Marketing Heroes: With Aevi's Martina Schroder

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I've been in sales for over a decade, and let me tell you - there's one thing that separates deals that fly through the pipeline from those that get stuck in procurement purgatory: a strong internal champion.

Last month, I watched two nearly identical deals unfold. Same product, similar company size, comparable budget. The first closed in 38 days. The second? Still lingering in "decision pending" limbo after 90+ days.

The difference? Champion power.

Table of contents

• What Makes a True Champion
• The Network Effect Explained
• Finding Your Champion
• The Champion Network
• Measuring Champion Impact
• Where Most Sales Teams Go Wrong
• Final Thoughts

What Makes a True Champion 

That friendly contact who "loves what you do" but can't actually move the needle? That's not a champion. That's what I call a "professional meeting attender." (We've all been there, pinning our hopes on someone who turns out to have the organisational influence of a potted plant.)

A true champion is someone who:

• Has genuine enthusiasm for your solution (they can see how it solves THEIR problems)
• Possesses actual influence within their organisation
• Has skin in the game - your success is their success

As sales legend David Sandler brutally put it: "If you don't have a champion, you don't have a deal."

I learned this the hard way back in 2019. I spent three months courting what I thought was a power player at a financial services firm. Turns out, he was just really good at scheduling Zoom calls. The deal died when the actual decision-maker (who I'd never even spoken to) chose a competitor.

The Network Effect Explained 

The "network effect" isn't just some fancy business school term. In sales, it means your proposal gains momentum as more people within the prospect's organisation start advocating for it.

Think of it like this: One person saying "we should buy this" is a suggestion. Five people from different departments saying it becomes a movement.

With enterprise sales now involving an average of 7 stakeholders per deal (yes, SEVEN - it's insanity out there), champions help by:

• Getting you access to the decision-makers you'd never reach on your own
• Translating your value proposition for different departments (IT hears one thing, Finance needs to hear something else)
• Continuing to sell when you're not in the room
• Recruiting other advocates 

Finding Your Champion

Here's where most sales advice falls flat. They tell you to target the highest-ranking person possible. But in my experience, champions often come from unexpected places.

Look for people who:

• Are actual end users who will directly benefit (not just managers)
• Have been with the company long enough to know how decisions really get made (those 15+ year veterans who know where all the bodies are buried)
• Show genuine curiosity and interest in innovation
• Seem frustrated with the status quo (these are your people!)

I once closed a deal where my champion was a mid-level operations analyst. Why was she so effective? Because she'd been there 12 years, everyone trusted her judgment, and she was fed up with their existing solution.

Empowering Your Champion

Finding a champion is just the beginning. You need to arm them for the internal battles they'll fight on your behalf.

Provide them with:

• Killer content they can share internally (make it something their colleagues will actually read)
• Custom ROI calculators specific to their situation (nothing persuades like cold, hard numbers)
• Presentation slides they can customise (because they know their audience better than you do)
• The "pre-posal" technique where you build the proposal together (I've seen this technique slash procurement time by 40%)

The Champion Network

For complex sales, don't put all your eggs in one champion basket. Build a network.

A VP at one of our clients recently shared: "We thought we had a done deal until our champion got reassigned. The whole thing nearly collapsed until we realised we'd been building relationships with multiple stakeholders."

Smart sales teams:

• Define different roles for different champions (the Financial Validator, the Technical Authority, the End-User Advocate)
• Create frameworks for champions to recruit others
• Measure champion engagement with specific metrics
• Recognise and reward champion efforts (ethically, of course - I'm not suggesting bribery, people)

Measuring Champion Impact 

At Punch!, we've seen definitively that championed deals close 2-3x more frequently than unchampioned opportunities. But that's not the only metric worth tracking:

• Sales cycle length (championed deals are typically 35% faster)
• Win rates (obvious, but crucial)
• Quality of opportunities (champions often identify better-fit prospects)
• Adoption rates post-sale (champions become internal trainers)

Our recent data analysis revealed something game-changing: deals with strong champions consistently encounter dramatically less procurement friction. That's not just faster deals - it's significantly less headache. (And seriously, show me one sales rep who doesn't want fewer procurement nightmares in their life.)

Where Most Sales Teams Go Wrong

Most sales teams fool themselves into thinking they've built champions, when all they've really done is find people who smile and nod during demos.

