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<h3>Les équipes de vente qui gagnent sont celles qui choisissent judicieusement—et non simplement celles qui agissent rapidement.</h3>Selon une étude récente de Forrester, 92 % des acheteurs d’entreprises commencent leur parcours avec une liste restreinte de fournisseurs connus—souvent établie bien avant le premier contact avec votre équipe de vente. Equinet Media rapporte que le cycle d’achat B2B moyen s’étire désormais sur 379 jours, en raison de processus d’approvisionnement plus longs, d’une implication accrue des parties prenantes et de projets pilotes devenus la norme.Le résultat ? Les organisations commerciales font face à une double menace : plus de complexité, et moins de marge d’erreur.Dans cet environnement à fort enjeu, la tentation naturelle est de “faire plus” : plus d’appels, plus de démos, plus de propositions. Mais cela mène souvent à l’épuisement, à des efforts gaspillés et à des pipelines gonflés de prospects non stratégiques. La meilleure voie est d’adopter un état d’esprit de patience stratégique—où la précision, la clarté et le bon moment priment sur la vitesse.<figure id="figure-4ko8gphd78mcgr6k99"><img id="4ko8gphd78mcgr6k99" src="https://cdn.durable.co/blocks/1das96jR9RuGaxx1jLbtPCpk80QFeuDwxlX8Jha70TGaQiUblK4V5FwYp70FjLYv.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/1das96jR9RuGaxx1jLbtPCpk80QFeuDwxlX8Jha70TGaQiUblK4V5FwYp70FjLYv.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>1. La patience stratégique commence par la précision</h3>Dans une culture de vente réactive, ratisser large passe souvent pour de la productivité. Mais dans le contexte actuel, l’ampleur sans alignement stratégique est un handicap. Bain &amp; Company a constaté que les entreprises à forte croissance sont deux fois plus susceptibles d’écarter rapidement les opportunités mal alignées. Elles savent non seulement qui elles veulent servir, mais aussi qui elles ne veulent pas servir. Et cela change tout.Plutôt que de courir après chaque demande entrante, les équipes gagnantes intègrent de la discipline dans leur processus de qualification. Des outils comme une fiche “Qualify-to-focus” permettent aux représentants d’évaluer rapidement une opportunité selon plusieurs dimensions : alignement sectoriel, intention d’achat, taille du contrat, complexité d’intégration, et potentiel de valeur à long terme.Selon la Harvard Business Review, les entreprises qui se concentrent sur un petit nombre de priorités stratégiques bien alignées connaissent une croissance 2,5 fois plus rapide et une rentabilité deux fois plus élevée que celles qui poursuivent trop d’initiatives en parallèle.Ce changement a aussi un effet positif sur le moral. Quand les équipes passent moins de temps à poursuivre de mauvaises pistes, elles gagnent en confiance et en élan. Chaque “non” devient un investissement vers un meilleur “oui”.<h3>&nbsp;2. La patience protège la rentabilité</h3>Lorsque les représentants se précipitent sur des opportunités sans alignement complet, ils finissent par proposer trop de personnalisations, surcharger les ressources internes, et réduire les prix pour conclure. Cela peut gonfler les revenus à court terme, mais érode la marge et met en tension la capacité de livraison.Les études de Bain sur la tarification montrent qu’une amélioration de seulement 1 % du prix réalisé peut générer jusqu’à 8 % de bénéfice opérationnel supplémentaire—pourtant, la plupart des équipes commerciales manquent de discipline pour tenir leur position. La patience stratégique permet d’attendre les clients qui valorisent vraiment la solution, plutôt que de courir après ceux qui ne voient que le prix.Elle réduit aussi les coûts en aval liés à l’intégration de clients “difficiles”, souvent source de frustration et de résiliation.Ce n’est pas seulement une question de marge, c’est une question de durabilité commerciale. Il s’agit de bâtir un portefeuille de clients alignés avec la stratégie&nbsp; commerciale, fidèles et promoteurs—pas de clients qui consomment du temps, de l’énergie et sapent le moral.<figure id="figure-861ly7jszkmcgr789p" class=""><img id="861ly7jszkmcgr789p" src="https://cdn.durable.co/blocks/16rgWTnfGZHxPPG7l679wPT4vjzH1EHFTuLOnCx94yBdcO2SHqECvctkjFnqeajB.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/16rgWTnfGZHxPPG7l679wPT4vjzH1EHFTuLOnCx94yBdcO2SHqECvctkjFnqeajB.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>3. Les leaders: gardiens de la patience</h3>La patience n’est pas une compétence individuelle—c’est une décision de leadership. Ce sont les gestionnaires et dirigeants commerciaux qui donnent le ton. Lorsque le pipeline ralentit ou que les objectifs trimestriels semblent hors de portée, ce sont eux qui doivent résister à l’impulsion de dire : “fermez tout ce que vous pouvez”. Ce réflexe mène à des actions court terme et nuit au succès durable.