Author: Adam Richardson

  • How to win with outbound sales emails – 10 Key Steps for Success

    How to win with outbound sales emails – 10 Key Steps for Success

    Outbound can be a grind right now, with even the most competent outbound sales teams facing challenges in 2023. 

    I’ve gone pretty deep down the outbound email rabbit hole over the last 2 years, in order to figure out what really helps increase my team’s open & response rates. Below are my top ten tips…..

    I hope it helps you & your team win in 2023.

     

    1.   Subject Lines

    Don’t use capitals in your subject lines – and make them short.

     Using this method has achieved up to 85% open rate.

     Here are a few subject lines I used recently that generated meetings with VPs and C Suite Level:

    ·        devops

    ·        hope this scores a point or two (prospect was a squash player)

    ·        you came up in conversation

    ·        women in tech

    ·        rsa follow up

     

     2.      Hyper personalisation is key

    We’ve typically found light humor and relevant sports analogies have worked well. 

    Study the prospect’s:

    ·        LinkedIn activity

    ·        Company news

    ·        Product launches

    ·        New key hires

     And extra points if you can make a smooth transition into your value add.

     

     Examples of email introductions we have done recently which have gained a response:

    ·        Steve – kudos on blowing out your team’s Q2 quota by 200%…

    ·        Laura – caught you guys just hired XXX as CMO. Congrats!

    ·        Anthony – your team’s event popped up on my LinkedIn feed yesterday… 

     

     3.      Cut the waffle

    But DO ensure you add value – and BE CLEAR in how you can solve their problems.

     Remember, C-suite Executives receive on average 100 to 200 emails a day.

    Typically speaking, the more text there is the less chance they will read the email.

    That being said, longer emails (50 – 150+ words), work well IF they are packed with value. That means you include information that connects the prospect or their company to your offer.

    You can afford a longer email IF your email is personalised, direct & intentional in every sentence.

     

    4.      Avoid hyperlinks, videos, spam words and change up your emails regularly (once a month is recommended) to avoid spam filters.

    Getting your first email in their inbox, not junk is paramount.

    You should regularly test your emails with spam filters and perform regular similar deliverability checks to identify and resolve any issues.

     In many cases over, 30% of sales emails will hit junk due to domain reputation, email content, formatting and level of domain engagement.

     You can be the best sales email writer in the world but if your mail hits junk, your prospects will likely never see it let alone respond.

     

     5.      Don’t ask for time in cold outreach.

    Don’t sell the meeting – sell the conversation.

    Confirming interest before asking for the meeting is twice as effective as regular outreach.

     

    6.      ‘Bubble-up’ emails DON’T work.

    Emails that point your prospect in the direction of previous outreach don’t work.

    Example: Hey Chris, just bubbling this up. Did you see my previous note?

     Shorter ‘non-value add’ emails like this are 15 times LESS likely to help you book a meeting.

     

     7.      Add value at EVERY touchpoint.

    If it doesn’t add value, don’t send it.

    A starting point would be to scroll the internet for podcasts, articles and whitepapers relating to solving problems they said they are experiencing or are talking about on LinkedIn. 

     Using this technique, we regularly see 10 to 20% response rates on our cold sales emails – with the industry average being 1% to 5% max.

     

     8.      Ask for interest (not time).

    By using an interest-based Call-To-Action (CTA), you are not asking for the buyer’s time, just their interest.

     An interest CTA sells the conversation, not the meeting.

     Example: “Open to learning more about X?”

     Response rates for highly relevant and interest-based CTAs are typically 5% to 15% higher.

     

     9.      Use P.S. at the end of a sales email

    This will enhance your communication and increase the tone of your email.

     It will:

    ·        Grab your prospect’s attention.

    ·        Help recap or highlight a particular subject.

    ·        Reinforce your CTA.

    ·        Aid with personalisation.

    ·        Spark curiosity and intrigue to read the email. 

     

     10.  KEEP GOING.

    Don’t expect a response after one email.

     An optimal and well thought out multichannel cadence is needed for success with outbound in 2023.

     I had a discovery meeting in June 2023 with a VP Sales that I have been prospecting for 3 years!

     It has taken calls, emails, LinkedIn messages and video. Rome wasn’t built in a day.

     According to various studies, it can take anywhere from 5 to 12 emails to receive a positive response.

     

    If you want to discuss the above further or understand how Strive can support you with your recruitment needs, my diary is always open.

    For more helpful tips, check out our other blogs here or visit our LinkedIn page.

  • The Fractional Chief Revenue Officer Role: The Hidden Secret to Maximising Sales and Revenue?

    The Fractional Chief Revenue Officer Role: The Hidden Secret to Maximising Sales and Revenue?

    Finding the right person to lead your sales team can be a game-changer.

    But sometimes hiring a permanent CRO is not attainable or desirable at this point in your company’s journey – due to budget, time or market constraints.