Common mistakes I see everywhere:

• Mistaking positivity for influence (that super-enthusiastic contact might have zero pull)
• Not equipping champions with the right tools (expecting them to figure it out)
• Abandoning champions after the sale (killing your best source of referrals)
• Failing to create champion networks (putting all your eggs in one basket)

Final Thoughts: Champions as Competitive Advantage

Having better technology or even better pricing isn't enough. What separates winning companies is their ability to build and nurture champion networks.

As Jill Konrath puts it: "The most successful salespeople don't just sell products. They create internal movements."

When I look back at our most successful quarters at Punch!, the pattern is clear - our win rates skyrocketed when we got serious about champion development. It wasn't a nice-to-have strategy; it became our primary competitive advantage.

So ask yourself: are you just collecting contacts, or are you deliberately building champions? Because in today's complex buying environment, the latter is the difference between hitting your targets and missing them by miles.

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MQL to SQL conversion isn't just about having a "process" — it's about having the right process, executed flawlessly, with the right people, right tools, and right now.

So let's break down what actually works, based on real results we've seen at Punch! (not just theory that sounds good in a PowerPoint).

The Golden Hour

You're at a networking event. Someone walks up, shows genuine interest in what you do, asks thoughtful questions, then hands you their card saying, "I'd love to chat more about this!" 

Do you:
A) Wait 3 days to call them
B) Send a thoughtful follow-up email within 24-48 hours while you're still fresh in their mind
If you picked A, you're leaving opportunities on the table.

This networking scenario requires a different approach than responding to inbound leads. For actual sales leads who've taken action:

In our work with Lumi, we found that following up with inbound leads within the first hour increased conversion rates by 7X. Not 7%. SEVEN TIMES.

Why? Because timing isn't just important, it's everything.

When someone raises their hand to say they're interested by downloading content or submitting a form, they're in a buying mindset RIGHT NOW. Every minute that passes is a minute where their enthusiasm cools, distractions mount, and competitors can swoop in.

(That executive who downloaded your whitepaper? They probably downloaded your competitor's too. First one to call wins.)

The Multi-Channel Symphony

Email follow-up alone is like trying to cut down a tree with a butter knife. Possible, but painfully inefficient.

Here's what an effective multi-channel strategy actually looks like:

1. Immediate phone call (within that golden first hour)
2. Personalised video if they don't answer (using a tool like Vidyard or Loom)
3. Targeted email referencing specific pain points
4. LinkedIn engagement (comment on their recent post, not just a connection request)
5. Strategic gifting for high-value prospects (we use the Barney platform for this)

I once worked with an SDR who was struggling with email-only outreach. His conversion rate was hovering around 2%. We implemented this multi-channel approach and within two weeks, he was converting at 11%.

The reason? Different people respond to different channels. Some execs never check their own email. Others screen all calls. By diversifying, you're dramatically increasing your chances of breaking through.

The Qualification Framework That Actually Works

I once spent two weeks nurturing what I thought was a hot lead, scheduled three demos, and even flew to their office, only to discover they had absolutely zero budget and no decision-making authority.

That's when I learned the importance of a rock-solid qualification framework.

Here's the framework we use at Punch! that's helped us generate 56 SQLs in 4 months for Lumi:

PACT Framework for Sales Qualification

1. Pain:
   What specific pain points are you experiencing? How long have you been dealing with them? What happens if you do nothing about these issues?
2. Authority:
   Who else needs to be involved in the decision? (Notice we don't directly ask if they're the decision-maker — that puts people on the defensive)
3. Consequence:
   Is solving this problem a financial priority? Where does this rank among other initiatives? What business outcomes are at risk if this isn't addressed?
4. Timeline:
   By when do you want to start seeing results? What deadlines or milestones are driving your timeline for implementation?

The Tech Stack

You can have the best process in the world, but without the right tech, you're bringing a knife to a gunfight.

At Punch!, we use our Priority ABX™ platform to:

• Detect real-time buying signals (like when a prospect visits your pricing page 3 times in a week)
• Track engagement across channels (so you know if they opened your email before you call)
• Identify high-intent accounts (so you focus your energy where it matters)
• Enable personalized outreach at scale (because generic templates = generic results)

I remember implementing this tech stack with a client who was manually tracking everything in spreadsheets (the horror). Their lead response time went from 27 hours to under 45 minutes, and their conversion rate nearly tripled in the first month.