À l’inverse, les bons leaders agissent en gardiens de la patience stratégique. Lors des revues hebdomadaires du pipeline, ils remettent en question les hypothèses. Ils posent des questions comme :<ul><li>Cette opportunité est-elle vraiment alignée avec notre profil client idéal (PCI) ?</li><li>Quel est le coût réel de cette affaire ? (temps, soutien, risques)</li><li>La poussons-nous parce qu’elle est stratégique—ou parce que nous sommes anxieux ?</li></ul>Selon Gartner, jusqu’à 60 % des ventes B2B échouent à cause de décideurs cachés ou de conflits internes non résolus. Les leaders qui coachent pour la clarté, et non la vitesse, aident leurs équipes à mieux naviguer ces obstacles et à protéger leur énergie et leur réputation.<h3>&nbsp;4. La patience ne rime pas avec passivité, mais avec préparation</h3>Être patient ne veut pas dire rester passif. Cela signifie investir intelligemment pendant les phases de “pas encore” dans le cycle de vente. Les meilleures équipes utilisent ce temps pour se préparer : elles approfondissent leur compréhension, impliquent les parties prenantes en amont, co-construisent des modèles de ROI, et préparent des alliés internes avec du contenu personnalisé.Gartner note que dans les environnements B2B complexes, 6 à 10 personnes sont impliquées dans une décision, et près de la moitié ne participent pas aux discussions initiales. Les équipes qui identifient et influencent proactivement ces acteurs cachés—juridique, conformité, TI—sont 2,3 fois plus susceptibles de remporter l’affaire.En parallèle, l’intégration des outils d’IA et des jeux de vente connectés au CRM augmente fortement l’efficacité. Bain rapporte que les entreprises dotées de playbooks structurés et intégrés au CRM croissent 2,2 fois plus vite que celles qui vendent de manière improvisée. En d’autres termes, la patience face au processus mène à la performance.<h3>&nbsp;5. Repenser ce que “gagner” veut vraiment dire</h3>Dans trop d’organisations, “gagner” signifie encore “générer du chiffre d'affaires”—peu importe lequel. Mais la patience stratégique appelle à redéfinir le succès. Dans un monde où les coûts d’acquisition augmentent et où la fidélisation est reine, la qualité des revenus compte plus que jamais.Les équipes qui célèbrent non seulement les signatures, mais aussi les désqualifications réfléchies, la gestion saine du pipeline, et la pertinence stratégique, construisent une culture plus saine et scalable. Selon la Harvard Business Review, les entreprises dotées de méthodes de vente formelles surpassent leurs concurrents de jusqu’à 28 %—mais uniquement quand ces méthodes privilégient la valeur à long terme.Redéfinir la réussite commence au sommet. Reconnaissez le représentant qui a refusé une mauvaise opportunité. Mettez en valeur les succès clients qui ont commencé par une qualification rigoureuse. Ajustez les plans de rémunération pour récompenser la valeur vie client, les taux d’adoption, et la collaboration transversale.<figure id="figure-ws9ph2f33qmcgr942c" class=""><img id="ws9ph2f33qmcgr942c" src="https://media.gettyimages.com/id/1448473565/photo/chess-pieces-with-plan-action-goal-written-on-the-chessboard.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=CFyqMyQb11OfK9LTA9lCG8SUTSPGyDUiKOW2nBWfyjs=" alt="Chess pieces with Plan Action Goal written on the chessboard" title="Chess pieces with Plan Action Goal written on the chessboard" class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://media.gettyimages.com/id/1448473565/photo/chess-pieces-with-plan-action-goal-written-on-the-chessboard.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=CFyqMyQb11OfK9LTA9lCG8SUTSPGyDUiKOW2nBWfyjs=" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>&nbsp;La patience stratégique - un avantage concurentiel !</h3>La patience stratégique n’est pas qu’un état d’esprit—c’est un avantage concurrentiel mesurable. Selon les études récentes de Bain, les entreprises qui misent sur l’alignement à long terme, la cohérence de marque et la sélectivité stratégique surperforment dans tous les cycles. En effet, le sondage Bain 2023 sur la croissance B2B révèle que les entreprises focalisées sur l’alignement PCI et la discipline du pipeline ont 30 % plus de chances de croître d’une année à l’autre—même en marché ralenti.Dans la tech, les entreprises qui ont intégré des outils d’IA pour qualifier et désqualifier ont connu une augmentation de 20 à 30 % des taux de conversion—sans même augmenter la taille du pipeline. Voilà le véritable rendement de la patience stratégique : plus de résultats avec moins de deals.Dans un environnement de vente où les cycles s’allongent, où les acheteurs sont méfiants, et où l’énergie est limitée, le véritable avantage n’est pas la quantité, mais la focalisation. La patience stratégique, c’est désqualifier tôt, se préparer à fond, et n’investir que là où il y a alignement, valeur et potentiel durable.&nbsp; &nbsp; &nbsp; &nbsp; &nbsp;

La Patience Stratégique : Un véritable Super Pouvoir !

