Great writeup: I recently read Becoming Trader Joe, which has a similar quote to your opening salvo:
"In 1962, Barbara Tuchman published The Guns of August, an account of the first ninety days of World War I. It’s the best book on management—and, especially, mismanagement—I’ve ever read. The most basic conclusion I drew from her book was that, if you adopt a reasonable strategy, as opposed to waiting for an optimum strategy, and stick with it, you’ll probably succeed. Tenacity is as important as brilliance."
Good advice, nicely summarized. I especially like the "max headcount" suggestion,
I generally include sales attrition in my models. In Enterprise Sales reps can take 2-3 quarters to get fully ramped, so attrition can whack your revenue assumptions. One could work around that by reducing the quota and quota attainment targets, but I think it is cleaner to have a separate line. Plus, you can track shortfall related to attrition when you do your quarterly reviews.
I actually agree with you for sales attrition. Your assumptions around attainment and ramp make sense as well. I do not include attrition for non sale tho. Good points
Great writeup: I recently read Becoming Trader Joe, which has a similar quote to your opening salvo:
"In 1962, Barbara Tuchman published The Guns of August, an account of the first ninety days of World War I. It’s the best book on management—and, especially, mismanagement—I’ve ever read. The most basic conclusion I drew from her book was that, if you adopt a reasonable strategy, as opposed to waiting for an optimum strategy, and stick with it, you’ll probably succeed. Tenacity is as important as brilliance."
That's the exact same sentiment.
Also, this is the third time I've heard about that book. That's it, I'm buying it now.
Its a very enjoyable read and not dense.
Great write up CJ!
Thanks Danny, always appreciate your support
So timely! Forwarded this to our entire team.
Hell yea! It’s an honor and a privilege to embark on this annual planning cycle with you
Good advice, nicely summarized. I especially like the "max headcount" suggestion,
I generally include sales attrition in my models. In Enterprise Sales reps can take 2-3 quarters to get fully ramped, so attrition can whack your revenue assumptions. One could work around that by reducing the quota and quota attainment targets, but I think it is cleaner to have a separate line. Plus, you can track shortfall related to attrition when you do your quarterly reviews.
I actually agree with you for sales attrition. Your assumptions around attainment and ramp make sense as well. I do not include attrition for non sale tho. Good points