True problem agreement isn't a prospect's excitement; it's their explicit acknowledgment of an issue that matters to the organization. Move beyond sentiment by using data, process audits, or reports to quantify the problem's existence and scale, turning a vague feeling into an undeniable business case.

Instead of relying on subjective feedback from account executives, Vercel uses an AI agent to analyze all communications (Gong transcripts, emails, Slack) for lost deals. The bot often uncovers the real reasons for losing (e.g., failure to contact the economic buyer) versus the stated reason (e.g., price).

An "optimization-execution gap" reveals that while 96% of CMOs prioritize AI, only 65% make meaningful investments. This lack of commitment leaves teams stuck in an experimentation phase, preventing the deep workflow integration needed for significant productivity gains.

Unlike older sales tools, AI agents shouldn't be handed to individual SDRs to manage. This approach leads to failure. Instead, centralize the strategy: a core team must own agent training, contact routing, and performance tuning to ensure a consistent and effective GTM motion across the entire organization.

Instead of pursuing large companies, elite sellers identify and focus on key business events, like mergers or new market entries, that create an urgent need for their product. This strategy shifts focus from account size to the probability of a timely need, leading to more efficient prospecting.

Instead of maximizing the volume of prospects at the top of the funnel, strategically narrow your focus to fewer, high-potential accounts. This 'martini glass' approach prioritizes depth and engagement over sheer productivity, leading to better quality opportunities.

Don't measure deal progress by the number of meetings held. Instead, define specific exit criteria for each sales stage. A deal only moves forward when the prospect meets these criteria, which can happen with or without a live meeting. This reframes velocity around outcomes, not activities.

A top enterprise AE focuses intensely on only 20 of his 400 accounts (5%) for a six-month period. These accounts are chosen based on the high probability of a compelling event occurring. This extreme prioritization allows for deep, meaningful engagement rather than spreading efforts thinly across an entire book.

When reviewing a shared business case, look for red ink—comments, changes, and edits from the buying team. This signifies ownership and conviction. A document with zero changes indicates shallow discovery and a lack of internal buy-in, making it a powerful negative signal for the deal's health.