In my last few posts I discussed the transformation of software sales organizations over the past decade. Ten years ago, the sales rep was the single point of contact, managing every aspect of a deal cycle. Today, in the modern sales organization the sales rep acts more like a quarterback coordinating a team of specialized resources. Teams such as lead…
In my last few posts I have described the transformation of software sales teams that has occurred over the past decade into a modern organizational structure. In the new paradigm, the role of the sales rep has changed from “doer” to “facilitator.” The modern sales rep quarterbacks a team of specialized resources to perform each key activity in the deal…
In my last post, I outlined how the organizational design of the modern software sales organization offloads almost every important aspect of a deal cycle from the rep to specialized functions. Account development teams generate the leads. Solution Consultants deliver the demos. Value Engineers calculate ROI. Bid Management responds to proposals. The Deal Desk negotiates pricing. And Customer Success renews…
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