The right tech doesn't replace human interaction — it enhances it by ensuring you're talking to the right people, at the right time, with the right message.

The Content Nurture Strategy

Raise your hand if you've ever sent an email that said, "Just checking in to see if you had a chance to review my proposal."

(My hand is raised too. We've all been there.)

But let's be honest — that approach sucks. It adds zero value and makes you sound desperate.

Instead, each touchpoint should deliver value through thoughtful content and insights:

1. Personalised video walkthroughs (addressing specific pain points)
2. Case studies of similar companies (showing tangible results)
3. Industry insights relevant to their specific challenges
4. ROI calculators tailored to their business metrics
5. Micro-demos focusing on features that solve their unique problems

The Metrics That Matter

If you can't measure it, you can't improve it. But I've seen companies track so many vanity metrics that they lose sight of what actually matters.

Here are the KPIs we've found to be most predictive of success:

1. Speed to lead contact (targeting under 1 hour)
2. Multi-channel engagement rate (percentage of leads engaged across multiple channels)
3. Meeting show rate (not just bookings — actual attendance)
4. SQL conversion percentage (obviously)
5. Pipeline value generated (because quality matters more than quantity)

We worked with Basware and generated £760,000 in pipeline in just 3 months by obsessively focusing on these metrics and optimising accordingly.

The Pitfalls

I've seen companies make the same mistakes over and over when it comes to MQL to SQL conversion:

1. Treating all leads the same (high-intent leads deserve VIP treatment)
2. Relying on automated emails only (the "set it and forget it" approach rarely works)
3. Delayed follow-up (anything over an hour and you're already behind)
4. Poor sales-marketing alignment (when sales doesn't trust marketing's leads, everyone loses)
5. Insufficient personalisation (generic outreach = generic results)

I once consulted for a company that was sending the exact same follow-up email to every lead, regardless of source, industry, or behavior. When we implemented segment-specific nurturing sequences, their conversion rate jumped from 3% to 12% in a single quarter.

Putting It All Together

The secret sauce isn't in any one of these elements — it's in how they all work together as a cohesive system:

1. Lead comes in and is immediately routed to the right SDR based on territory/industry
2. SDR responds within the golden hour across multiple channels
3. Lead is qualified using the BANT+P framework
4. Personalised nurture content is deployed based on specific pain points
5. Technology tracks engagement and surfaces buying signals
6. Performance is measured against key metrics and continuously optimized

This isn't theoretical — this is exactly what we did for Nutritics to generate 200+ high-value leads in 7 months and for HUT 3 to create 100+ qualified opportunities from event follow-up.

The Bottom Line

Most companies are leaving 50-70% of potential conversions on the table due to poor process, slow response times, and generic follow-up.

The companies that win are the ones that treat MQL to SQL conversion as a systematic, measurable process that requires dedicated resources, clear criteria, and continuous optimisation.

So, what's your follow-up process looking like? Are you letting good leads slip through the cracks? Or are you ready to implement a system that actually works?

Your pipeline is waiting.

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Alright ambitious B2B brands, listen up. Not all leads are made the same.

To ramp up your pipeline, you need to understand the core differences between inbound and outbound leads.

This post will cover:

• How inbound and outbound enter the buying journey
• Contrasts in sales psychology
• Pros and cons of each lead type
• Common mistakes sales teams make

Let’s get into it! This is key to unlocking your lead generation potential

Table of contents

• Defining Inbound vs. Outbound Leads
• Mapping Inbound vs. Outbound Journeys
• Cracking the Sales Psychology
• Pros and Cons of Outbound Leads
• The Pros and Cons of Inbound Leads
• Key Comparisons
• Avoiding Common Mistakes

Defining Inbound vs. Outbound Leads

First, what defines these two lead types?

Inbound leads raise their hand by contacting you first or engaging on your site. They come from channels like SEO, social and paid ads.

Outbound leads are identified by your sales and marketing teams through cold outreach - emails, calls, direct mail.

Very different origins, but both can drive serious revenue. In fact, according to Forbes' State of Inbound Report, outbound leads convert to sales at a 34% higher rate than inbound leads. Whilst inbound leads bring value through their existing brand awareness.

