the customer’s life easier and demonstrates a deep understanding of and care for their needs.

Leveraging Data to Deliver Customized Experiences

Creating a truly personalized customer experience relies heavily on data, particularly first-party customer data that provides insights into preferences and behaviors. Brands that excel in CX use this data to deliver marketing messages that resonate deeply with customers, making interactions feel bespoke and relevant.

Imagine an online bookstore that tracks a customer’s purchasing habits. The store can recommend new releases and related books by analyzing this data, turning generic marketing into a curated experience that feels personal to each customer.

The Payoff of a Superior Customer Experience

Investing in a robust CX strategy offers numerous benefits:

• Increased Customer Loyalty: Customers are more likely to return if they feel understood and valued by a brand.
• Enhanced Brand Reputation: Consistently positive experiences reinforce the customer’s decision to choose your brand over competitors.
• Financial Rewards: Beyond boosting sales through precise targeting, a superior CX can significantly reduce customer service and retention costs.

In an era where customer expectations continuously evolve, providing a seamless and proactive customer experience is crucial. Brands need to balance sophisticated digital tools with a human-centric approach to meet and exceed customer expectations. By doing so, they can build lasting relationships that translate into increased loyalty and revenue. Companies looking to thrive in the modern business environment must view their customer experience strategy as a necessity and a central tenet of their business model.

As the discussion unfolded, Parul Garg set the stage by emphasizing the indispensability of effective collaboration between marketing and sales. “Collaboration between these two functions isn’t merely desirable; it’s imperative,” she asserted. “Given that marketing and sales are the primary touchpoints where customers interact with our brand, ensuring a seamless and consistent experience across these touchpoints is paramount.”

Throughout the engaging conversation, Parul delved into the nuances of collaboration, shedding light on the myriad challenges faced by marketing and sales teams in their quest to align their efforts. “One of the primary hurdles we encounter is the misalignment of timelines and priorities,” Parul elucidated. “While sales teams are inherently focused on driving short-term results and closing deals, marketers often adopt a more long-term perspective aimed at brand building and nurturing leads. Bridging these disparate perspectives requires a concerted effort to synchronize goals and strategies.”

Despite these challenges, Parul remained resolutely optimistic about collaboration’s potential to yield tangible outcomes. “By aligning our goals and strategies, we can create a cohesive ecosystem that delivers a consistent and compelling user experience, ultimately driving business growth,” she affirmed. “It’s all about fostering a culture of collaboration where marketing and sales teams work hand in hand towards a shared objective.”

The conversation seamlessly transitioned to the pivotal role of data in shaping strategic decisions, a topic that resonated deeply with Parul. “Data is unequivocally the cornerstone of informed decision-making,” she emphasized. “Whether it’s marketing or sales, harnessing the power of data-driven insights empowers us to optimize campaigns, identify emerging trends, and adapt our strategies in real-time to meet evolving customer needs.”

Drawing on her wealth of experience, Parul shared anecdotes of successful collaboration initiatives that testified to the transformative potential of aligning marketing and sales efforts. “I’ve witnessed firsthand the remarkable impact that a unified approach can have on driving business outcomes,” she reflected. “By aligning our strategies and leveraging each other’s strengths, we achieved significant increases in conversion rates, revenue growth, and customer satisfaction.”

Parul underscored the critical importance of aligning branding strategies to deliver a cohesive and compelling customer experience as the discussion reached its crescendo. “Consistency is key,” she emphasized. “Upholding brand promises and delivering on customer expectations across all touchpoints fosters trust, enhances brand loyalty, and ultimately drives sustainable growth.”

In conclusion, Parul left viewers with a message of empowerment, urging businesses to embrace collaboration and data-driven decision-making as linchpins of success in today’s competitive landscape. “By fostering a culture of collaboration, harnessing the power of data, and aligning branding strategies, businesses can confidently navigate the complexities of the modern marketplace and drive sustainable growth,” she concluded.