    That’s where a Fractional (Contract) Chief Revenue Officer (CRO) could come in.

    Often overlooked, the Fractional CRO role can be the hidden secret to unlocking your company’s sales potential, at a point in your journey where you do not seek a permanent hire.

    With their extensive experience and expertise in sales and revenue generation, they can provide the strategic guidance and leadership your business needs to thrive – with the flexibility on the length they are contracted for, meaning they can be a short-term, high-impact hire.

     

    When should a business consider hiring a Fractional CRO?

    You are not ready for a Permanent Hire: Ultimately, this is the main reason a company would typically choose Fractional over Permanent – business readiness.

    This could present itself in a number of ways including:

    §  Financials – no budget for a permanent hire.

    §  Workload – no identified long-term workload.

    §  Business ‘immaturity’ – a lack of clear structure / knowledge about how the business would fully utilise a permanent CRO hire.

    If your business is not yet ready or able for such a key permanent hire, choosing a Fractional option can bring some of the desired benefits without the same risk levels as a permanent option.

    Optimising Product Market Fit: We typically see businesses hiring a Fractional CRO at the point they are optimising their product market fit and getting ready to start scaling their company.

    A Fractional CRO can help you at this crucial time and support also in structuring and building your outbound sales team. When launching your new product, they can develop targeted sales strategies, identify the ideal customer profile, and ensure a successful market entry.

    Revenue Plateau: If your company is struggling to achieve consistent revenue growth, you might require an expert for the short-term to help you identify the root causes and develop strategies to overcome this stagnation.

    A Fractional CRO can analyse the sales process, identify bottlenecks, and implement improvements to drive better results.

    Expanding into new Territories: We all know that selling a product, for example, in the US versus Germany, requires different approaches and techniques. We know to never assume what works in one territory, will automatically work in another.

    We have seen Fractional CROs utilised successfully when a company is looking to expand into a new territory where they perhaps have limited experience of dealing in previously – or a lack of internal resource to place on such an important project.

    Hiring someone experienced in this territory, for a short-term period, can ensure a successful set-up, launch, and process from the outset, to see an ROI quicker – and burn through less cash in the process.

     

    Benefits of hiring a Fractional CRO

    A main driver for hiring a Fractional CRO, as opposed to a permanent hire, is of course flexibility.

    Unlike a permanent hire, hiring in this way offers flexibility in terms of engagement duration and scope, allowing your company to access top-tier talent without committing to long-term contracts.

    Other benefits you should expect to see are:

    Expertise and Experience: A Fractional CRO will join your company with a wealth of expertise and experience to bring to the table. If you hire correctly, you will bring on board an expert with a deep understanding of sales strategies, revenue optimisation, and market dynamics.

    Leveraging this knowledge in the short term could drive high value impact, with your business gaining a competitive edge and accelerating revenue growth.

    Fresh Perspective: Using this experience, means a Fractional CRO will provide a fresh perspective on sales and revenue generation. They bring an outsider’s view, which can uncover hidden opportunities and identify areas for improvement that may have been overlooked internally.

    Focus: Unlike a Founder who is forced to split their time across all areas of the company, a Fractional CRO will focus solely on sales and revenue – placing a real focus and drive in this core area of your business.

    They will work on ‘what moves the needle’ in terms of sales and support you in ensuring the whole company has a focus on this.

    Ultimately, they will focus on the core of what will help you hit your plan.

    Process: Using their experience and ‘fresh’ eyes, a Fractional CRO is an expert who can help you create (or upgrade) your process.

    Some key areas you should expect them to improve would be:

    §  Creating or upgrading your sales playbook.

    §  Fixing pricing.

    §  Driving deal sizes up.

    §  Creating more urgency in the sales process.

    Which, if done successfully, could increase sales by up to 30%.

    Tech Stacks and Automation: As part of this process review and upgrade, a company should also expect a Fractional CRO to be able to complete a complete tech stack review, making improvements to ensure this is a scalable and integrated eco-system, which allows for automation of key tasks to continually drive efficiencies and optimise your Customer Acquisition Cost (CAC).

         Hiring: A time-consuming but key process for growth.

    Allow your Fractional CRO to take charge of building our your GTM sales function. Using their network, expecting them to hire 1 – 2 strategic sales reps (including the key first on the ground hires), should not be unachievable for them.

    A truly experienced CRO, will know that hiring is at 50% of the job.

    Should you require, you should also expect them to be able to offer some support in terms of hiring a Permanent CRO.

     

    The cost of hiring a Fractional CRO compared to the potential Revenue Increase

    Hiring a Fractional CRO can be a cost-effective solution for businesses, as instead of investing in a full-time permanent CRO, businesses can leverage expertise, whilst eliminating the costs associated with hiring, training, and retaining a full-time employee.

