finboi

Fi-nance

How to handle mid-market closing and owning enterprise deals?

Any best practices for dividing lead and account ownership that clearly goes above mid-market and is in fact enterprise?

the tricky part for what I do is it's really hard to determine fringe cases until they sign on. In my job you own the accounts you bring in forever, collecting a % of the revenue they bring in.

1. Any suggestions on better inspecting pipelines so deals are correctly booked?

2. (more important) What about the enterprise sized deals that are booked by a mid-market rep? For the company, a deal is a deal and I get that. From the perspective of an enterprise rep, hard for me to look at a sea of enterprise accounts that I could be getting paid in but are going to mid-market reps.

what do your orgs do? any tips of solid ideas to present to management?

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BourbonKing

Valued Contributor

VP of Sales

Based on how your company defines mid-market vs. enterprise, RevOps should be responsible for assigning prospects to the appropriate rep. It's never going to be 100% perfect, but it should err both ways and even out in the end.

finboi

Notorious Answer

Fi-nance

True! At this company we unfortunately don’t have a sales/Rev ops team and I have to create my own leads lol

braintank

Politicker

Enterprise Account Executive

We split via employee count. 5K and above is ENT

finboi

Notorious Answer

Fi-nance

See my comment above- hopefully that helps

JustGonnaSendIt

Politicker

Burn Towns, Get Money

Trying to wrap my head around what you're asking. Perhaps you can clarify based on my comments below. [CAUTION: Long Post]

One of the critical success factors for any sales team is account segmentation. This helps drive your bottom-up revenue plan and how you'll allocate resources to deliver the plan.

The question I would ask is - How do you define Enterprise VS mid-market?

In my experience, Enterprise has been fixed around either:
- The overall size of the customer, in terms of Revenue or Headcount
- The overall size of the potential end-state solution for the customer

In some cases, really big companies only need small solutions to small problems.

90%+ of the time, I've worked in an org that used the first method of determining account segmentation (revenue of customer's business). It's a fair leading indicator of complexity and ability to spend.

So, take a look at your accounts. Which ones are $1B+ revenue? That is a typical cutoff for 'enterprise'

Sometimes it's stretched to $2B+ or $5B+, but that would be for either a very expensive and large solution, or a very mature sales org.

In terms of looking at how you assign these segments, once you define the segmentation logic, it becomes pretty easy.

MM teams look at accounts below the Enterprise threshold. Enterprise teams look at and above the threshold. Strategic teams will have yet another threshold separating them from Enterprise.

Another way to approach management is to ask instead of tell. Ask them to explain their account segmentation approach to you in more detail, then you may have a better basis to either answer your question or propose a change.

Kosta_Konfucius

Politicker

Sales Rep

This is awesome, thanks for the write up @JustGonnaSendIt

CuriousFox

WR Officer

🦊

Employee count. Fortune whatever size, etc.

Sunbunny31

Politicker

Sr Sales Executive 🐰

At a bigger company, sales ops often tags the accounts after scrutinizing them, and that’s the end of it unless there’s compelling evidence to the contrary. Basically, the reps don’t get to decide. The cons to this are when they get it wrong, but at least it’s up front and clear.

finboi

Notorious Answer

Fi-nance

Sorry- to clarify we have a clear line in the sand. It’s based on asset size. The issue is 1. Determining asset size while prospecting (changes with market)
2. What if they close and it grows or they lied along the way?

As is, I see many of these “mid market” reps with double the line in the sand

braintank

Politicker

Enterprise Account Executive

Maybe switch to something more easily verifiable (e.g. employee count)

Diablo

Politicker

Sr. AE

Most of the accounts will always grow. I think you would need to change this is this is the root cause that’s recurring all the time. As @braintankmentioned, having a good parameter to maintain the boundary is very important. We follow the same thing employee count so even if someone steals from you, you get it back.

TennisandSales

Politicker

Head Of Sales

ah yeah this is super hard. at some company i worked at, the company's revenue was the determining factor. And leadership gave like 2 or three resources that reps could use to verify revenue.

if any of the resources stated revenue at a certain level, then it was an ENT opportunity.

it was NOT perfect but at least there was a rule that everyone could follow.

i dont think you can avoid #2 happening thats just too hard.

TennisandSales

Politicker

Head Of Sales

so how do you currently determine what is considered enterprise and what is not enterprise level?

finboi

Notorious Answer

Fi-nance

Commented above- we have a clear line based on asset size BUT I think we need help right sizing during and after the sale

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finboi

How to handle mid-market closing and owning enterprise deals?

14 comments

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