Mattock’s address delved into the critical role of data-driven approaches in shaping effective marketing campaigns. He emphasized leveraging qualitative and quantitative insights to inform decision-making and drive customer engagement. Here are some of the key takeaways from his presentation:

Harnessing User Testing for Website Optimization:
“We use user testing to understand the friction points on our website, pinpointing moments where prospects may encounter hurdles in converting into a demo or signup. By gathering qualitative feedback from users, we gain invaluable insights into their first impressions of our homepage, navigation experience, and potential areas of confusion.”

Mattock further elaborated on the significance of user testing, stating, “This approach allows us to iterate on our website design and content to create a seamless user experience that encourages conversion.”

Empowering Sales with Data-Driven Insights:
“Our primary focus is on registrations and getting users active in the product. We can identify high-intent leads by analyzing user behavior and engagement metrics and automatically book meetings for our sales team. This seamless integration between marketing and sales ensures a frictionless customer journey and accelerates the path to conversion.”

Mattock emphasized the symbiotic relationship between marketing and sales, noting, “By providing our sales team with qualified leads and actionable insights, we enable them to focus their efforts on high-potential opportunities, driving revenue growth and customer acquisition.”

Leveraging Quantitative Analysis for Targeted Outreach:
“With Apollo.io, we can query our database of 280 million contacts to pinpoint our ideal customer profile. By filtering based on criteria such as company size, industry, and location, we comprehensively understand our total addressable market and can tailor our outreach efforts accordingly. This data-driven approach allows us to optimize our marketing spend and maximize ROI.”

Mattock elucidated the impact of quantitative analysis, stating, “By leveraging advanced data analytics, we can identify key trends and patterns within our target market, enabling us to craft hyper-targeted marketing campaigns that resonate with our audience and drive meaningful engagement.”

Mattock’s insights underscored the transformative potential of data-driven marketing strategies in today’s digital age. By harnessing the power of data to inform decision-making, marketers can unlock new opportunities for growth and forge deeper connections with their target audience.

As Winter Games Number 19 drew to a close, attendees departed with a renewed sense of purpose and a wealth of actionable insights to apply in their own marketing endeavors. By embracing data-driven methodologies and staying abreast of emerging trends, businesses can position themselves for success in an increasingly competitive marketplace.

With his wealth of experience and strategic foresight, Nik Pandey underscored the significance of alignment and synergy between sales, marketing, and demand gen functions. He emphasized the need for cohesive communication and shared objectives, highlighting how a unified approach can drive superior results and foster organizational growth. “In today’s fast-paced market, agility is key,” Pandey remarked. “We must remain adaptable and responsive to changing dynamics to stay ahead of the curve.”

Drawing on his extensive background in revenue operations, Pandey delved into the nuances of demand generation, emphasizing the pivotal role of data-driven insights and targeted outreach strategies. “Effective demand generation requires a deep understanding of customer needs and preferences,” he explained. “By leveraging data analytics and market intelligence, we can tailor our approach to resonate with our target audience and drive meaningful engagement.”

Complementing Pandey’s insights, Swati Paliwal brought a unique perspective shaped by her role as Marketing Head at Sprouts.ai. With a focus on customer-centricity and innovation, Paliwal highlighted the importance of personalized marketing initiatives and tailored messaging. “In B2B marketing, relevance is paramount,” she noted. “We must strive to deliver value at every touchpoint and create memorable experiences that resonate with our audience.”

Paliwal also emphasized aligning marketing efforts with sales objectives to maximize impact and drive revenue growth. “By collaborating closely with sales teams, we can ensure that our marketing initiatives are aligned with business goals and contribute to the organization’s overall success,” she stated. “It’s about fostering a culture of collaboration and shared accountability.”

Pandey and Paliwal underscored the importance of fostering alignment, communication, and a customer-centric mindset within B2B organizations throughout their conversation. “At the end of the day, it’s all about delivering value to our customers,” Pandey remarked. “By working together seamlessly, sales and marketing teams can create synergies that drive growth and enable long-term success.”

As industry leaders, Nik Pandey and Swati Paliwal exemplify the spirit of innovation and collaboration that defines the modern B2B landscape. Through their insightful commentary and practical wisdom, they inspire organizations to unlock their full potential and achieve excellence in sales and marketing. In a world where agility and adaptability are paramount, their guidance serves as a beacon for businesses navigating the complexities of the digital age.