<h3> When every decision matters more than every move, the teams that win are those who choose wisely—not just act quickly.</h3>According to a recent Forrester study, 92% of enterprise buyers begin their journey with a shortlist of known vendors—often shaped long before your sales team makes first contact. Equinet Media reports that the average B2B buying cycle has now stretched to 379 days, driven by longer procurement reviews, increased stakeholder involvement, and pilot-first engagements. The result? Sales organizations face a double threat: more complexity, and less margin for error.In this high-stakes environment, the natural temptation is to “do more”—more calls, more demos, more proposals. But this often leads to burnout, wasted effort, and bloated pipelines full of non-strategic prospects. The better path is to adopt a mindset of strategic patience—one where precision, clarity, and timing take precedence over speed.<figure id="figure-q5rh1tgo8bmcgn7024"><img id="q5rh1tgo8bmcgn7024" src="https://cdn.durable.co/blocks/1das96jR9RuGaxx1jLbtPCpk80QFeuDwxlX8Jha70TGaQiUblK4V5FwYp70FjLYv.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/1das96jR9RuGaxx1jLbtPCpk80QFeuDwxlX8Jha70TGaQiUblK4V5FwYp70FjLYv.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>&nbsp;1. Strategic patience starts with precision</h3>In a reactive sales culture, casting a wide net often masquerades as productivity. But in the current context, breadth without alignment is a liability. Bain &amp; Company found that high-growth companies are twice as likely to disqualify poor-fit opportunities early in the process. They don’t just know who they want to serve—they know who they won’t. And that’s critical.Instead of chasing every inbound inquiry, winning teams embed discipline into their qualification frameworks. Tools like a “Qualify-to-focus” scorecard help reps quickly assess a deal’s fit across multiple dimensions: industry alignment, buyer intent, deal size, onboarding complexity, and long-term value potential. Harvard Business Review has shown that companies focusing on a smaller set of well-aligned strategic priorities experience 2.5x faster growth and are more than twice as profitable as companies pursuing too many fronts. This shift also boosts morale. When sales teams spend less time chasing the wrong prospects, they gain confidence and momentum. Every 'no' becomes an investment in a better 'yes'.<h3>&nbsp;2. Patience protects profit</h3>Too often, the costliest deals are the ones that looked good on paper—but came with hidden friction. When reps jump at opportunities without full alignment, they often commit to excessive customization, stretch internal resources, and cut pricing in the hope of preserving the relationship or get the deal done. This might inflate short-term revenue, but it erodes profitability and creates delivery strain.Bain’s pricing studies show that a mere 1% improvement in realized price drives up to an 8% increase in operating profit—yet most sales teams lack the discipline to hold firm. Strategic patience enables salespeople to wait for deals that value your solution, rather than chasing buyers who are fixated on cost or misaligned scope. It also reduces the downstream cost of onboarding high-friction clients, which often leads to client dissatisfaction and churn.This mindset isn't just about margin—it's about building a sustainable book of business. One filled with clients who align, expand, and refer—not those who drain resources and morale.<figure id="figure-pn6tmaq6pmmcgn9z0z" class=""><img id="pn6tmaq6pmmcgn9z0z" src="https://cdn.durable.co/blocks/16rgWTnfGZHxPPG7l679wPT4vjzH1EHFTuLOnCx94yBdcO2SHqECvctkjFnqeajB.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/16rgWTnfGZHxPPG7l679wPT4vjzH1EHFTuLOnCx94yBdcO2SHqECvctkjFnqeajB.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>3. Leadership is the guardian of patience</h3>Patience isn’t a rep-level trait—it’s a leadership decision. Sales managers and executives set the tone. When the pipeline stalls or a quarter’s target looks distant, it’s leaders who must resist the urge to say, “Close anything you can.” That message leads to short-termism and undermines long-term success.Instead, effective sales leaders act as deal gatekeepers. In weekly pipeline reviews, they challenge assumptions. They ask questions like:<ul><li>Is this opportunity truly aligned with our ICP (Ideal Client Profile)?</li><li>What’s the cost of winning this deal? (Time, support, risk)</li><li>Are we pushing this because it’s a win—or because we’re anxious?</li></ul>According to Gartner, up to 60% of B2B deals stall due to hidden decision-makers or unresolved internal conflict. Leaders who coach for clarity—not just velocity—help reps navigate these blockers more effectively and protect the team’s energy and reputation.<h3>&nbsp;4. Patience doesn’t mean idle—It means prepared</h3>Being patient doesn’t mean sitting back and waiting. It means investing smartly during the “not yet” stage of the sales cycle. Top teams use this time to prepare: they dig deeper, engage stakeholders proactively, co-build ROI models, and seed internal champions with content tailored to their buying context.Gartner notes that in complex B2B environments, 6 to 10 stakeholders are involved in a typical deal, and nearly half are not part of early-stage conversations. Teams that proactively identify and influence these hidden players—legal, compliance, IT—are 2.3x more likely to win the deal.Meanwhile, integrating AI tools and CRM-connected sales plays dramatically increases efficiency. Bain reports that companies with structured, repeatable playbooks that are fully embedded in CRM grow 2.2x faster than peers who rely on ad hoc selling. In other words, patience with process leads to progress with performance.