A quick guide to conversion funnel optimization

Marketers become more effective when they understand the path that customers take as they progress from interested website visitors to paying customers. If marketers do not take care to analyze each stage of this customer journey, there will be a significant number of leads that fall out of the funnel, never to return. The best way to take advantage of all leads that are initially engaged is to optimize your conversion funnel.

Before we discuss ways to optimize your conversion funnel, let’s consider the components of the conversion funnel. The standard stages of the conversion funnel are documented below, along with a brief summary of the marketing team goals and the perspective of the prospective audience.

Conversion funnel stages

Awareness

At this stage, the goal of the marketer is to help prospects identify the problem they are experiencing and make them aware that solutions exist. At this point, your audience is conducting internet research and asking their peers about insights on specific problems that they are encountering.

Interest

During this stage, the marketer’s objective is to generate interest in pursuing relevant solutions. This is the stage where prospects are actively educating themselves on solutions to understand which approach would be the best path forward. Prospects are beginning to understand fit, and will be narrowing down their solution choices based on criteria such as cost, implementation time, and other dynamics.

Desire

At this stage in the process, leads are most likely engaged by sales teams who have a significant chance of converting them into paying customers. At this stage, prospects are likely convincing buying teams, negotiating contracts, and learning about implementation steps. The prospect knows which vendors will be chosen, and there are likely only one or two solution providers remaining in the buying team’s evaluation process.

Conversion

At this stage, the prospect takes the necessary action to become a customer, and an account manager or customer success rep will be responsible for managing on-boarding processes. Upon conversion, customers are focused on benefiting from the value of the product or service that they just purchased. They will expect clear documentation as to implementation or other next steps and will often prefer a dedicated point of contact to answer account and technical questions.

Re-engagement

It is important to continue ongoing engagement of all prospects, even those who decided to move forward with a competitor or otherwise not sign up for your service. At this stage, you most likely have a lot of information about most prospects. Whether it is budget size, buying group intel, or details on how a particular account makes decisions, use all available information to send timely content and keep the conversation going.

Tips to optimize

Analyze your funnel

Take a look at your entire funnel and find areas for improvement. Some questions to ask: Where do leads drop out of the funnel? What stages of the conversion funnel are lacking content? What metrics are missing? How does my performance compare to industry best practices?

Answering questions like these will help guide your steps toward conversion funnel optimization. Conducting a thorough evaluation of your existing approach will highlight the areas that need attention. Perhaps you need better audience segmentation or specialized content. Only an analysis that seeks to find key metrics can give you the insight you need to make these determinations.

It may be overwhelming to consider your entire funnel and find significant areas for improvement. You may see so many areas for improvement that you try to fix everything at once. Instead of taking this approach, it makes more sense to focus on one area at a time. Identify the stage where you need the most help and test new content, processes, and tools to learn how this stage can be improved.

Test and re-test

As you see areas for improvement, create structured tests to measure your progress and the effectiveness of the new content or processes that you decide to implement. Start with a hypothesis that states the desired outcome of your test and decide a time frame that you will use to gauge the results. Once you have experience successfully testing and implementing improvements for one area of your conversion funnel, repeat this process for the other stages of your conversion funnel.

The process of optimizing your conversion funnel is one of trial and error and continuous testing. Use tools like Google Analytics to assist with your testing efforts. These tools will give you clear data and help you make decisions as you test different components of your conversion effectiveness. While it is very important to achieve your desired results while optimizing your conversion funnel, it is even more important to realize that this is an ongoing effort. By continuously seeking areas for improvement and finding ways to increase conversion, you will have a better understanding of your audience, and the process of testing and implementing new conversion methods will become second nature.

Want to fix your leaky funnel? Read our “Fixing your leaky funnel” eBook.

Download our eBook Fixing Your Leaky Funnel

Fixing your leaky funnel: How to maximize marketing efforts and sales time

The funnel, when properly primed, is a well-oiled machine that can pull in leads and convert them into customers in an organized and efficient manner. The funnel gives your marketing team tools to help identify when leads become qualified and ready to deliver to the sales team.

With a well-designed sales funnel, only the best, most qualified sales-ready leads are sent to the bottom of the funnel where sales picks them up, contacts them, and sells your product or service. Wouldn’t it be nice if it was this easy? Companies invest a significant amount of time and money to ensure that their funnel is full, because, theoretically speaking, the more leads you have in your funnel, the more sales you’ll close.