Adobe: Unleashing Creativity and Driving Revenue

Adobe’s CFO, Dan Durn, emphasized the transformative potential of generative AI across the company’s core focus areas: unleashing creativity for all, accelerating document productivity, and empowering digital businesses. Adobe’s generative AI tool, Firefly, launched less than a year ago, has already shown promising signs of market traction. Dan highlighted Adobe’s significant business opportunity, emphasizing the company’s intention to be a key catalyst in shaping end markets and driving success for its customers.

ServiceNow: Multi-Million Dollar Deals and Customer Value

ServiceNow CFO Gina Mastantuono reported a successful launch of its generative AI offering, CIS, with several multi-million dollar deals secured within the first full quarter of its launch. CIS aims to enhance customer value by infusing human-like conversational interfaces throughout the platform, enabling users to access information faster and more reliably. Junior emphasized the vast opportunity presented by generative AI, with Gartner estimating substantial spending on AI through 2027.

Airtable: Democratizing Data and Enhancing Operations

Ambereen Toubassy, Airtable’s CFO, highlighted the company’s focus on integrating generative AI into its low-code platform. This enables users to create apps for various business functions more efficiently. By leveraging domain-specific large language models, Airtable aims to enhance operations across marketing, product, sales, and operations. Amberine emphasized the platform’s role as a co-pilot for business operations, empowering users with enhanced productivity and scalability.

Driving Financial Transformation with Generative AI

The discussion also delved into specific use cases of generative AI within finance functions. Gina and Dan discussed initiatives such as revenue recognition automation and forecasting engines, showcasing how generative AI accelerates processes and provides valuable insights for decision-making. They emphasized the evolving role of CFOs, who now serve as strategic enablers, leveraging generative AI to drive business impact and value creation.

Empowering Decision-Making Across the Enterprise

Overall, the panel discussion highlighted the growing significance of generative AI in driving revenue growth, enhancing productivity, and enabling data-driven decision-making across organizations. As companies continue to embrace this technology, the role of finance leaders evolves to become strategic partners in driving innovation and value creation.

Generative AI is poised to revolutionize business operations, offering unprecedented opportunities for companies to stay competitive and drive success in an increasingly digital world.

Hasan’s discourse centered around two primary reasons why she champions brand management as a superior career choice. She emphasized, “Brand managers play a critical role in driving a business’s overall success. They are the architects of a company’s vision, strategies, and product lines, wielding considerable influence over critical decisions related to product lifecycle management, pricing strategies, and resource allocation.”

Furthermore, Hasan portrayed marketing roles as being primarily focused on amplifying the brand’s message and engaging with consumers through various channels. She remarked, “While marketing undoubtedly plays a crucial role in communicating the brand’s vision to the world, brand management serves as the foundational pillar upon which these marketing efforts are built.”

Hasan highlighted the distinct success metrics associated with brand management, stating, “Brand managers are evaluated based on their ability to drive growth in sales, revenue, and profit, thereby assuming ownership of the brand’s financial performance.” She emphasized the tangible link between brand performance and business outcomes, suggesting that this correlation often translates into higher compensation and faster career progression within the corporate hierarchy.

Moreover, Hasan underscored the transferability of skills and broader career prospects associated with brand management roles. She noted, “Unlike marketing, which often relies on mastery of specific tools and channels, brand management emphasizes skills such as commercial acumen, business strategy, data analysis, and problem-solving.” Hasan argued that these skills are highly portable and applicable across diverse industries and functions, empowering brand managers to pursue a range of career opportunities beyond the realm of marketing.

As Hasan’s discourse reverberates across the marketing landscape, professionals and aspiring marketers are prompted to reconsider their career trajectories and aspirations. In an era of rapid technological advancements and evolving consumer preferences, the distinction between brand management and marketing has never been more pronounced. Hasan’s passionate advocacy for brand management serves as a rallying cry for individuals seeking to make a meaningful impact in shaping the future of brands and businesses.