<h3>&nbsp;5. Redefine winning in your culture</h3>In too many organizations, “winning” still means closing revenue—any revenue. But strategic patience requires a broader definition of success. In a world where customer acquisition costs are climbing and retention is king, the quality of revenue matters more than ever.Teams that celebrate not only bookings, but also thoughtful disqualifications, clean pipeline management, and strategic fit, build healthier, more scalable cultures. Harvard Business Review reports that companies with formal sales methodologies outperform competitors by up to 28% in revenue performance—but only when those methods prioritize long-term client value, not just top-line growth.Redefining success starts with leadership. Recognize the rep who walked away from a poorly-aligned deal. Promote client success stories that started with rigorous qualification. Adjust compensation plans to reward customer lifetime value, adoption rates, and cross-functional collaboration.<figure id="figure-asi6t0106vmcgncueo" class=""><img id="asi6t0106vmcgncueo" src="https://cdn.durable.co/blocks/23aGs4PRRsFCrH5kcXQ8hT2xFr1QtzlStIagnIYsPyhZGiC1tRokopuQmz2AP4fH.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/23aGs4PRRsFCrH5kcXQ8hT2xFr1QtzlStIagnIYsPyhZGiC1tRokopuQmz2AP4fH.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>The ROI of Strategic Patience </h3>Strategic patience isn’t just a mindset—it’s a measurable business advantage. Based on recent Bain studies, the evidence is clear: companies that focus on long-term alignment, brand consistency, and strategic selectivity outperform across cycles. In fact, Bain’s 2023 B2B Growth Agenda survey found that companies that prioritize ICP-alignment and pipeline discipline were 30% more likely to report year-over-year revenue growth—even in soft markets.In tech sales specifically, companies that embedded AI-assisted qualification and disqualification into their process saw a 20–30% uplift in conversion rates—without increasing pipeline size. That’s the true payoff of strategic patience: higher yield from fewer deals.&nbsp;In a sales environment where cycles are long, buyers are skeptical, and energy is finite, the real competitive edge isn’t volume—it’s focus. Strategic patience means disqualifying early, preparing deeply, and choosing to invest only where alignment, value, and long-term potential exist.

Strategic Patience: A True Superpower !

<h3>Energy, not time, is the fundamental currency of high performance.</h3>Sales teams are under more pressure than ever: longer buying cycles, tighter budgets, and increasingly cautious decision-makers. In this environment, the teams that win won’t be the ones working the most hours. They’ll be the ones using their energy wisely—staying focused, aligned, and in their sweet spot.Jim Loehr and Tony Schwartz said it best in The Power of Full Engagement: “Energy, not time, is the fundamental currency of high performance.”If your sales professionnals are spending energy on the wrong clients, unqualified deals, or firefighting internal issues, they’ll burn out—fast. But if their attention is directed to the right opportunities, supported by strong leadership and clear structure, that same energy will drive performance and resilience.<figure id="figure-txlp210t2jmabaq8r2" class=""><img id="txlp210t2jmabaq8r2" src="https://cdn.durable.co/blocks/13COLVKcsrbFpWrTjI0eZFcmfn1MfZO7eUCV97oTbZlJbJbkKVrvAGBKxh5PguXp.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/13COLVKcsrbFpWrTjI0eZFcmfn1MfZO7eUCV97oTbZlJbJbkKVrvAGBKxh5PguXp.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>&nbsp;1. Trade “Busy” for “Working in the Sweet Spot”</h3>Lots of emails, demos, and follow-ups might make a rep look productive, but if that effort isn’t creating real progress, it’s just motion without movement. What really builds momentum is time spent in the sweet spot—working with the right clients on the right deals, where the rep feels energized and the opportunity is aligned.When reps spend too much time chasing poor-fit leads or handling internal friction, their energy gets drained fast. Over time, that shows up in missed targets, high stress, and stalled pipeline velocity.Try this: Ask in every weekly team meeting: “What gave you energy this week? What pulled you out of your sweet spot?” Look for recurring patterns. Use those insights to remove common drains and help your team stay focused on what actually moves deals forward.<h3>&nbsp;2. Coach energy, not just pipelines</h3>Reviewing deal status and updating forecasts is part of the job—but it’s not enough. Great sales leaders also coach reps on where their energy is going. Are they energized by their accounts, or grinding through low-yield deals? Are they operating with clarity, or just reacting to pressure?Loehr’s work emphasizes that sustainable high performance requires managing energy—physically, emotionally, and mentally. When reps feel clear, focused, and supported, they don’t just perform better—they last longer.Try this: Add one key question to your 1-on-1s: “What’s taking more energy than it’s worth right now?” This opens the door to real coaching—where you can help reps requalify deals, rebalance workload, or shift their strategy to get back to what works.<figure id="figure-f6ib6t5y5hmaa4846l"><img id="f6ib6t5y5hmaa4846l" src="https://cdn.durable.co/blocks/3aNByVUzs5qpt2WnvCBywq9jcAlzUrbWM55xVDiTe0vpRWqJFeg2DGhx1VeQz0BX.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/3aNByVUzs5qpt2WnvCBywq9jcAlzUrbWM55xVDiTe0vpRWqJFeg2DGhx1VeQz0BX.