However, although many organizations focus their energies on all stages of the funnel and filling it with as many contacts as possible, eventually the funnel start to leak, leads drop off, and conversion rates become a fraction of what they could—and should—be. Leaks in the funnel occur for a variety of reasons: There are people in the funnel who shouldn’t be, people who should be in the funnel aren’t, people get wrongly positioned in the funnel, and so on.

How to maximize marketing efforts and sales time

Imagine a scenario in which the sales team calls a marketing qualified lead who is supposedly eager to buy, only to find out that the lead just discovered the brand. Selling too soon not only turns potential customers off, but also wastes sales’ time— both mean lost revenue.

In fact, misalignment between sales and marketing costs companies as much as $1 trillion every single year. When marketing struggles to determine which leads are sales-ready and the sales team receives unqualified leads, the entire sales cycle can fall apart. But it doesn’t have to. When marketing and sales are properly aligned, your business can close more leads and experience higher marketing revenue.

Defining the funnel

Most marketers are well acquainted with some version of the funnel and its impact
on how organizations track, manage, and convert leads. Here is one popular funnel:

  • Marketing’s responsibility
  • Shared marketing & sales responsibility
  • Sales’ responsibility
  • Top of the Funnel
  • Middle of the Funnel
  • Bottom of the Funnel

In this example, the top of the funnel is the marketing team’s responsibility, and the bottom falls to the sales team. The middle of the funnel is the responsibility of both marketing and sales, and this is where most of the leaks happen. Although different companies sometimes have their own terminology, MQL and SQL are the most common terms associated with leads in the middle of the funnel:

  • Marketing Qualified Lead (MQL): These are leads that have a high level of interest and meet certain lead-qualification criteria (e.g., someone who downloads an e-book and is a decision-maker at the company, such as a CEO or VP).
  • Sales Qualified Lead (SQL): These are leads (who usually have already met the definition of MQL) that the sales team has qualified and determined to represent solid opportunities.
  • Prospect/Visitor
  • Lead
  • MQL
  • SQL
  • Opportunity
  • Customer

There is one caveat to this model with B2B sales, however, and that is the Sales Accepted Lead (SAL), which falls between MQL and SQL. In the sales pipeline, an SAL matches key targeting criteria and is believed to be ready to buy, based on a follow-up assessment by a salesperson. In essence, an SAL shows signs of being ready to buy, but an SQL actually has the approved budget, timeline, and decision-making power to make the final purchase and is thus fully “qualified” by sales.

The demand waterfall

Sometimes, determining whether a lead is an SAL or an SQL can hinge entirely on stakeholders of whom neither marketing nor sales were even aware. In this case, B2B sales can benefit from a type of account-based marketing known as the Demand Waterfall.2 This model takes into account the fact that, in many cases, purchasing decisions require the monitoring and nurturing of multiple stakeholders in order to close a sale. At most companies, a team or committee of buyers and influencers, known as a “demand unit,” is tasked with solving an organizational problem.

The Demand Waterfall model begins with sales and marketing establishing an ideal customer profile and proceeds as follows:

  • Identify which accounts to pursue based on the established ideal profile
  • Engage with and prioritize those leads
  • Reach out to leads in a personalized manner
  • Close the deal by making a sale

Marketing and sales have to work together in this model to persuade every member of the demand unit to work throughout every stage of the sales cycle—and sometimes different stakeholders are at different stages of the sales cycle. By taking into account everyone involved in the decision-making and buying process, the “waterfall” method should result in more closed sales and greater revenue.

Measuring the leak

Before you can institute a change to better align sales and marketing and fix your leaky funnel, you’ll need to determine your conversion rates at each stage of the sales process. This means carefully determining the following conversion rates:

  • Prospect to MQL
  • MQL to SAL
  • SAL to SQL
  • SQL to customer (revenue gained)

Determining each of these metrics can provide a good picture of efforts being made across marketing and sales and where leads are being lost. For example, if you’re in the Event Services industry and your sales team starts with 115 SQLs and closes 65 sales, your SQL-to-customer conversion rate is 56.5 percent.

Tracking performance and conversions

Some companies may also choose to evaluate conversion rates by looking at a specific period of time and dividing the total number of leads generated by the number of sales opportunities created or customers gained during that period. It’s also worth assessing the lead value (Lead Value = Value of Sale/Number of Leads) in order to determine what kind of conversion rates (Conversions Needed = Desired Revenue/Lead Value) will help both marketing and sales reach the desired goals.