Reflecting on his journey, Zwizinski shared, “I’m an ex-coder and recovering CRO, so a little bit of both. I grew up very technical in nature and enjoyed coding through university. But then I transitioned to the ‘dark side’ of sales when I realized we were doing it wrong. It wasn’t just about commissions but about leadership pushing misguided strategies.”

Market Insight through Sales Lens

Central to Zwizinski’s discourse is the symbiotic interplay between marketing and sales functions. As a seasoned CRO, he accentuates the imperative for marketing leaders to actively immerse themselves in the realm of sales, advocating for their direct involvement in sales calls and customer engagements. He emphasized, “Marketing needs to be in the trenches with sales, hearing from customers firsthand. It’s about getting into every stage of the sales cycle and post-sale and truly understanding customer sentiment.”

Furthermore, Zwizinski underscored the need for continual refinement of the ideal customer profile (ICP) and buyer personas. “We can’t rely on outdated assumptions,” he cautioned. “We need to leverage data-driven insights gleaned from sales interactions and churn data to effectively recalibrate our targeting strategies.”

Alignment and Collaboration

The dialogue extends to the criticality of aligning goals and expectations between marketing and sales teams. Zwizinski espouses transparent communication and collaborative goal-setting, advocating shared metrics and accountability frameworks. He emphasized, “Nurturing a culture of collaboration is key. By aligning goals and fostering synergistic relationships, organizations can propel themselves towards shared revenue objectives with unified resolve.”

In sum, Zwizinski’s elucidations furnish a compelling narrative on the evolving role of the CRO and the pivotal significance of bridging the schism between marketing and sales realms. As enterprises navigate the choppy waters of an increasingly competitive landscape, Zwizinski’s sagacious perspectives serve as a beacon of guidance for steering sustainable revenue growth and fostering cohesion across pivotal revenue-driving functions.

Weir’s illuminating discourse commenced with exploring the organizational dynamics within G2’s esteemed C-suite. Positioned alongside the CEO, the CRO assumes a pivotal role, collaborating closely with counterparts such as the Chief Marketing Officer (CMO), Chief People Officer, Chief Product Officer, and soon-to-be Chief Financial Officer. This multifaceted executive ensemble underscores the strategic imperative of having a dedicated leader overseeing revenue generation, customer success, partnerships, revenue operations, and overarching strategic direction.

“The CRO role is not merely about driving sales; it’s about orchestrating a symphony of revenue-generating activities and aligning them with our broader organizational objectives,” remarked Weir, elucidating the nuanced responsibilities inherent in his role. “It’s about fostering cross-functional collaboration and harnessing collective expertise to drive sustainable growth.”

Delving deeper into the origins of the CRO role at G2, Weir provided invaluable insights into its inception amid the tumultuous backdrop of the COVID-19 pandemic. “The pandemic served as a catalyst for organizational introspection, prompting us to reevaluate our revenue strategy and fortify our revenue-generation capabilities,” Weir remarked. “The creation of the CRO position epitomized our commitment to standardizing and scaling revenue operations, thereby enabling us to navigate the uncertainties and capitalize on emerging opportunities.”

The discourse seamlessly transitioned into exploring the symbiotic relationship between the CRO and Chief Financial Officer (CFO), two indispensable pillars of organizational stewardship. Weir expounded on the complementary nature of their roles, with the CFO delineating long-term financial objectives and the CRO operationalizing these strategies to drive revenue growth and resource allocation. “It’s not a dichotomy but a symbiosis; the CFO sets the financial compass, and the CRO charts the course to achieve our revenue targets,” remarked Weir, underscoring the collaborative ethos underpinning their partnership.

Weir’s profound insights into the convergence of sales and marketing echoed throughout the discourse, underscoring the pivotal role of the CRO in fostering alignment and synergy between these critical functions. Drawing upon his eclectic background in marketing, Weir emphasized the imperative of adopting a customer-centric approach and fostering cross-functional collaboration to drive revenue growth. “As a former marketer, I bring a unique perspective to the CRO role, one rooted in empathy, strategic foresight, and a deep understanding of customer needs,” remarked Weir. “It’s about transcending silos and fostering a culture of collaboration, innovation, and customer-centricity.”