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>3. Turn cross-functional meetings into real sales enablement</h3>Too often, internal meetings are seen as a time sink. Reps leave feeling more confused than supported. That’s wasted energy—and it adds friction to every stage of the sales cycle.But when sales, marketing, and product teams come together with purpose, they can actually fuel each other. Instead of throwing problems over the wall, they solve them together. Sales shares customer insights, marketing tightens messaging, and product provides clarity on what’s possible. That’s when alignment becomes a true energy boost.Try this: Start a 15-minute weekly&nbsp; - “Momentum huddles" with sales, marketing, and product. Keep it tight. Share one customer win, one thing that’s helping move deals forward, and one place someone needs help. These quick check-ins build shared awareness and get everyone pulling in the same direction.<h3>&nbsp;4. Promote language that protects energy</h3>You can’t coach or reinforce what your team can’t name. If you want to help reps stay in their sweet spot, give them the vocabulary to describe what that looks like—and what it doesn’t.Naming the right types of wins helps reps focus. Naming the wrong types of deals gives them permission to walk away. And when that language gets repeated in dashboards, huddles, and coaching sessions, it becomes part of the culture.Try this: Define 3 key terms with your team:<ul><li>Sweet Spot Deals: Aligned, high-fit, high-energy.</li><li>Drain Accounts: High-effort, low-return, morale killers.</li><li>Momentum Wins: Clean closes that spark energy across functions. Use this language consistently. When reps know what to look for—and what to avoid—they make better decisions, faster.</li></ul><h3> </h3><figure id="figure-wyo44yz4xwmaa4a4dc"><img id="wyo44yz4xwmaa4a4dc" src="https://cdn.durable.co/blocks/1fkWEczqVxVsbLQU37LBJioNkemkxu4Jxt06RStzAqevpV1wjzPRgRKWfaO8d0QE.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/1fkWEczqVxVsbLQU37LBJioNkemkxu4Jxt06RStzAqevpV1wjzPRgRKWfaO8d0QE.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>5. Develop energy building skills</h3>We train reps on products and processes. But in today’s sales environment, that’s not enough. Reps also need energy skills: the ability to stay focused, rebound from setbacks, and manage their attention through long, complex buying cycles.Loehr calls this “training for performance energy.” It’s about building rituals that help reps reset, refocus, and stay engaged even when deals slow down or pressure builds.Try this: Hold a 30-minute “Reset Session” once a month. Ask questions like:<ul><li>What’s been draining your energy this month?</li><li>What’s one shift that would help you get back into your sweet spot?</li><li>What’s one thing you need more of to finish the quarter strong? These conversations build resilience and keep your team operating from a place of strength—not survival.</li></ul>Sales success in 2025 won’t come from grinding harder—it will come from making sure your team's energy is optimized! That means keeping your team in their sweet spot, helping them avoid unnecessary drains, and giving them tools to manage their energy with intention.

Strategic discipline drives focus, Energy Drives Results

<h3>The real differentiator this year won’t be who chases the most deals—it will be who has the discipline to focus their team's energy where it counts !</h3>2025 is shaping up to be a challenging year for sales . Many organizations are tightening budgets, freezing capital spending, and demanding stronger proof of ROI before making purchasing decisions.&nbsp; Even well-qualified opportunities are slowing down as buying committees expand, pilot projects&nbsp; become the norm, and procurement teams apply more scrutiny. On top of that, continued supply chain volatility is making clients more cautious, adding friction to deals that once moved more quickly.In this environment, it’s tempting to chase any deal that shows signs of budget and urgency. But that mindset can backfire. Every time your team invests energy into a misaligned client, they’re taking attention away from the ones who truly matter—the clients who align, expand, and stay.The real differentiator this year won’t be who chases the most deals—it will be who has the discipline to protect their team’s energy and focus it where it counts.Here’s how to avoid being lured into the wrong opportunities—and how to keep your team focused, resilient, and strategic in a demanding sales year.<h3>&nbsp;1. Avoid misaligned deals that drain your resources</h3>According to Gartner, up to 40% of support costs are consumed by just 15% of clients—typically those outside your core Ideal Client Profile (ICP).In a constrained market, misaligned deals aren’t just inefficient—they’re dangerous. These clients often require more handholding, challenge your processes, and push for custom solutions that divert product and delivery teams from your roadmap. Their needs may feel urgent, but they usually fall outside your scalable model.Beyond the operational strain, these accounts often bring down your profitability and become internal morale drainers. When you chase the wrong client, the real cost is not just margin—it's momentum and team energy.A deal that looks good on paper but strays from your ICP can silently erode your business health while you’re celebrating the close.Recommended action: Build a checklist of ICP criteria that must be met before moving to proposal. Treat misalignment as a stop sign, not a caution light.<figure id="figure-5xxaxxkzk9m9fvii8d"><img id="5xxaxxkzk9m9fvii8d" src="https://cdn.durable.co/blocks/efkYwAAZUZ2niioERDwW8zKPs7mxhEKohYA3GPtZo4gzkSDMQ3qVZQ9dfzRd22Jb.