Pachacuti
Politicker
3
They call me Daddy, Sales Daddy
Sales is an easy target.
NoSuperhero
Politicker
0
BDR LEAD
I see marketing being an easier one, or even customer care. idk that might be just me
SoccerandSales
Big Shot
3
Account Executive
Easiest to blame unfortunately. When company wins, it is because of the team, when it fails, sales were down
NoSuperhero
Politicker
1
BDR LEAD
Yeah, I can see that, I just went through a company lay off because of a lack of investor funds and that was a bit rough.
SoccerandSales
Big Shot
0
Account Executive
That is brutal, best of luck in the future!
CuriousFox
WR Officer
3
๐ŸฆŠ
We take the blame for SO much.
ChumpChange
Politicker
2
Channel Manager
Typically, I see the chopping block as follows:

Contractors
Marketing
POPS
Customer Success
Customer Support
BizOps/RevOps
Sales

It's hard to keep a company going without revenue coming in.
NoSuperhero
Politicker
2
BDR LEAD
I see this as the most reasonable one, however, layoffs suck for everyone.
1nbatopshotfan
Politicker
2
Sales
When sales goes, everyone notices. Generally because sales has exposure across the whole Org.
Kosta_Konfucius
Politicker
1
Sales Rep
Exposure can be great, but also be bad in this case
salesgolfer
Personal Narrative
2
Low Handicapper
Who's most responsible for driving revenue? The target is biggest on our backs.

We don't sell in a vacuum, and if not enabled properly, it's really difficult to succeed, but it is literally our job.
jefe
Arsonist
2
๐Ÿ
Probably because salaries are high and we're easy to blame.

It doesn't make sense though as you can directly tie those expenditures to revenue, much more easily than marketing or other functions - it's linear.
NoSuperhero
Politicker
1
BDR LEAD
I Agree
antiASKHOLE
Tycoon
1
Bravado's Resident Asshole
Itโ€™s easy to place blame when numbers arenโ€™t being met.
NoSuperhero
Politicker
1
BDR LEAD
I can see the case to that argument when that happens, but the numbers were starting to show in our case. It was rough becauuuuse we were actually hitting the numbers.
Chonkonaut
Valued Contributor
0
CSAM of Luke Warm Chowder
I do believe it's the product team that should be thrown under the gun, not sales. Sales teams are only good as the chowder that is fed to them.

And if they're given unrealistic goals and a crappy product.

They will fail or end up overpromising the value of crap to customers as a pot of gold.

Also, Investors should never be given control to forecast anything.

Sales is a process and like any value-building activity.

It takes time.

Investors however have no issues calling the shots of hire and fire because they don't understand the framework, in general.

High Returns, and fast exits. That's it for them.

I honestly feel extremely bad now, and I literally don't even envy the naivete of engineers, and designers. Being one engineer and a designer, I've got to say this loud and clear.

Most of them have zero ideas what the customer truly wants.

I'm sure using all the jargon that's in the SDLC(software development life cycle) or PDLC(product development life cycle) makes them look smart.

But in reality, most end users don't even care what color you're going to use. Even with the emphasis put on the look and feel. If it's burning one's wallet as the price keeps going up for something they barely use.

It's a sh%t product.

Most software isn't general purpose these days.

They "promise" its value but in reality, it has none.

Salespeople are often pushed to inflate the value of most products. Most products out there is just an item with the same bells and whistles but with different name tags.

Whenever sales teams fail, it's the leadership that should be taken out first.

A strategic vision that doesn't understand uncertainty, and can't delegate proper contingencies isn't worth much anyway.

But the bigger the number the more the profits.
12

If you join a SaaS company and thrive at the beginning due to inbound leads and good SDR and then sales start going down due to a change of SDR and less inbounds, does that mean youโ€™re not a competent sales person or does it mean itโ€™s time to move on to another company?

Question
19
12

Numbers, numbers,numbers. Currently- my team is at 97% top line and 112% profit. Was told need to develop a plan to get over 100%. Have to forecast for rest of year as well. Just venting. Your only as good as your last month.

Question
11
13

Has massive growth ever led to mental breakdown? I have been hustling since 17 years old chasing to strive for success doing odd jobs and unintentionally ended up with Edtech K12 Sales as my first official sales job - A toxic culture with no employee respect eventually me to switch after 18 months. Since reps in Edtech are highly valued, had no option but to continue in Edtech sales. This time it was higher education segment, things looked good in the first few month but slowly it started adapting methodologies like the old Edtech since the management was changed. I decided to move out and switch to B2B SaaS. After 13 months of learning & success, my aspirations werenโ€™t matching with the growth vision shared by my manager and ended up being desperate to switch. Got to a AM-Inside Sales role with a 50% hike. Guess what? It led to my mental break down since the culture is pathetic. In entire journey, all challenges never affected my performance but l am losing the spark to glow and hustle eventually. While I plan to switch, a token of guilt is still alive. The experiences have made me far better and strong as a BDR but blank about the next steps in my career. Thanks for reading. Do share your thoughts.

Question
15