The dialogue culminated in reflecting on the diverse pathways to the CRO role and the intrinsic value of varied backgrounds in driving organizational success. Weir extolled the virtues of his marketing pedigree, citing its pivotal role in cultivating empathy, strategic insight, and cross-functional collaboration. “Diversity of thought and experience is the lifeblood of innovation and growth,” remarked Weir. “Whether hailing from sales, marketing, or revenue operations, what truly matters is our collective commitment to driving sustainable growth and fostering a culture of excellence.”

As the discourse drew to a close, Weir’s profound insights reverberated, underscoring the pivotal role of the Chief Revenue Officer in shaping organizational strategy, fostering cross-functional collaboration, and driving sustainable growth in an increasingly complex and competitive business landscape. Indeed, the evolution of the CRO role stands as a testament to the transformative power of visionary leadership, strategic foresight, and unwavering commitment to organizational excellence.

Understanding the client

For the growth of the business and to stay ahead of the competition, it is important to not only know your clients, but to understand them. Understanding the preferences, needs and desires can be the building or breaking of a business and long term relationships is what you are looking for. Having an operation management system like Planfix can do just that.  

Client relationship management software or CRM in short, helps companies analyze data. This data comes from client interactions and can narrow down consumer preferences. With this information at hand you can understand trends and product or service offerings that might help you steer your company in the direction where growth is imminent.       

Building Relationships with clients

It is important to interact with clients in an individual manner, it doesn’t help sending out a general info brochure that is meant for everyone. It should be specific to that person’s needs and wants, you should know the trends and then personalize for specifics. Bombarding your clients with general hogwash is not going to get them to buy or use your service, but if it’s something that an individual is interested in, now that changes everything. 

Client segmentation is an important part of a successful marketing strategy. CRM software, an excellent example of it is Planfix, helps businesses divide clients into sections based on various factors, including demographics, behavior, preferences, and more. All these factors can support your business and decision making becomes easier with streamlined functionality.

Streamlining Sales Processes

To use the CRM software for sales pipeline management is not only a nice to have, but a must for every business aiming for huge growth. This operation management system software helps sales teams manage the leads from start to finish and also provides high accuracy insight into performance or improvement areas for your business. 

The CRM software provides for follow up processing to maintain strong relationships with clients. The processes analyze data, track client interactions and automate communication to make it more personal for each client in a timely manner. 

Upselling and Cross-selling

The use of forecasting with CRM software can help businesses predict sales and increase revenue by analyzing data and trends from client interactions. Teams can make informed decisions when developing strategies and direction for upselling and cross-selling. Targeted promotions and well devised marketing campaigns are now much easier to achieve with CRM software doing most of the work. 

Collaborating with Teams and Partners

Integrating CRM software with other applications can streamline business processes in a functional and positive way. If for instance used with marketing automation software, the process can help automate lead nurturing and improve sales conversions. This can lead to increased efficiency, improved coordination and more detailed relationships with partners and clients. The use of CRM software can give you valuable insights into interactions and help identify where improvement is needed.

It is of utmost importance to have effective communication and collaboration with partners and teams for success when making sales. The software can track accountability ensuring that all parties involved hold up their part, all are held responsible for their own actions and contributions to the overall success of the business.

Tracking and Analyzing Sales Data

CRM software is a powerful tool used for sales performance improvement and client engagement. It has advanced features like lead tracking, sales forecasting and performance analytics and are only an advantage to your business. 

The importance of tracking metrics and KPIs is a necessary part for any high-end business for ultimate performance by helping in achieving their goals. This is done by regular monitoring to identify areas of improvement and ultimately you can make data driven decisions to keep performance up. 

By analyzing client behavior concerning purchase patterns, businesses can optimize sales revenue by implementing target marketing strategies and adjusting to find new opportunities for upselling and cross-selling. 

Conclusion

In conclusion, making use of CRM software can be one of the best decisions you make for your bottom line. With the world of technology at your fingertips and the massive benefits that follow CRM software, you are bound to see the result in an increase in sales and revenue. With successful implementation of CRM technology like Planfix, there will be a notable difference and a return on investment can be seen soon after implementation.