    Whilst of course hiring a CRO involves costs, the potential revenue increase they can generate often far outweighs the investment, so it is essential to consider the potential ROI when evaluating the cost of hire.

    When calculating the potential revenue increase, consider factors such as:

    §  Increased sales volume

    §  Higher average deal sizes

    §  Improved customer retention

    §  Expansion into new markets.

    Also, do not forget to assess the long-term impact of a Fractional CRO’s strategies, as their contributions may continue to generate revenue growth even after their engagement concludes.

     

    Our Final Thoughts

    A Fractional CRO should be seen as a different hire to that of their permanent counterparts.

    Warning: Do not engage a Fractional CRO, as a ‘try before you buy,’ temp-to-perm option!

    Typically, such a seasoned professional has chosen the Fractional route for a reason. They relish the challenge of joining a business for the short-term, rolling up their sleeves to fire fight, problem solve and leave the business in a better place in the short-term period they are there.

    If you utilise a Fractional CRO to their full potential and set clear aims at the point of contracting, then they really can be the hidden secret to maximising sales and revenue for your company.

     

    If you want to learn more about how Strive can support your business in hiring for Fractional roles, please check out our Solutions page or reach out to one of our Founders to arrange a call.

  • The Importance of Working with a Tech Sales Recruitment Agency for Your Business

    The Importance of Working with a Tech Sales Recruitment Agency for Your Business

    In today’s competitive business world, finding the right tech sales talent can make all the difference in the success of your business.

     However, the process of recruiting and hiring top-notch sales professionals can be time-consuming, complex, and costly.

     That’s where a tech sales recruitment agency comes in.

    Working with a specialised recruitment agency can help you streamline your hiring process, reduce costs, and find the best-fit candidates for your business needs.

    In this blog, we’ll explore the importance of working with a tech sales recruitment agency, the benefits it can bring to your organisation, and how it can help you stay ahead of the competition in the tech industry.

    So, whether you’re a startup or an established enterprise, read on to discover why partnering with a tech sales recruitment agency is a smart move for your business.

     

    Challenges in Hiring Tech Salespeople

    Hiring tech sales professionals can be a challenging task for many reasons.

    First, the tech industry is constantly evolving, and sales professionals need to have a deep understanding of the latest trends, technologies, and best practices in order to effectively sell tech products and services. This requires a combination of technical knowledge, sales skills, and industry expertise that can be difficult to find in a single candidate.

    Second, the tech industry is highly competitive, and top talent is in high demand. This means that it can be difficult to attract and retain the best sales professionals, especially if you’re a startup or a small business without a well-established reputation in the industry.

    Finally, the hiring process for tech sales professionals can be time-consuming and expensive. It typically involves multiple rounds of interviews, assessments, and reference checks, and can take weeks or even months to complete. This can be a major drain on resources, especially for small businesses with limited budgets and staffing.

     

    Benefits of Working with a Tech Sales Recruitment Agency

    Working with a specialised tech sales recruitment agency can help you overcome these challenges and find the best-fit candidates for your business needs.

    Some of the key benefits of partnering with a tech sales recruitment agency are:

    • Access to a Larger Talent Pool: Tech sales recruitment agencies have access to a larger talent pool than most businesses do. They have established networks and relationships with top sales professionals in the industry and can tap into these networks to find the best-fit candidates for your bus
    • Expertise and Industry Knowledge: Tech sales recruitment agencies specialise in recruiting sales professionals for the tech industry. They have a deep understanding of the industry and can provide valuable insights and advice on the latest trends, technologies, and best practices in tech sales.
    • Streamlined Hiring Process: Tech sales recruitment agencies have a proven process for recruiting and hiring top sales talent. They can help you streamline your hiring process, reduce the time and resources needed to find and hire the right candidates, and ensure that you’re making the best hiring decisions for your business.

     

     Qualities to Look for in a Tech Sales Recruitment Agency

    When choosing a tech sales recruitment agency, there are several qualities you should look for. These include:

    • Industry Expertise: Look for an agency that specialises in tech sales recruitment. They should have a deep understanding of the industry and be able to provide valuable insights and advice on the latest trends, technologies, and best practices in tech sales.
    • Quality of Candidates: Look for an agency that has a track record of placing high-quality candidates in tech sales roles. Ask for references and case studies and look for testimonials from satisfied clients.
    • Proven Process: Look for an agency that has a proven process for recruiting and hiring top sales talent. They should be able to provide you with a clear and transparent process for identifying, assessing, and selecting candidates.
    • Communication Skills: Look for an agency that has strong communication skills and is responsive to your needs. They should be able to listen to your requirements, provide feedback and advice, and keep you informed throughout the hiring process.
    • Cultural Fit: Look for an agency that understands the importance of cultural fit and can help you find candidates who are a good match for your company culture.