The key is leveraging the unique strengths of both lead types for a balanced, high-converting pipeline.

Mapping Inbound vs. Outbound Journeys

Here’s where things diverge - inbound and outbound take very different journeys, entering the buying journey at different stages:

Buyer's Journey:

Strangers (no awareness) → Awareness (learn about issues) → Consideration (explore options) → Decision (evaluate choices) → Purchase

Inbound Leads: Enter during the Consideration stage when researching solutions.

These leads identified a problem and started researching before you connected. They’re already inclined to buy, just need guidance to choose you.

Outbound leads aren’t sales ready like inbound. Sales needs to guide them through from their starting point.

Cold Outbound Leads: Enter at the Strangers stage with no existing awareness.

Cold outbound leads start with no problem recognition. Sales needs to put in significant work upfront to educate them on potential issues and solutions before they will consider change.

Warm Outbound Leads: Enter during the Awareness stage with some recognition of issues.

Warm outbound leads have some pain points identified but are still early in the journey. Sales needs to nurture their interest and expand their understanding of solutions.

Outbound outreach targets prospects who likely haven’t considered change. You first need to spark interest and educate them on potential solutions.

So inbound leads are further down the road. But outbound offers huge upside if nurtured properly. According to the DemandGen B2B Buyer Behavior Study, companies using outbound see 2x more revenue growth vs. inbound-only.

Cracking the Sales Psychology

Beyond the journey, inbound and outbound leads think differently. Cracking their mindset is key to conversion.

The psychology throughout the buyer journey:

Unsure → “This Sucks” → Seeks Solution → Establish Criteria → Evaluate Options → Decide → Purchase

Inbound Mindset: Inbound leads enter after establishing criteria, ready to evaluate options.

They know change is needed. Your role is steering them to your product. Inbound leads are closer to a purchase decision and sales should focus conversations on comparing solutions to identified needs.

Cold Outbound Mindset: Cold outbound leads enter at the Unsure stage with no sense of problems.

Outbound leads need awareness nurtured into interest before they’ll consider change. Patience and persistence pay off. Cold outbound require significant education on industry issues and challenges. Sales needs to spark that initial problem awareness. 

Warm Outbound Mindset: Warm outbound leads enter after “This Sucks” stage with some pain points already established.

Warm outbound leads have some problem recognition sales can expand on. Presenting potential solutions tailored to their already existing pain points will nurture interest.

So on the face of it, an inbound strategy appears to bring in opportunities that require a lot less effort. So surely that's where you should be focussing your strategy right? Well, not quite. Read on...

Pros and Cons of Outbound Leads

Outbound lead generation takes work, but provides control and high-value prospects. Companies using outbound strategies see 2x more revenue growth vs. inbound-only. (Source: DemandGen B2B Buyer Behavior Study)

Moreover, according to the ITSMA, ABM Benchmark Study, outbound campaigns generate 50% larger deal sizes on average. And Ascend2's Inbound Marketing Strategies Survey shows that 78% of CMOs rank outbound highly effective for marketing reach.

Pros:

• Target ideal customers
• Increase awareness
• 50% higher deal sizes (Source: ITSMA, ABM Benchmark Study) 
• Build strong relationships

Cons:

• More nurturing required
• Slower conversion rates
• Needs marketing and sales coordination

According to TOPO's Lead Generation Benchmark Study, cold outbound to ICPs converts 30-50% higher than semi-warm leads. So while it takes effort, done right outbound delivers premium prospects.

Though it requires greater effort to educate completely unaware prospects, the payoff is higher conversion rates in the long run. With the right messaging and systematic nurturing, you can turn cold contacts into qualified opportunities.

So don't underestimate cold outbound outreach. When targeted and executed correctly, it drives higher returns than warmer leads. Just be sure you have frameworks in place to nurture cold leads through their journey.

The Pros and Cons of Inbound Leads

Inbound also has its advantages and limitations too.

Pros:

• Higher purchase intent
• Less conversion effort
• Familiar with solutions

Cons:

• Unpredictable volume
• Quite Often Wrong Fit
• Downturn Dropout - volumes drop when buyers pull back in economic declines
• Lower deal sizes

Inbound signals intent, but outbound targets and nurtures high-value accounts.