With these figures in hand, you can compare your results against those of others in the industry through Google research and reports. You can also find industry standards by reviewing relevant case studies or even reaching out to industry colleagues who work at companies offering a similar product or service to yours and that are fairly equal in size, locale, and scope.

Finally, look for trends and track performance over time across both sales and marketing. Your focus of tracking might include:

  • Demographics: lead title, email domain, job functions
  • Firmographics: company name, location, industry
  • Behavior: links clicked, content read/watched

Documenting this data will reveal any correlation between a lead’s advancement—or lack thereof—through the funnel and conversion. Additionally, it can help uncover any shortcomings within teams, such as whether marketing is failing to pass on qualified leads with a personal email address or if the sales team is avoiding follow-up opportunities within specific industries. With all of this information at hand, you are now ready to determine the source of your funnel’s leaks.

Learn more about what steps to take to optimize your sales funnel. Download our eBook “Fixing Your Leaky Funnel” here.

Download our eBook Fixing Your Leaky Funnel

Tips for crushing your Q4 quota – Part 5

This blog’s focus “How do marketing and sales stay aligned during the Q4 crushing process?” is based on a recent webinar we did on Tips for Crushing your Q4 quota, featuring two fantastic thought leaders, Nancy Nardin of Smart Selling Tools and Matt Heinz of Heinz Marketing.

In part 4 of this series, we covered the question of “How do you ensure a healthy pipeline so you’re closing the right deals?”

In the final part of this series, we cover  “How do marketing and sales stay aligned during the Q4 crushing process?” If you would like to listen to the full audio for each section, please click on the movie at the top of each post.

How do marketing and sales stay aligned during the Q4 crushing process?

In order to crush your Q4 quota, sales will need to make sure that the marketing team is aware of the must-win deals. Every sales rep in every region has must-win deals that they cannot afford to lose. Often, marketing is not aware of what these deals are because they’re not brought in to the loop by sales. So sales teams should be sure to loop in marketing at the start of Q4 and ask them what they think they might be able to do to help bring these deals in. The first step though is for sales to identify what those priority deals are.

A lot of marketers think you know their job is done once the deal is qualified. Traditionally, marketing and sales have divided the pipeline horizontally, with marketing at the top of the funnel, and sales at the bottom of the funnel. But modern enterprise marketers look at that same funnel and think of it as a vertical separation, where sales and marketing each have a role at every stage of the buying journey in the sales process.

Keep marketing and sales in the loop

It’s important to sit down enumerate what the sales role is and what the marketing role is at each of stage of your sales process, and at each stage of the buying journey. In the late stages, when you’ve got pipeline and you’re trying to get those deals across the board, you should outline with your marketing team what exactly you expect them to do. Marketing should know or be made aware of:

  • What deals are most important
  • What the closing plan is with certain accounts
  • Who the decision-makers are
  • Who the influencers are
  • What additionally needs to be done to build consensus and velocity inside those accounts to get them closed

Where are the push backs? Where are the objections?  Where are the roadblocks?  That’s not just a sales conversation,  that’s a sales and marketing conversation.

In sum, sales and marketing should know what everyone’s job is at every stage of the pipeline, top to bottom, as that will help both teams stay aligned. And a good starting point is an understanding of responsibilities and roles.

Another great way for marketing and sales to stay aligned is to not put the burden of qualifying a great number of prospects onto a sales rep’s shoulders. Those reps should be focused on closing deals in Q4. Q4 is not the time to be working a ton of leads.

Aim to increase active selling time

One of the measures in sales enablement success, whether sales enablement is driven by the sales organization or by marketing, is an increase in active selling time – helping your reps spend more time actively selling in front of target prospects.

So if you look at the impact that technology can have, that better data can have, or that repeatable predictable processes can have, those should all together help increase active selling time. Even a marginal increase in active selling time across a large sales organization can make a phenomenal difference. So an increase in active selling time should be as much of a marketing goal as it is a sales goal.

For Q4, marketers should focus on campaigns or programs they can put together that will help move forward stagnant deals, and that will help get these “stuck” prospects commit to closing the deal this year.

What can sales and marketing do to get the most out of trade show season?