      

    How to Choose the Right Tech Sales Recruitment Agency for Your Business

    Choosing the right tech sales recruitment agency for your business can be a daunting task. Here are some tips to help you make the right choice:

    • Define Your Requirements: Before you start looking for a tech sales recruitment agency, take the time to define your requirements. What type of sales professionals are you looking for? What are your business needs and objectives? What is your budget and timeline for hiring?
    • Do Your Research: Research potential tech sales recruitment agencies carefully. Look for online reviews, case studies, and testimonials from satisfied clients. Ask for references and contact previous clients to get their feedback on the agency’s services.
    • Evaluate their Expertise: Evaluate the agency’s expertise in tech sales recruitment. Do they have a deep understanding of the industry? Can they provide valuable insights and advice on the latest trends, technologies, and best practices in tech sales?
    • Check their Track Record: Check the agency’s track record of placing high-quality candidates in tech sales roles. Look for testimonials from satisfied clients and ask for references and case studies.
    • Evaluate their Process: Evaluate the agency’s process for recruiting and hiring top sales talent. Do they have a clear and transparent process for identifying, assessing, and selecting candidates? Do they provide guidance and support throughout the hiring process?
    • Communication Skills: Evaluate the agency’s communication skills. Are they responsive and easy to work with? Do they listen to your requirements, provide feedback and advice, and keep you informed throughout the hiring process?

      

    Tips for Working with a Tech Sales Recruitment Agency

    Working with a tech sales recruitment agency can be a highly effective way to find and hire top sales professionals for your business.

    Here are some tips to help you get the most out of your partnership:

    • Be Clear About Your Requirements: Be clear and specific about your requirements for the role, including the skills, experience, and qualifications you’re looking for. This will help the agency identify and screen candidates more effectively.
    • Communicate Effectively: Communicate regularly and effectively with the agency throughout the hiring process. Provide feedback and ask for updates and be responsive to the agency’s requests for information and feedback.
    • Be Open to Feedback: Be open to feedback and advice from the agency. They have a deep understanding of the industry and can provide valuable insights and advice on the latest trends, technologies, and best practices in tech sales.
    • Provide a Positive Candidate Experience: Provide a positive candidate experience throughout the hiring process. This will help you attract and retain top talent and will also enhance your reputation as an employer of choice in the tech industry.

      

    Conclusion: The Bottom Line on Tech Sales Recruitment Agencies

    In conclusion, finding and hiring top-notch tech sales talent is essential for any business that wants to succeed in the fast-paced and highly competitive tech industry. However, the process of recruiting, interviewing, and hiring sales professionals can be time-consuming, complex, and costly.

    By working with a specialised tech sales recruitment agency, you can streamline your hiring process, reduce costs, and find the best-fit candidates for your business needs. Look for an agency with industry expertise, a track record of success, and a proven process for recruiting and hiring top sales talent.

    With the right tech sales recruitment agency as your partner, you can stay ahead of the competition, drive revenue growth, and achieve long-term success in the tech industry.

     

    If you want to learn more about how Strive can support your business in hiring for Tech Sales roles, please check out our Solutions page or reach out to one of our Founders to arrange a call.

  • Learn how I billed £1m, in one year

    Learn how I billed £1m, in one year

    In October 2019, I made the decision to enter the world of recruitment and chose Strive as the business to join.

    Starting as a recruitment rookie, just under 6 months before the world went into lockdown, I’ve seen a lot and have developed a phenomenal amount in that period.

    Since joining, I have also been fortunate enough to receive a number of promotions: from Headhunter to Team Leader; to Account Manager and to my current role as Sales Manager.

    And…. I was the first Strive employee to bill £1 Million in a financial year.

    Want some tips as to how I achieved this? Read below ⬇

     

    Have repeatable and scalable processes in place

    ·        This is critical to scale your desk.

    ·        Your number one priority should be to maximise the productivity of your business unit.

     

    Time Management

    ·        AKA my biggest challenge!

    ·        Some tips I have picked up which have assisted me, include:

    o   Weekly and daily planning

    o   ‘Ivy Lee Method’ (allocating dedicated slots to accomplish the six most important tasks of the day, in priority order)

    o   Working in sprints, religiously

    o   AND, most importantly, working F* hard.

     

    Land and Expand

    ·        66% of my revenue came from existing customers

    ·        I’ll say that again – 66% of my revenue came from existing customers! Once you have won business, to be successful, it is key to not only retain that account but expand it also.

    ·        I spend a huge part of my time expanding relationships and understanding how and where I can add value to my clients, in any way possible, always trying to go the extra mile.

     

    Build trust (and champions)

    ·        Knowing when to push the process is just as important as knowing when to pull.

    ·        If your client believes that your objectives are aligned and you have their best interest in mind, you’ll have more control of the overall process.

     

    Know your market (and stay on top)

    ·        Not every candidate is a buyer regardless of how good your opportunity is.

    ·        Qualifying a large portion of the market allows you to understand exactly what could fit who and when.

