Perhaps we’re going from “new business sales” to “helping customers make great choices”
June 2024 · 3 min read
I think probably the toughest role to be in across the go-to-market (GTM) team right now. Massively disrupted investment landscape, company’s financial priorities difficult to clarify, changing timelines on new product development, target markets in process of being defined, Ideal Customer Profile (ICP) often unclear and hybrid working. Just where to (re) start your New Business plans and execution?!
Times are definitely changing. The focus on Sales Development Representatives (SDRs), scaling LinkedIn connections, signing up to services to find email lookalikes, hyper personalisation and automated reply sequences. This wasn’t that long ago but seems like we’ve really moved on to a time of sharing authentic learnings to a relevant community that provide feedback to iterate product, packaging and pitch.
Perhaps we’re going from “new business sales” to “helping customers make great choices”.
That’s an enormous mindset shift for those folks accountable for winning new logos from a target list with a clear ICP - both managers and individuals. Sitting in their shoes, how do I actually go about my day to day work and what is the most authentic and effective way to win new customers? Not least how do I do this at the required win rate…
Some ideas for leaders of early stage companies to support how to go about this part of the business, not least because the sales people and managers don’t normally have high influence on the co-ordination of the GTM motion which seems more important than ever here…
Broader perspectives to consider to make or review your new business plan
Keeping in mind possible constraints with budget, specialist knowledge, management capacity.
| Theme | Create a voice to wrap around your product | Build community in an authentic way (no hurry!) | Regular interaction with your target customers | Helping the team |
|---|---|---|---|---|
| Action points | Find a team member (internal or external) that can share added value for customer with data or insights | Bring together similar, like-minded customers to talk about their challenges and how they’re tackling them | Be where they are. Be a part of the industry conversation - learn, share, meet new contacts - virtual and physical | Pitch deck; Benefits documents; Offer support for calls / meetings; Be clear about what a good week looks like for team manager and members |
| KPIs / week | 1 piece published | 1 event / meetup / conversation per month | Attend 1 industry meetup | Share 1 detailed sales call feedback |
Conclusion
The landscape of B2B new business sales is evolving rapidly, and with it, the strategies and mindsets required to succeed. As we’ve discussed, the shift from traditional sales tactics to a more customer centric approach is not just a trend, but a necessity. Helping customers make great choices rather than pushing for sales creates more meaningful, lasting relationships and ultimately leads to more sustainable business growth.
For leaders of early-stage companies, this shift means fostering an environment where your team can thrive by understanding and meeting the needs of your customers. By creating a voice for your product, building a community, and maintaining regular, authentic interactions with prospects, you can navigate the challenges of today’s market and emerge stronger.
As you implement these strategies, keep in mind the actions points above, it will help you create a robust new business plan that aligns with the modern sales environment.
And remember, the goal is not just to sell, but to help your customers make informed, beneficial decisions that will foster long-term partnerships.
We look forward to continuing this conversation about how the world of B2B new business is evolving away from “selling” to “helping companies make great choices about their partners”. Stay tuned for the next installment in our series, coming soon!