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/efkYwAAZUZ2niioERDwW8zKPs7mxhEKohYA3GPtZo4gzkSDMQ3qVZQ9dfzRd22Jb.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>&nbsp;2. When pressure is on... stay strategic !</h3>Harvard Business Review found that companies pursuing fewer, tightly aligned strategic priorities grow 2.5x faster and are more than twice as profitable as those that try to do too much.When pressure mounts—whether it’s a stalled pipeline, an end-of-quarter crunch, or heightened scrutiny from senior leadership—sales teams are far more likely to make strategic mistakes. These aren’t careless errors—they’re subtle, often well-intentioned decisions made in the name of urgency. Under stress, clarity fades, and the instinct to “just get something closed” takes over.&nbsp; Sales leaders and reps begin to rationalize poor-fit opportunities, overlook early warning signs, or push deals forward that conflict with long-term priorities. For example, they might commit to excessive customization, ignore red flags in procurement behavior, or assume that delivery and onboarding teams will “figure it out later.” What feels like a win in the moment often turns out to be a slow-burning liability—one that drains resources, erodes team confidence, and distracts from better-fit opportunities that were waiting just around the corner.The pressure to perform—especially in a tough sales year—can trigger reactional short-term thinking that results in long-term pain. The deal may look good on the surface, but beneath it lie increased delivery complexity, lower margins, and potential client dissatisfaction.Recommended action:&nbsp;&nbsp;Schedule regular 15-minute “focus check” with reps and other sales contributors. Make sure those focus checks include&nbsp; ttechnical, marketing and product people Ask questions like...&nbsp;<ul><li>Does this client clearly match our ICP?</li><li>Are we committing to anything we can’t confidently deliver?</li><li>Is this deal moving us toward strategic growth—or just relieving pressure?</li><li>Are we reacting of thinking longer term?</li></ul>Make it a habit, not a one-off. These micro-conversations help reps stay clear-headed, avoid reactive decisions, and protect their energy for the right deals.<h3>&nbsp;3. Build—and Use—your “No-Go” list</h3>Bain &amp; Company reports that high-growth B2B firms are twice as likely to disqualify poor-fit opportunities early in the sales process.Most companies document who they want to serve. Far fewer take the next step: clearly defining who they won’t. In 2025, that step is essential. A well-defined Ideal Client Profile (ICP) is the first line of defense in protecting your team’s time, energy, and delivery capacity.To define a strong Ideal Client Profile (ICP), start by looking inward. Analyze your most successful and satisfied customers—those who are profitable, renew or expand consistently, adopt your solution with ease, and align well with your team’s values and delivery model. Ask: Where do we deliver the most measurable impact? Which types of clients are easiest to onboard, require less support, and generate the highest lifetime value? Patterns will emerge.Once identified, these patterns can be translated into clear criteria. Start with the basic characteristics of the organization—like the industry they’re in, their company size, their location, and the job titles of the decision-makers you typically sell to. For example, your ideal client might be a midsize biotech firm with 50–500 employees, led by a director-level decision-maker who controls the budget.Then, look at the way they behave as buyers. Do they value long-term partnerships? Are they open to new solutions and willing to invest in quality? Do they have a clear problem they’re trying to solve—and a plan to act on it? On the flip side, red flags might include clients who are overly focused on price, demand extensive customization for a low cost, or have long, complex approval processes that slow everything down.The clearer your ICP, the easier it is to protect your team’s energy by focusing on clients who are likely to succeed—and respectfully walking away from those who aren’t a strong fit. A well-applied ICP helps you qualify with purpose and disqualify with confidence.Recommended action: Codify your “No-Go” traits and turn them into CRM fields, coaching points, and qualification criteria. The goal? Disqualify early.&nbsp; Protect your team’s energy before it’s spent.<figure id="figure-2cw947578am9fvn8ti"><img id="2cw947578am9fvn8ti" src="https://cdn.durable.co/blocks/2cBEe5bvWhMcnElB7uommcviVnHDvOSXYrjv3RAymoEQbYQGUYZCmgW501gj43j6.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/2cBEe5bvWhMcnElB7uommcviVnHDvOSXYrjv3RAymoEQbYQGUYZCmgW501gj43j6.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>&nbsp;4. Align sales, marketing, and product around the same focus</h3>According to SiriusDecisions (now Forrester), organizations with tight alignment between sales, marketing, and product experience 24% faster three-year revenue growth and 27% faster profit growth than those with low alignment.True alignment between sales, marketing, and product is not just a process issue—it’s a people issue. In high-performing organizations, these teams don’t just share tools and dashboards—they share goals, context, and trust. That level of collaboration doesn’t happen by accident. It’s the result of combining smart process alignment with deliberate people strategies that foster mutual respect and shared ownership.Start with the basics of process alignment. One of the fastest ways to build cohesion is by sharing the Ideal Client Profiles (ICP). Instead of marketing working off personas, sales working off gut feel, and product chasing