    ·        Keep notes. Set reminders. Stay on top.

     

    Quality over quantity

    ·        Take the time to nail the brief and understand exactly what your client wants from a cultural and professional perspective.

    ·        This ensures alignment and means that when you introduce candidates you’re always on the money.

    ·        It saves them time and ensures they are always interviewing the right candidates, saving you time also as a recruiter, allowing you to focus on the right opportunities.

     

    Work with Urgency

    ·        In short:

    o   Don’t sit on tasks.

    o   Don’t sit on candidates.

    o   Don’t sit on feedback.

     

    For anyone with questions on scaling GTM teams, or recruitment overall, I’m always open for a conversation – you can connect with me here.

     

    If you are looking for a new position, remember that our current roles can be found on our Careers page and you can register with us, using our Contact form.

     

  • Business Development Tips

    Business Development Tips

    Recently I wrote a series of posts on LinkedIn, with my tips on Business Development. They proved very popular, so I’ve taken the opportunity to summarise some of the key points below!

    Whilst all the tips were initially aimed at those working in BD in Recruitment, I hope BDRs & AEs see relevance too.

     

    New to a Business Development Role?

    The below tips are for you:

    Identify your Tier 1 Ideal Customer Profile.

    • Map 2 to 3 stakeholders from each account and build a different cadence suited to each stakeholder’s role. E.g., a CRO & VP of Sales have different priority initiatives (recognise this).
    • Don’t prospect more than 30 companies at a time, it just gets messy.
    • Remember, it’s important to focus on quality outreach rather than quantity.

    Funnel Management.

    • Continually add to the top of funnel, but always remember to focus on the bottom of the funnel too.
    • These are the opportunities most likely to close. Don’t be a busy idiot!

    Be ruthless with your time.

    • Work in sprints but more importantly, gamify them.
    • Set targets for all outbound activities. You’ll get more done this way.

    Bring value to your Prospects.

    • Can you send valuable information that could help them or other areas of their business?
    • Bringing value to your prospects always goes a long way (even if you do not get anything out of it in the short term).

    Relationship Building.

    • I cannot state how important this is.
    • Become a specialist in your niche. Get to know as many candidates & clients in your niche as possible – and when an opportunity arises make sure you pounce on it.
    • Time kills deals, act fast.

    Bonus Tip.

    • Multi-touch outreach is super important.
    • Be creative and think of other ways to stand out.

     

    BD has got A LOT tougher this year.

    If you are struggling in the current market, the below tips are for you:

     

    Things that worked in the past aren’t working anymore.

    With fewer companies are hiring, there is a lot more competition from other recruiters. My clients are getting ten emails a day – plus ten calls on average.

    How are you going to stand out?

    Only the top 1% of recruiters are winning right now and here are a few things they’re doing:

    Their cadences are game changing. They include things like tasks to follow up about prospect’s vacation, or nurture campaigns to add value to closed lost deals.

    They’re putting upfront contracts in place with clients & candidates to get intros to their network.

    They are religious in following cadences, no overdue or missed steps.

    They’re continually sharpening their tools, getting 1% better every day. They are massively focused on personal development.

    They’re focusing on quality over quantity.

    They’re building long lasting relationships – always adding value & helping prospects where they can (even if they’re not getting anything in return, short term).

     Get creative, stand out, continually sharpen your tools & strive to be that 1%.

     

    Looking to optimise and improve your outreach generally?

    The below tips are for you:

    A / B test everything.

    It’s where most recruiters fail, as they don’t make data-driven decisions.

    My advice would be:

    Trial three different call openers. Decide on the best one after 50 connects for each.

    Track opened email, as well as positive & negative responses (monthly and quarterly) and make changes where necessary.

    If your cadence isn’t yielding the results, you are looking for – only change 1 – 2 things at time (bi-weekly or monthly). If you change too much, too often you will never work out what truly works. Always, continue to track the data to see how the new steps are performing versus the old.

    Never start a new cadence from scratch because your open or response rate is dropping. From my experience it’s probably only a few steps in the process that needs changing, not the entire cadence. 

    Remember that if you can’t measure something, you can’t control it.

    If you can’t understand it, you can’t control it.

    If you can’t control it, you can’t improve it.

     

    I’m always happy to help those looking for advice – reach out to me if you want to arrange a call or visit our other blogs for more insights.

     

  • Key to selling in a downturn

    Key to selling in a downturn

    With the current global economic uncertainties, it is natural that companies are re-evaluating their spend, and ultimately looking to do more, with less – and a key step in this review for many Enterprises will be to reduce their spend on systems and products. 

    So, as a SaaS company, how do you ensure that your product doesn’t fall on this ‘cull list’, when it comes to purchasing new software or renewal time? 

    The key to selling in a downturn, (even more so than during more positive economic climates), is to tailor your messaging to show how you deliver to a company’s value drivers and how you solve their pain points. But you need to be aware how these will have changed. 

