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After years as a B2B SaaS content consultant, I've learned that while starting a business is exciting, setting up the right structure is so important. Different business structures offer various benefits, but choosing the wrong one can hurt you legally and financially in the long run.
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Ever since I stepped into the B2B SaaS world back in 2021, I've wondered why some companies with great products crash and burn while others thrive. I kept hearing the term "sales pipeline" thrown around, but I didn't really understand just how important it was until I started seeing patterns.
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Every sales professional has the same experience: The end of the quarter looms, and you're still waiting for leads to convert into paying customers. As a business owner, I've been there too — juggling multiple clients, pitching new writing projects, and managing endless follow-ups.
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Some sales managers hit their targets. Others build teams that consistently outperform, year after year. What makes the difference?
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A strong sales strategy plan creates the foundation for a cohesive and successful sales organization. Sales strategies and initiatives also align salespeople on shared goals and empower them to do their best work — keeping them happy and successful, too.
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Picture hiring a promising sales rep. But three months in, they quit. Sound familiar? You're not alone — 52% of top sales hires quit because of poor sales training or onboarding. On top of this, Ann Clifford, founder and president of Safari Solutions, notes that it takes three to nine months for new sales hires to hit their quotas.
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Most teams today are in touch with their sales data in some way, shape, or form. Some industries and companies are better at it than others.
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Most salespeople face the same persistent challenge: Their prospects lack urgency. There are a number of strategies — both successful and unsuccessful — reps use to overcome this inertia. Often, they end up offering huge discounts with expiration dates.
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I'll never forget one of my first big sales meetings. I walked out feeling defeated, convinced I'd blown it. The prospect had bombarded me with tough questions and objections, and the whole time I thought they were poking holes in my pitch because they weren't interested. Later on, a mentor would point out that those "grilling" questions were actually a buying signal in disguise. That prospect was deeply engaged, trying to gather justification to buy.
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As a business owner I know there's one thing that can make or break my business: cash flow. If you start a brick and mortar store with employees you may be aware of how crucial it is to know when cash is going in and out — but maybe less so if you run an online business or are a consultant.