technically interesting features , bring everyone together to define who the business is really for—and who it’s not. This gives all teams a common filter for targeting, messaging, qualifying, and roadmap planning.Next, implement weekly or bi-weekly revenue alignment meetings where marketing, sales, and product leaders review pipeline health, campaign performance, key client feedback, and product rollout status. These short syncs replace assumptions with shared insight. You’ll move faster—and smarter—when all teams are hearing the same signals and adapting together.Another powerful tactic is mapping the customer journey together. This forces each team to walk through the stages from awareness to onboarding and beyond—highlighting where handoffs happen, where friction occurs, and where messaging or product fit may break down. Even a half-day session can uncover quick wins that dramatically improve cross-functional flow.But process only gets you halfway. The real breakthroughs come from shifting how people relate to each other across teams. Start by building relationships. Create informal touchpoints—virtual coffees, mixed project teams, shared Slack channels—that let people build familiarity outside of escalation meetings. Pair team members as cross-functional “buddies” or liaisons to foster trust and information flow.Celebrate shared wins publicly, not just departmental ones. If a new product feature drives a big deal, recognize everyone involved: the product manager, the marketer who positioned it, and the seller who closed it. Recognition reinforces collaboration as a company value—not just a task.Finally, rally everyone around the voice of the customer. When teams listen to real client stories together—through call recordings, feedback sessions, or onboarding debriefs—they shift from internal agendas to external alignment. Empathy becomes the connector.The organizations that move fastest in uncertain times aren’t the ones with the most resources—they’re the ones with the most alignment and the least internal drag. That only happens when people and processes are intentionally designed to work together.Recommened action: Launch a 30-day cross-functional alignment sprint: bring together leaders from sales, marketing, and product to co-define your shared Ideal Client Profile, map the customer journey, and commit to one shared goal—such as increasing win rate or reducing churn. Assign owners, set quick wins, and create space for regular touchpoints. The goal isn’t perfection—it’s momentum, clarity, and protecting your team’s energy from misalignment.<h3>5. Celebrate the right wins</h3>CSO Insights found that sales teams using ICP-based qualification frameworks see 19% higher win rates and shorter sales cycles than those who don’t.In a year like 2025, any closed deal can feel like a win. But the most successful companies don’t just reward revenue—they reward strategic revenue. That means praising smart disqualification, celebrating focused execution, and recognizing clients who bring lasting value—not just short-term cash.When salespeople feel pressure to hit numbers at all costs, it becomes tempting to push deals forward that don’t fit—deals that drain delivery teams, frustrate customer success, and eventually churn. This creates a damaging cycle: sales “wins” that cost more than they contribute, and teams that burn out trying to service accounts that were never the right match to begin with.On the other hand, when organizations deliberately recognize deals that align with ICP criteria, lead to adoption, and result in retention or expansion, it reinforces the behaviors that drive long-term success. Salespeople become more confident in qualifying out poor-fit leads. Marketing sharpens messaging. Product stays focused on the right features.Strategic wins aren’t always the biggest. Sometimes, they’re the ones that close efficiently, align tightly with value propositions, and create momentum across functions. These are the deals that protect your team’s energy, rather than consume it.Recommended Action:&nbsp; Redefine what “winning” means inside your organization. Include ICP-fit, lifetime value potential, and client engagement in your win stories. Recognize and reward the behaviors that protect your team’s time, reinforce strategic clarity, and build a book of business that’s easier to serve, grow, and celebrate.<figure id="figure-aqdddzzzepm9fvthbb"><img id="aqdddzzzepm9fvthbb" src="https://cdn.durable.co/blocks/22WhgxLFbtWh6FTu4TFZ0qKpHW3eBvV6NMKHoGSJLyBi6EBymIJrX3vNNSygP0G1.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/22WhgxLFbtWh6FTu4TFZ0qKpHW3eBvV6NMKHoGSJLyBi6EBymIJrX3vNNSygP0G1.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure>

Strategic Focus Could Be Your Edge In 2025

Businessman hand stopping falling blocks on table

<h3>Essayer d’être tout pour tout le monde est une stratégie risquée !</h3>Pendant les périodes de ralentissement économique, de nombreuses entreprises tombent dans le piège de courir après toutes les opportunités possibles afin de maintenir leur chiffre d’affaires. Cependant, essayer d’être tout pour tout le monde n’est pas une stratégie—c’est une réaction. Lorsqu’une entreprise dit oui à chaque opportunité simplement pour générer des ventes, elle finit souvent par épuiser ses ressources, diluer son positionnement sur le marché et perdre un temps précieux avec des prospects de mauvaise qualité.Sans une stratégie Go-To-Market (GTM) bien définie, chaque opportunité devient séduisante, ce qui entraîne des efforts dispersés, des équipes de vente désorientées et un taux de conversion en baisse. En période d’incertitude, le focus et la précision sont plus importantes que jamais. Plutôt que de poursuivre chaque lead, les entreprises doivent se concentrer sur leurs clients idéaux, en s’assurant que leurs efforts sont ciblés, stratégiques et alignés sur le succès à long terme.