    Whilst each company will have their own specific pain points, these can typically be categorised into one of the below drivers: 

    Growth 

    Productivity 

    Risk 

    Typically, during a downturn period, companies may refocus from concentrating on products which assist growth, and instead look at those which drive productivity and reduce risk. 

    So, if you originally positioned your product on a revenue growth story, how can you reposition it to match the client’s new priorities? 

    Whilst it is still important to tell a growth story about your product, ensuring you emphasise productivity and risk drivers will better help you address your customers’ pain points, and will help them see perhaps previously overlooked opportunities for productivity gains and reduction in levels of risk.   

     

    Examples of this change: 

    1. Dev Tools Product 

    Client’s Growth Driver: Building their product faster to generate more revenue.  

    Now, consider instead focusing the sell on: 

    Client’s Productivity Driver: Maximise the efficiency of the Developer team, to save cycles and allow them to build the product faster.  

    Client’s Risk Driver: The ability to ‘do more with less’ – the company does not need to hire more Developers or else risk stunting their growth – and they may in turn retain more Developers as a result of having the correct product.  

     

    2. MarTech Product 

    Client’s Growth Driver: Building personalised experiences via the product, that delight new customers. 

    Now, consider instead focusing your sell on: 

    Client’s Productivity Driver: Again, the ability to ‘do more with less’ – the ability to contact more customers via automated, yet personalised, campaigns. 

    Client’s Risk Driver: Building personalised experiences via your product, that reduce customer churn, whilst also keeping customer data safe and avoiding any data breaches.  

     

    So, what are the actions for you and your team? 

    • With customers now looking to maximise the ROI on spend more than ever, how can you effectively communicate how your product will help customers do more, with less? Your customers will have multiple choices for investing, so how is your product going to give them the most value for their spend?  
    • Are the GTM team trained, so they are clear on the problems your product solves based on current challenges your customers are facing? Are they clear on this different positioning during a downturn period?  
    • Have you reviewed your Sales Playbook to ensure this messaging is being communicated consistently within your organisation? 

     

    A book we would recommend for challenging the way customers think, is The Challenger Sale by Matthew Dixon and Brent Adamson. The book discusses the importance of not just relationship building with a customer, but actively challenging them, as a way of driving loyalty and growth. 

    Should you want more recommendations or support in hiring for your GTM team, please reach out to a member of the team here.  

     

  • Advice for your 2023 Strategy

    Advice for your 2023 Strategy

    Over the last year, we have seen a shift for a lot of SaaS companies due to global economic uncertainties.

    Some signs of this shift have:

     An increase in the length of sales cycles.

    An increase in customer churn.

    A decrease in generated revenue.

    An increase in Company layoffs.

    Entering the new Financial Year, it is an ideal time to re-evaluate your business strategy and ensure your business remains agile and responsive to market changes.

    Before reviewing your Strategy, it is key of course that you understand your Business Health Metrics. In a tough economic climate, it is more important than ever to keep your business lean and understand where you have issues – so you can then resolve these issues quickly.

    Some ideas of metrics to review (comparing YoY on performance where possible), would be:

    What is the Lifetime Value (LTV) of a Customer?

    • This should be at least 3 x Customer Acquisition Cost (CAC).
    • Note: The best SaaS businesses have a LTV to CAC ratio higher than 3 (and sometimes as high as 7-8).

    How long does it take to become profitable?

    • How many months does it take to recover CAC?
    • The aim should be less than 12 months – many of the best SaaS companies recover their CAC within 5-12 months.

    How much is your Annual Recurring Revenue changing?

    • New ARR – what happened with new customers added that year / month?
    • Churned ARR – what happened in the installed base of customers – i.e., how many customers cancelled their subscription?
    • Expansion ARR – from existing customers that expanded their subscription.
    • Based on the above, what is your Net New ARR / MRR?

    Once you have a clear understanding of your performance, you can now move into reviewing your Strategy for the coming year.

    Your strategy should be viewed from a customer centric perspective – in a tough climate, being “Customer Obsessed” is key.

     

    Some key areas to look at:

    1) Are you solving your customers’ problems?

    An obvious one, but an important one to always keep at the forefront of our minds.

    Just as your strategy will be changing, so might your customers – are you confident you know exactly the pain points your customers are experiencing currently? Or are you using data and feedback from a year ago?

    Take the opportunity for your business leaders to speak to your customers directly.

    Ensure you have a clear channel to obtain feedback from your BDRs, AEs and Customer Success Managers based on their calls with customers.

    Are you still effectively solving the customer’s main pain point and delivering the business benefit required to justify their spend?

    Some questions to consider:

    Are you speaking to your customers enough to understand their business strategy and how your product will support that?