Marketers tend to think of events as awareness and lead generation drivers. But if you’re going into Q4 and you’ve got a longer sales cycle than 2-3 months, then Q4 events are not going to help your Q4 closings.

Therefore, marketers should partner with the sales team to look at Q4 events as an opportunity to sit down and spend more time with existing prospects, to get some face time in. Find out if multiple people on a prospect’s buying committee are going to be at a conference and then focus planning around scheduling a meeting so the full team can get together in a room. These Q4 event-based meetings can help accelerate the path of building consensus and commitment on your prospect’s buying committee and motivate the deal toward closure.

In Q4, marketers should not just focus on a getting greater volume of leads for the top of the pipeline. Instead, marketers should use those events to build greater velocity for the deals that exist already in the funnel. Marketers can also use an AI solution to respond to your event leads right away, so you can increase your likelihood of winning that deal.

How can marketing help sales get more meetings scheduled?

Marketing can help ensure that focused meeting invites are going out, and that there’s context and clearly communicated value for the prospect. What’s something you can offer that prospect in a meeting that’s something they would have paid for, in terms of insight or additional information that will help make them smarter or better?

It’s important to think through that, just like you would do for any marketing campaign, to compel someone to not only sign up for a meeting, but also to show up for that meeting. The no-show rates for meetings at events can be high. So having something valuable enough at your meeting to get the prospect to show up is also key.

Fortunately, you can leverage AI to set up your trade show meetings, schedule conversations at the trade show, then follow up with these prospects after the show to thank them for their time. AI solutions can even set up follow-up meetings for you after the trade show has ended.

What should you be thinking about now to set your sales and marketing teams up for success?

First, it’s important to protect your time. There are only so many hours in the day. If you have a lot of accounts and deals in the pipeline that you could focus on, then make sure that you are prioritizing in the right way.  Go after the ones that have the most need, and the highest, most compelling reason to want to close.

Really think through your pipeline so you’re not wasting time just throwing balls up in the air. That’s a sure path to failure, because then you’re not taking control of your territory. So that comes back to planning. Always go back to your territory and always be re-evaluating whether or not you’re spending your time in the best way possible.

Finally, just know your numbers, know your qualification criteria, and take a really hard look at what you actually have. Q4 is not the time for wishful thinking. This is not the time for hoping and wishing and praying that these deals are going to close.

Accept the bad news now if you’re not on track, or if you do not have enough pipeline. Get that insight now, so you can make adjustments and do work to set yourself up for success.

More tips for crushing your Q4 quota

This blog was our final segment following 4 earlier blogs relating to crushing your Q4 topics, listed below. To listen to the audio for each section, please click on the movie at the top of each post.

Tips for crushing your Q4 quota – Part 4

For this 5-part series on crushing your Q4 quota, we sat down with two fantastic smart thought leaders, Nancy Nardin of Smart Selling Tools and Matt Heinz of Heinz Marketing. In part 3 of this series, we covered “What are the pitfalls to avoid in attempting to crush your Q4 number?”

In part 4 of this series, we will cover “How do you ensure a healthy pipeline so you’re closing the right deals?”

How do you ensure a healthy pipeline so you’re focused on closing the right deals?

Every sales team has organizations they are proactively are selling to, as well as organizations that they would like to sell to. The commonality between those two sets of organizations, when you get into the late stage of the pipeline, is urgency and need. If you’ve got a prospect that’s engaged in the middle and bottom of the pipeline, and they’ve committed to change that your product or service represents or enables, then ask yourself, “What is that change and what is the urgency driver that makes that change necessary?”

In doing a work-back timeline in figuring out when a new solution needs to be implemented, you should be aware of the impact that you will need to have in that change, and in when that change needs to happen. As a healthy deal healthy pipeline is not just about having the right prospects, it’s about the sense of urgency those prospects must have to get the deal done.

How can you qualify or know which ones are the most qualified?

One way to know which prospects are most qualified is to know your ideal customer profile. Another way is to really understand what’s taken place in the account. But that can be hard to do with CRM. Especially if you’re a manager and you’re trying to get a hold or a grasp on where all these different deals are at. One of the big problems is that salespeople just can’t take the time to work is the CRM.

If CRM data is not input, then you can’t really do the best analysis to understand whether or not there have been steps missed in the sales process. Those are big red flags. How do you know? How can you count on your CRM data if updates aren’t entered into it?