Key Comparisons

Here are some top level inbound vs. outbound contrasts:

InboundOutboundEnter late in journeyEnter early in journeyAlready have pain pointsMay be unaware of issuesHigh existing interestRequires educationLess nurturing neededMore nurturing requiredLower deal sizesHigher deal sizes

Avoiding Common Mistakes

Given the differences, here are key mistakes to dodge:

• Skipping the education phase: Unlike inbound leads, outbound leads need education on their pain points and solutions first. Don't overlook this crucial awareness-building phase.

• Insufficient sales enablement content: Similarly, outbound leads require significant decision-making content to inform them; case studies, educational resources, and even training. Failing to provide this leaves them unprepared to purchase.
  
• Rushing the sales process: Outbound leads need more time to consider options versus inbound. Rushing them can lead to lost opportunities. Have more conversations to guide them through the journey.
  
• Treating all leads the same: While inbound and outbound both bring value, they cannot be treated equally. Develop customised strategies spanning messaging, content, and sales processes tailored to where each lead is on their journey.

The key? Mapping your outbound strategy to the unique needs of outbound leads.

Recap

Not all leads are created equal. Inbound and outbound involve:

• Different stages in the buyer’s journey
• Contrasting sales psychology
• Unique pros and cons

Treat them as two separate lead types with tailored game plans.

We’ll dig into specific inbound vs. outbound strategies in future posts. But for now, avoid one-size-fits-all thinking at all costs!

And remember, according to TOPO's Lead Generation Benchmark Study, cold outbound to ICPs converts 30-50% higher than semi-warm. So, don't underestimate the power of a well-executed outbound strategy!

In the latest episode of B2B Outbound, Chris sat down with two incredible guests: our very own Kenny Anderson, Chief Commercial Officer at Punch!, and the legendary Sangram Vajre, Co-founder and CEO at GTM Partners - or as many know him, the "godfather of ABM."

Spoiler alert: The SaaS business model you've been building your strategy around? It might be on its deathbed.

Meet the Man, the Myth, the Legend

If you've been in B2B marketing for more than five minutes, you've probably heard of Sangram Vajre. His journey can be summed up in three powerful acronyms:

"MA for marketing automation. That's where I ran marketing at Pardot, and got acquired by ExactTarget and Salesforce... ABM [at Terminus]... and now in 2020, late 2020, 21... I felt like there's a layer above all of this, which is go to market."

From growing Pardot from $10M to being acquired by Salesforce for $2.7B, to founding Terminus and pioneering the Account-Based Marketing (ABM) movement, to now leading GTM Partners - Sangram has had "front row seats to some incredibly big, almost life-changing categories getting built."

Why a Services Company After SaaS Success?

When asked about his shift from building SaaS companies to running an advisory firm, Sangram didn't mince words:

"Some say I might need some therapy going from a SaaS business having multiples to building a services advisory business... but I feel like for the next decade of my life, I want to build new frameworks. I want to build new ways companies can more efficiently go to market."

The timing couldn't be better. As Sangram points out:

"I'm glad I'm not building a SaaS company, because right now we can sell 10,000 a month, 50,000, $100,000 advisory award. And I have CEO, founder friends of mine who are trying to sell 1000 bucks a month software, and nobody's buying."

The Rise of "Service as a Software"

Here's where things get seriously disruptive. Sangram predicts we're about to witness a major shift in how companies buy technology:

"We predict that in the next six to 12 months, all these big SaaS companies that have $100,000+ deals, they are going to have a hard time selling."

Why? Because the ROI expectations have shrunk from six months to just three, and buyers are increasingly frustrated with the traditional SaaS model:

1. Buy a $100,000 platform
2. Spend another $500,000 training people to use it
3. Hire a services company to support implementation
4. Hope to see ROI in a year
5. Repeat with multiple tools

Instead, Sangram believes companies will start saying:

"I need a service that actually delivers on these target ICPs, that provides intentional outcome... I would rather pay you $10,000 a month or $20,000 a month to know that it's going to be performed by experts who are going to constantly be looking at tools that work and discard the tools that don't work."

This isn't just theory - it's already happening. Just look at Terminus, which was acquired by demand science, an agency. As Sangram notes: "I never, ever thought that I'm building a software company to be acquired by an agency... but that's what happened."