    • Has a customer’s pain point changed? Is the problem you are currently solving still their most urgent pain point?
    • Can you help them deliver more revenue? Save their business more money?

    Are you delivering the business benefit promised at point of sale?

    • Is a customer reluctant to give up your product?
    • What new product features are needed to solve customer problems more effectively?
    • Are you delivering a sufficient level of ROI?

     

    2) Is your Product Roadmap customer aligned?

    It is likely you might be reviewing your internal spend in all areas, including R&D and Product – using the above information, are you ensuring that the right developments are prioritised in your product roadmap?

    Key here is, as per a Lean Six Sigma model, to ensure you have understood the ‘Voice of the Customer’ to ensure any changes made to your product, are for the benefit of the customer, not just simply because they fall within the ‘Art of the Possible’.

    Some questions to consider:

    How are Sales and Customer Success feeding their intelligence back to the Product team effectively – is everyone aligned?

    Do all proposed actions on the product roadmap link back to your knowledge of your existing and potential customer base in terms of delivering value?

    Have you reviewed your MoSCoW prioritisation on your roadmap to ensure you deliver improvements in the right order?

    How are you effectively communicating product changes and their benefits?

    • Do Sales know how to sell the changes? Is your Sales Playbook messaging updated?
    • Do Customer Success know how to support the change? Is there opportunity to increase your Expansion ARR because of these changes?

     

    3) Are you retaining your Customers?

    Using your Business Health Metrics, you will have a full understanding of your Customer Churn and whether this has changed positively, or negatively YoY. Is this figure positively or negatively contributing to your Net New ARR?

    Some questions to consider:

    How are the Customer Success team currently performing to targets in areas such as:

    • Customer Retention
    • Upselling
    • Cross-Selling

    And where is there room to increase performance in these areas once the changes in the earlier steps have been made?

    Do you have the correct training programme in place for your Customer Success team?

    Are they working closely with both the Sales and Product teams? Could these teams be better aligned to increase communication and therefore success?

     

    Ultimately your 2023 Strategy needs to be ‘Customer Obsessed’ and ensure that all teams within the company see the part that they play in this. Whilst this might feel natural to some of your teams, for some of your non-sales teams, this might seem like a change – and this is where communication will be key to your achieving your Strategy.

    If you want any more advice for your 2023 Strategy, or to discuss market conditions in general, please reach out to our Founder, Adam Richardson.

  • Strive US Office Launch!

    Strive US Office Launch!

    Last week, after 18 months of research, planning and bureaucracy, we were finally able to announce the launch of our first international office, in Tampa, Florida! 

    This is our first base in the USA, giving us the perfect setting for our ambitious growth plans over the next two years.  

    The team in Tampa are providing a dedicated service to the SaaS Sales market, building Go-To-Market teams for some of the most disruptive, venture capital backed, software companies across the USA. 

    Last week, we profiled Harrison Scott who had been the first to make the move over to our new Tampa HQ, and this week, we look to our newly appointed US Managing Director, John Hitchen. 

    As Strive’s Sales Manager in the UK office for the last four years, John focuses on supporting early-stage Cyber Security vendors build their Go-To-Market teams across the USA.   

    With over seven years of recruitment experience before joining Strive, John was previously a Director for a Healthcare Recruitment Agency scaling a new area in that business from infancy to £9.1m Turnover and £3.3m Gross Profit, within four years. He also grew the function to 25 FTE, including a mixture of Sales and Operational roles. As part of this growth, John solely was responsible for bringing in £1m of this Gross Profit.  

    A recognised figure in the recruitment space, many of you will be familiar with John through his support of the Recruitment Mentors Network, as well as recently appearing on The Recruiter’s Recruitment Podcast discussing ‘How to Become Number 1 in your Market’. 

    Now MD of the US business, John will have key overall responsibility for the leadership of the US office, including strategy, client management, line management of internal staff, operations and internal recruitment. John will be the key driving force to our planned growth of taking the Tampa office to 11 FTE by the end of 2024.  

    When asked about the move to Tampa, and why this location had been chosen, John advised: 

    “Tampa offers everything we were looking for in a North American headquarters – a robust talent pipeline, an active startup community, low business costs and an excellent quality of life. We’re looking forward to building our team and joining this vibrant community.” 

     You can read more about our successful launch via the below Press Releases: 

    Tampa Bay Economic Development Council 

    Tampa Bay Times  

    Tampa Bay Business Journal 

    St. Pete Catalyst 

    Florida’s Business Observer 

    Strive is an international software sales recruitment company which helps build world-class go-to-market (GTM) teams for some of the most disruptive, venture capital backed, software companies across the globe.  

    Please reach out to us on + 44 (0)203 983 0770 or + 1 (813) 200-8894. Alternatively click to connect with John directly.  

