As I meet with growth-minded Founders, Owners, and CEOs, one of the frequent topics we delve into is understanding the difference between a VP of Sales and a Chief Revenue Officer (CRO).
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One theme that arises when talking to Fractional Sales Leaders is the balance between a consultative approach and hands-on involvement in their client assignments. This delicate equilibrium is crucial for delivering value, driving results, and fostering long-term client relationships.
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The adage "The customer is always right" has been a cornerstone of customer service philosophies for decades. This principle suggests that businesses should prioritize customer satisfaction above all else, believing that the customer’s perspective, needs, and demands should be met to ensure loyalty and success.
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These professionals offer an effective alternative to traditional recruiting, consulting, or training, and certainly surpass the option of doing nothing and hoping for the best. The key to their success lies in finding the perfect match—bringing in someone who has "been there and done that."
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As a startup founder, you wear many hats, including the sales hat. In the early days of your company, you are the first salesperson. Your startup mentors at the Accelerator and your investors have told you, whether you have the experience or not, to be out there selling.
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Determining the right criteria to decide between a consultant, contractor, or full-time employee can significantly impact your business. Since the criteria might differ depending on the functional area, let me walk you through my thoughts for the sales function, specifically addressing when to hire a Sales Management Consultant, a Fractional or Interim Sales Leader, or a full-time VP of Sales.
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Growth is the ultimate objective for any company, and the strategies employed to achieve this growth can vary significantly. Two prominent approaches are sales-led growth and product-led growth. While both methods aim to increase revenue and expand market share, they differ in their primary focus and execution.
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"Move the needle" means making a noticeable, measurable change, typically a positive one. This idiom became popular in business, where the fundamental question is how to make an impact on the company. Because success in business demands significant, noticeable achievements.
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The agility that shaped the product, and the flexibility and efficiency it promises if it’s a B2B solution, are rarer outside of the design and development cultures that gave it birth. This disconnect is often apparent in marketing departments which can fail to reflect the promises of the products they promote.
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Unlike traditional full-time roles, fractional executives must navigate multiple clients, manage diverse expectations, and balance a more flexible yet demanding schedule. Training classes provide insights into these aspects, helping executives understand how to structure their time, set clear boundaries, and deliver value across different organizations.
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