The Go-to-Market Operating System

So what's the alternative to traditional marketing and sales approaches? Sangram and his team have developed the "Go-to-Market Operating System" - a framework built around asking the right questions:

"For the longest time, we were actually asking the wrong questions. I personally was asking a really horrible question, which is like, 'Where can you grow?' On the surface that sounds like a smart and good question, but the reality is that... I can grow in many different areas."

The better questions? "Where can you grow the most that had the highest profit margin and that can actually serve your customers?"

Or instead of asking "What's your point of view?" ask "What is your differentiated point of view that makes your business tick and your customers want to do more business with you?"

Who Owns Go-to-Market?

One of the most fundamental shifts Sangram advocates for is having the CEO own go-to-market strategy:

"The CEO has to be in the room and has to own go to market. Because if marketing could make that decision, they would have made that and said, 'Well, all leads should you know, or whatever leads we give, are the most important leads.'"

This insight came from a conversation with Brian Halligan, former CEO of HubSpot:

"Should you launch a product, or should you buy a company? It's a go-to-market decision. Should you invest in marketing or sales? It's a go-to-market decision. Should you open an office in EMEA or stay in North America? That's a go-to-market decision."

Systems Over Goals

If there's one thread that runs through all of Sangram's success, it's his focus on building systems rather than just setting goals:

"People don't rise to the level of their goals. They fall to the level of their systems."

This insight from James Clear's "Atomic Habits" has shaped Sangram's approach:

"We all have the same goals... only a few are able to do it. And the difference really is that it's not a goal that's different... it's the system like, what system are you implementing to be accountable to that?"

What's Next for GTM Partners?

With 70,000 people already taking their courses and 175,000 reading their "GTM Monday" newsletter, Sangram has his sights set on ambitious growth:

"For 2025, our goal is to get 100,000 companies certified on go-to-market operating system... We want better companies to run on go-to-market OS."

As Sangram puts it: "EOS is really about the why and the what you want to do, and GTMOS is about the how and the when."

The Bottom Line

If you're still focused solely on MQLs and traditional SaaS sales tactics, you might be fighting yesterday's battle. The future belongs to those who can think in decades, build effective systems, and deliver actual outcomes – not just software.

As Sangram wisely advises: "Put your head down, stick to the system. Put in a decade, and you'll be further along than most people that you can ever, ever see around you."

What's your take on the shift from SaaS to service? Are you seeing these changes in your own business? Let us know in the comments!

P.S. If you want to chat more about go-to-market strategy, hit up Sangram on LinkedIn. With 175,000 readers of his GTM Monday newsletter, he clearly knows a thing or two about building movements.

Listen to the full episode here.

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That 100-page market research report sitting on your desk that cost more than my first car? It's wrong.

A friend of mine learned this the hard way when he was leading sales for a SaaS company. He'd spent £50K on market research that told him manufacturing was the next big opportunity. Six months and two failed sales hires later, he realised he'd been wasting his time.

Table of contents

• The Problem with Traditional Market Research
• A Better Approach to Market Testing
• The Sales Development Validation Framework
• The Proof is in the Pipeline
• How to Know if This Approach is Right for You
• The Bottom Line

The Problem with Traditional Market Research 

Traditional market research is static, outdated the moment it's printed, and useless when things don't go as planned.

Here's what typically happens:

1. Spend three months on market research 
2. Hire expensive industry experts 
3. Build out an entire sales team 
4. Finally talk to actual customers
5. Realize your assumptions were wrong
6. Hide from your board

A Better Approach to Market Testing

What if I told you there's a way to test new markets that's:

• Faster than traditional research
• Cheaper than building an internal team
• Actually based on real market feedback
• Won't destroy your quarterly budget when it needs adjusting

Enter: The Sales Development Validation Framework

This isn't theoretical research. This is real-world, in-the-trenches validation through strategic sales development.

Step 1: Start Small, Learn Fast

Instead of betting everything on market research, start with a focused sales development campaign. You'll get real feedback from actual prospects before committing serious resources.

Step 2: Use Other People's Resources (OPR)

Here's where it gets interesting. Instead of building out an entire team, use an outsourced sales development agency. (Yes, I work at one – though my point stands regardless of who you work with.)