  • Winners of the SIA Best Staffing Firm

    Winners of the SIA Best Staffing Firm

    Strive announced as Winners of the Staffing Industry Analysts Best Staffing Firms to Work For: UK & Ireland 

     According to a recent Gallup report, only 36% of employees are engaged in their current workplace. 

    Whilst this is the highest percentage since they started their studies in 2000, it is still a staggeringly low score – especially considering that the same report showed that whilst the remaining 64% were disengaged, 13% of these were actively disengaged, meaning they are significantly unhappy at work and spreading this negativity to colleagues – creating a very poor company culture.  

    It’s figures like this that make us even prouder to celebrate winning a ‘Staffing Industry Analysts Best Staffing Firms to Work For: UK & Ireland’ award! 

    A record 450 firms entered the programme this year, and our staff were asked to complete an online survey, measuring key engagement categories such as:  

    • Teamwork 
    • Trust in Senior Leaders 
    • Diversity and Inclusion 
    • Manager Effectiveness 
    • Compensation and Benefits 

    As Barry Asin, President of SIA advises:  

    “Being recognized on industry lists for your work as a company is always an honor. But that honor is even higher when your own workers’ ratings place you on those lists.  

    That is the case for SIA’s Best Staffing Firms to Work For, where employees and temps provide the data for our rankings. We cannot be happier for the 2023 honorees and the great company cultures they have created, and we are excited to help elevate the industry by highlighting best practices in employee engagement and retention.”   

    Creating an engaged office and positive culture is something we work hard on at Strive and we know from experience that it is not an easy task – and equally can only be achieved if all staff participate.  

    Whilst we conduct confidential Quarterly staff surveys internally to be able to continuously improve our employee offering and company culture, it was important to us to test our performance externally in order to understand our position in the recruitment market and make changes to our Employee Value Proposition and Culture to ensure we remained market leaders. 

    Adam Richardson, MD of Strive commented: 

    “I am incredibly proud to have won a Best Staffing Firm to Work For Award – it’s a testament to the amazing team we have built at Strive. Staff engagement is always front and centre for me and the Leadership team, and to get this external recognition is reassuring that the initiatives we run are meaningful and have a positive impact on the team, day-to-day. 

    At Strive, we’re invested in our staff’s success from day one – starting with unrivalled training and development and investing in external one-to-one support for each of our team. We’re a supportive, friendly bunch – always looking out for each other and celebrating each other’s wins.  

    This award is external proof that putting your people first, serves not only the individual, but the greater good of your organisation as a whole.” 

    Congratulations to all at Strive, thanks for making our company such an amazing place to work! 

     The full article about our win can be found here. 

  • Strive launches first US Office!

    Strive launches first US Office!

    “The best way to predict the future is to create it.” 

    Peter F Drucker 

    Today is a big day at Strive HQ as, after 18 months of research, planning and bureaucracy, we are able to announce the launch of our first international office, in Tampa, Florida! 

    This will be our second office, and the first in the USA, giving us the perfect setting for our ambitious growth plans over the next two years.  

    The team in Tampa will provide a dedicated service to the SaaS Sales market, building Go-To-Market teams for some of the most disruptive, venture capital backed, software companies across the USA. 

    The first of our ‘Founding Fathers’ to make the move is Co-Founder and Director of Strive, Harrison Scott. 

    As well as being one of our Co-Founders, Harrison has over 15 years’ experience in sales and recruitment, 11 of which have been spent running his own companies from start-up stage through to multi-million turnover. 

    Using this vast outbound sales experience, Harrison’s main focus is to grow the Strive client base in his Global Business Development role, with an initial focus on the Cyber, DevOps and Data US markets.  

    As our ‘first-person-on-the-ground’ in the new US office, Harrison made the move across the pond in early February and has spent the last few weeks setting up the ‘Strive ship’ for when the other team members join him – more on them to follow! 

    Anyone who knows Harrison, knows his passion for setting and smashing unrealistic goals, pushing boundaries, and helping others reach their full potential, so we can’t think of a better person to be a key driving force on this growth path.  

    As a side note, we’re not too sure where this “aspiring high altitude climber” is going to find as many summits to scale as he has across the UK and Europe but knowing Harrison, he’ll find a way! 

    We would also like to give massive kudos at this point, to our Operations Manager, McKenzie Powell – this was a massively complex research project, followed by an intense period of putting all that research into practice and setting up our new US infrastructure.  

    McKenzie has kindly compiled all her ‘top tips’ for researching where to set up a US office, into a handy guide, so please reach out if you would like a copy of this on hello@scalewithstrive.com.

    You can read more about our successful launch via the below Press Releases: 

    Global Recruiter 

    The Business Desk 

    Strive is an international software sales recruitment company which helps build world-class go-to-market (GTM) teams for some of the most disruptive, venture capital backed, software companies across the globe.  

    Please reach out to us on + 44 (0)203 983 0770 or  + 1 (813) 200-8894 . Alternatively click to connect with Harrison directly.