Jim Dickey from CSO Insight talks about how it takes 65% longer to lose a deal than it does to win one. That’s a lot of blood and sweat spent trying to close deals that are likely not ever going to close, and a lot of wasted sales capacity. The way to get around that is to ask yourself, how has the forecast changed over time? What’s slipped over and over again? Are you using CRM right? It’s not easy if people haven’t input the data.

AI for CRM data management

There are AI solutions that will automatically kind of read your email and read your calendar and populate the CRM with those activities without requiring a sales rep to enter data. In fact, one place to look is at the Smart Selling Tools Landscape, where there is a category called “Sales Process & Activity Management” with a few recommendations.

On the flip side, research shows that sales reps are only spending 35% of their time in front of or engaging prospects. The rest of that time is spent on data entry or reporting. So by integrating AI, teams can free up sales reps to spend more time – up to 65% of their time – with prospects.

This blog will be followed by 1 more blog next week covering the final topic, below. If you would like to listen to the audio for each section, please click on the movie at the top of each section. Or you can view the full hour-long webinar content here.

Next up…

  • Part 5 “How do marketing and sales stay aligned during the crushing process?”

Read prior parts to this blog at:

  • Part 1 “What are the warning signs you’re not ready for Q4?”
  • Part 2 “How do marketing and sales stay aligned during the crushing process?”
  • Part 3 “What are the pitfalls to avoid in attempting to crush your Q4 number?”

Tips for crushing your Q4 quota – Part 3

We recently sat down with two fantastic smart thought leaders, Nancy Nardin of Smart Selling Tools and Matt Heinz of Heinz Marketing to gather tips on how to crush your Q4 quota.

In part 2 of this series, we covered “What sales and marketing metrics are key to knowing you’re on track for Q4?”

In the following blog, part 3 of this series, we cover “What are the pitfalls to avoid in attempting to crush your Q4 number?”

What are the pitfalls to avoid in attempting to crush your Q4 number?

It may surprise you, but you need to fully understand what the buying process looks like for your client. Not only the true qualification nature of that opportunity, but understanding how that prospect buys, and what that means for the timing around when your deal with them is going to land.

It’s important to ask those hard questions, so you can increase confidence in your prediction of what you will close before the quarter ends. So often, we don’t want to ask our prospects those questions because we don’t want to risk that the prospect will say something we don’t want to hear. And that is a big mistake.

Repeating the message

You also want your stakeholders to start to verbalize your message out loud so when they are talking to their management, or they’re trying to get the deal approved, they’ve already worked out how to communicate your message to their team.

Prospects need more help than we probably always realize. You may think, “We just have to go through our conversation, sell them on the value proposition and, if they agree and they see it, then we’re good.” But prospects need more help than that. They need to understand how to overcome internal objections and be armed with the right information to answer internal questions.

This is very important because often times they don’t know what questions to ask, so they don’t ask them. So then these important questions will go unanswered until the last minute, when somebody raises their hand and says, “Well what about this?” and they if they can’t answer the question about your product, all of a sudden the deal will come to a screeching halt.

What should marketers do to help identify potential pitfalls?

The sales person running the deal needs to really be honest about where it is at, and to make sure their prospect has asked all of the right questions,. You also need to know that you have the right buying committee assembled, and that they know what all of the steps are that need to be taken in order to get the deal done by December 31st at 11:59 p.m.

Some marketers will throw up their hands one month into the quarter and say “I’ve generated leads. I don’t have anything left to do!” However, the more complex the selling process, and the longer your sales cycle, then the more marketing needs to focus equal, if not more of, their energy on sales enablement.

In creating content that applies to a particular target in a particular account, with a particular decision maker type, marketing’s job is the same as sales. It should aim to get deals across the line. Sometimes with those bigger, more complex deals, providing some content with context can make a  difference between you making your quota or not.

So, when sales and marketing can partner at those later stages of the sales process, especially when marketing can use that as a way of redefining their objectives, and what’s valuable for marketing, it can be a huge win.

Account-based marketing and sales

It’s important to provide salespeople with the right intelligence or a platform to get intelligence about those main accounts so that those sales people can stay up to date if any kind of triggering event happens, something in the news happens, they need to really stay on top of it.

It’s too easy for marketers to assume the salesperson knows everything that’s going on in the account and has a complete handle on all the activity. Often, there’s a lot going on that the salesperson probably doesn’t know about. If there is activity, such as a prospect activity on the website, then sales needs to be alerted about it. Account-based marketing can help sales by informing them

Next up…

This blog will be followed by 2 more blogs covering the following topics, below. If you would like to listen to the audio for each section, please click on the movie at the top of each blog.

