When revenue targets are unattainable, create a secondary, controllable quota for building new relationships within target accounts. This reframes daily activity as a long-term investment, building a strong pipeline for the future and preventing team demoralization.
Instead of announcing a 'price increase,' call it a 'price adjustment' and immediately explain that the change is necessary to maintain the exact level of quality and service the client relies on. This frames the change as a benefit to them (quality assurance) rather than a cost to you.
In a slow market, shift focus from your sale to your customer's sale. By understanding their customers' needs and helping your client sell more effectively, you create downstream value that makes your own product essential and easier to justify.
When large deals stall, pivot to smaller, easier-to-close sales. While this may not get you to 100% of a high quota, achieving 60% is far better than the 30% you might get by chasing deals that won't materialize in the current climate.
In an uncertain economy, the primary sales objection is the fear of making a wrong financial decision. Your role must shift from persuasion to risk mitigation. Focus on offering smaller commitments, flexible terms, or pilot programs to make saying 'yes' feel safer for the buyer.
If a client must resort to a credit card for a large purchase due to tight cash flow, do not pass on the 2-3% processing fee. Absorbing this cost is a small price to pay to secure the deal and proves you're 'in it together' during difficult financial times.