Why? Because:

• No long-term commitments
• Expertise on tap
• Scalable resources
• Built-in tech stack

Step 3: Gather Real Intelligence

Remember that £50K market research report I mentioned? Here's what £50K in actual sales development gets you:

• 500+ conversations with actual prospects
• Real-time feedback on your value proposition
• Clear understanding of market pain points
• Actual pipeline (you know, revenue opportunities)

The Proof is in the Pipeline (a Real Example)

Let me tell you about one of our clients, Basware. They were absolutely certain their next target market was financial services.

They were wrong.

Through our sales development campaign, we discovered that while fintech companies weren't interested, logistics companies were actively seeking their solution. Three months later, they had:

• £760K in qualified pipeline
• 15 hot opportunities
• A new market strategy
• One very relieved executive team

And it cost about 1/3 of what they would've spent on traditional market research.

How to Know if This Approach is Right for You

This approach might work for you if:

1. Your product/service has an annual contract value over £50K
2. You're considering expansion into new verticals
3. You're tired of expensive market research that doesn't drive sales
4. You need real market feedback, not theoretical insights

The Bottom Line

You can keep doing market research the old way. Keep printing those MapQuest directions and hoping they're still accurate.

Or you can use sales development as your GPS – giving you real-time feedback, adjusting when needed, and actually getting you where you need to go.

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Last week, I was having coffee with Sarah, a VP of Sales at a fast-growing SaaS company. She looked exhausted. Her team was missing targets, her pipeline was dry and her best closer just quit.

"I don't get it," she said, "My team is working harder than ever, but we're going backwards."

I knew exactly what was wrong before she finished her sentence. Her "inside sales" team was trying to do everything – prospect, qualify, demo, negotiate, and close. 

The Brutal Truth About Inside Sales

If your inside sales reps are both prospecting AND closing, you're setting them up for failure. We’ve had many clients who’ve come to us, learning this lesson the hard way. Their "do-it-all" approach was about as effective as using a fork to eat soup.

Here’s the truth:

1. Your closers are terrible at prospecting. Most senior sales reps would rather get a root canal than do consistent outbound prospecting. (A whopping 48% of sales calls end without even attempting to close, according to Brian Tracy's "The Psychology of Selling".)
2. Your pipeline is a lie. When reps handle both prospecting and closing, guess what gets neglected when they're working deals? [Hint: It starts with 'p' and ends in 'rospecting'.] This creates the feast-or-famine cycle that makes sales leaders wake up in cold sweats.

The Sales Development Revolution 

Enter the specialised Sales Development team. Think of it like this: If inside sales is like being a general practitioner, sales development is like being a heart surgeon. They do one thing, and they do it incredibly well.

Here's what happened when one of our clients made the switch:

• 7x higher conversion rates on initial leads
• 56+ qualified opportunities in just 4 months
• £760,000+ in pipeline value within 3 months

The "But What About..." Objections

"But it's more expensive!" you cry. Well, so is a Porsche compared to a Renault (no offence Renault drivers), but I know which one I'd rather take on the motorway. 

"But my team can handle both!" Sure, and I can technically perform surgery on myself, but that doesn't mean I should. 

Why Your Inside Sales Strategy is Failing

It's not your team's fault. It's not even your fault. The problem is trying to solve 2024's challenges with 2014's playbook.

Here's what modern B2B sales actually needs:

• Specialized skills for each stage of the buyer journey
• Consistent, scalable pipeline generation
• Multi-threaded account strategies that would make a spider jealous
• Tech stack optimization that makes your sales process purr like a well-oiled machine
• Being able to identify and act upon sales signals

The Wake-Up Call

If you're still running a traditional inside sales team, you're probably:

• Losing deals you should be winning
• Watching your best closers burn out
• Creating a pipeline that's about as predictable as British weather
• Letting your competition eat your lunch (and probably your dinner too)

What Now? 

1. Stop pretending one person can do it all
2. Build a dedicated Sales Development function (or partner with someone who already has one)
3. Let your closers close
4. Invest in the right tech stack
5. Create clear handoff processes that don't leak opportunities like a broken bucket

Remember what Aaron Ross (the guy who literally wrote "Predictable Revenue") says: "The #1 predictor of success for a company using outbound prospecting is how well they're able to focus their efforts."

The Bottom Line

Change is scary. But you know what's scarier? Watching your growth flatline while your competitors zoom past you like you're standing still.

Want to know if you're ready to make the switch? Drop us a line. I promise to tell you the truth, even if it hurts.