  • Part 4 “How do you ensure a healthy pipeline so you’re closing the right deals?”
  • Part 5 “How do marketing and sales stay aligned during the crushing process?”

Read prior parts to this blog at:

  • Part 1 “What are the warning signs you’re not ready for Q4?”
  • Part 2 “How do marketing and sales stay aligned during the crushing process?”

CTA Sales Effectiveness Report

Tips for crushing your Q4 quota – Part 2

This blog’s focus on “What sales and marketing metrics are key to knowing you’re on track for Q4?” is based on a recent webinar we did entitled “Tips for Crushing your Q4 quota” featuring two fantastic thought leaders, Nancy Nardin of Smart Selling Tools and Matt Heinz of Heinz Marketing.

In part 1 of this series, we covered general insights from Nardin and Heinz about the most important thing to know going into Q4 and answered the question: “What  are the warning signs that you are not ready for Q4?”

In part 2 of this series, we cover  “What sales and marketing metrics are key to knowing you’re on track for Q4?” If you would like to listen to the full audio for each section of this series, please click on the movie at the top of each section.

What sales and marketing metrics are key to knowing you’re on track?

Some of the most important metrics to understand at the start of Q4 are sales pipeline size and what the sales cycle length typically is. If your sales cycle is four to six months, then at the start of Q4, it is crucial that you already have the leads and opportunities in hand that you think are going to close by year end. Only if your sales cycle is shorter than that will you still have time to go out and generate new opportunities and new leads that can actually convert to deals in time.

  • Know the size of your pipeline
  • Work it against in benchmark metrics
  • Understanding your sales cycle length
  • Determine whether you still have time to go and add new opportunities to the pipeline

If you’re a sales rep and if you’re a manager, you want to look across your entire team to understand:

  • What is the quota attainment to date?
  • What the is the quota target?

Then identify the gap and have multiples of that gap in your pipeline in order to be able to hit your target. Figure out how many deals you have in hand of those that are in the forecast right now. Then multiply those by your typical win rate and that’ll give you a feel for what is likely to close. Then you can identify any risks and figure out together with marketing how you can mitigate those risks.

For example, if you have a 20% win rate, and you’re closing one out of five deals across your team, and if you need ten deals to close by the end of Q4, then you’re going to need 50 deals in the pipeline that you’re actively working. Sometimes, if you have lighter qualification criteria, you may want to have a 4x to 5x pipeline, versus a 3x or 4x pipeline.

It’s also good for marketing to look at the dollar value that maps to your ideal customer profile. You should know what makes up your ideal customer profile. Sometimes it has to do with the industry or the job title, or it could be the company size. It gets harder if you’re trying to map things like who is more likely to have a compelling event or some trigger event happen.

Presumably the deals that are in your ideal customer profile, where you’re working with the right personas in the right companies, are going to have the highest close rate. You can’t necessarily bank on those, but your close rate is probably much higher than those that are not in your ideal customer profile.

What systems or tools help sales and marketing analyze pipeline metrics, win rate, coverage ratio, quota attainment to date? Where is an easy place to go see this information?

Smart Selling Tools has a landscape that categorizes technology tools for sales and marketing and some of these tools will help you identify risks in the forecast. There are also account planning and deal planning solutions you can leverage. Those solutions will tell you if you’re missing any steps and what has to be done in order to bring a deal in.

But for most companies, the basics can be seen in your CRM. In most CRM systems you can see Closed / Won deals and you can see Closed / Lost deals. So you can see historically what your conversion rate is. There is an aging tract in most CRMs, so you can see how long each deal has actually been an opportunity.

This blog will be followed by 3 more blogs covering the following topics, below. If you would like to listen to the full audio for each section of this blog, please click on the movie at the top of each section.

  • Part 3 “What are the pitfalls to avoid in attempting to crush your Q4 number?”
  • Part 4 “How do you ensure a healthy pipeline so you’re closing the right deals?”
  • Part 5 “How do marketing and sales stay aligned during the crushing process?”

If you missed Part 1 of this series, we covered general insights from Nardin and Heinz about “What  are the warning signs that you are not ready for Q4?”

View Part 1 of Tips for crushing your Q4 quota here.