<figure id="figure-s6urvjfd6im8f30gfe"><img id="s6urvjfd6im8f30gfe" src="https://cdn.durable.co/blocks/1d1hoM5Vv7KgzXHBSY3JLhECt98a0chVlwd2OWTHSWR6coYc0qDBqRCSjwt5LHYn.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/1d1hoM5Vv7KgzXHBSY3JLhECt98a0chVlwd2OWTHSWR6coYc0qDBqRCSjwt5LHYn.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>Courir après tout ce qui bouge coûte très cher !! </h3>Poursuivre des prospects mal qualifiés peut considérablement épuiser les ressources d’une entreprise et freiner sa croissance. Des études montrent que les représentants commerciaux peuvent perdre jusqu’à 50 % de leur temps sur des opportunités qui n’aboutiront probablement pas, ce qui entraîne des coûts d’opportunité considérables.Poursuivre des opportunités de mauvaise qualité ne consomme pas seulement du temps précieux, mais détourne également l’attention des clients à fort potentiel, ceux qui ont une véritable probabilité d’achat. Cette mauvaise allocation des ressources peut entraîner un important manque à gagner et une augmentation des coûts opérationnels.De plus, cibler le mauvais auditoire peut considérablement augmenter les dépenses marketing sans retour sur investissement correspondant, car les coûts marketing restent élevés sans être reflétés dans les revenus.<h3>Définir le client idéal pour mieux cibler les efforts de l'équipe</h3>1. Prenez le temps de définir votre profil de client idéal (Ideal Client Profile - ICP) avec intention. Une solide stratégie GTM commence par une définition claire des clients à cibler en fonction de :<ul><li>Secteur d’activité / industrie&nbsp; et taille de l’entreprise</li><li>Budget et capacité de paiement</li><li>Succès passé de l'organisation -&nbsp;</li><li>Adéquation entre les enjeux du client et vos solutions&nbsp;</li><li>Sentiment d'urgence du client à passer à l'action</li><li>Simplicité de gestion du client </li></ul>Conseil pratique : Si un prospect ne correspond pas à au moins 80 % de vos critères ICP, il ne doit pas être une priorité.2. Créez une liste “No-Go” – à qui vous ne vendrez pas Prenez le temps d’identifier votre “Worst Client Profile (WCP)” et apprenez à votre équipe à les repérer rapidement. Être sélectif n’est pas une faiblesse—c’est une force. Si une entreprise n’est pas un bon fit, elle risque de :<ul><li>Épuiser vos ressources</li><li>Vous forcer à dévier de votre stratégie produit</li><li>Réduire votre capacité à servir vos meilleurs clients </li></ul>Conseil pratique: Rédigez une liste des types de clients que vous ne poursuivrez pas, tels que:<ul><li>Les entreprises opérant dans des secteurs où votre solution n’apporte pas suffisamment de valeur</li><li>Les entreprises qui demandent une personnalisation excessive</li><li>Les clients qui n’ont pas le budget ou qui nécessitent des cycles de vente longs et incertains </li></ul>Rappelez-vous : Dire NON aux clients mal alignés avec votre stratégie GTM, c’est dire OUI aux bons !<figure id="figure-7husvsusvim8f310su"><img id="7husvsusvim8f310su" src="https://media.gettyimages.com/id/1142297845/photo/right-or-wrong.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=XAEg7V0z-Z1J3eeehMRZunma2mRl7pdL0dhb4nfcjRA=" alt="right or wrong" title="right or wrong" class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://media.gettyimages.com/id/1142297845/photo/right-or-wrong.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=XAEg7V0z-Z1J3eeehMRZunma2mRl7pdL0dhb4nfcjRA=" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure>3. Affinez votre message et votre positionnement Une stratégie GTM claire signifie un positionnement hyper-ciblé sur vos clients et ce qui les préoccupent le plus au moment ou vous communiquez avec eux:<ul><li>Parlez directement aux problématiques de vos clients idéaux</li><li>Évitez les messages génériques qui cherchent à plaire à tout le monde</li><li>Assumez clairement à qui votre produit ne s’adresse pas </li></ul>Conseil pratique: Demandez-vous : "Si mon client idéal lisait notre message, aurait-il immédiatement l’impression que nous lui parlons directement ?" Si la réponse est non, il est temps de le retravailler.4. Formez votre équipe à disqualifier sans compromis En période difficile, certains professional de la vente ont tendance à poursuivre chaque opportunité pour atteindre leurs quotas. Il est critique que ces derniers puissent prendre de meilleures décisions quant aux opportunités à cibler<ul><li>Utilisez des critères de qualification clairs et entraînez vos professionels à scorer chaque opportunité sur une échelle de 1-5</li><li>Incorporez ces scores dans les revues de funnel hebdomadaire et posez des questions à vos professionels sur la qualité des opportunités qu'ils poursuivent</li><li>Apprenez à vos professionels comment désengager poliment et respectueusement des prospects moins intéressants afin qu’ils puissent consacrer plus de temps aux clients les mieux alignées avec votre stratégie GTM </li></ul>Conseil pratique : Équipez vos professionels avec des questions de disqualification et formez les à se retirer le plut tôt possible dans le processus de vente.<figure id="figure-60hddihefm8f31s2q"><img id="60hddihefm8f31s2q" src="https://media.gettyimages.com/id/2151319863/photo/stairs-target-arrow-on-blue-background.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=1J35kujkzPQBHs6RUPRyxkxz7WK-tKSRD9WFg8sYprc=" alt="Stairs target arrow on Blue background." title="Stairs target arrow on Blue background." class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://media.gettyimages.com/id/2151319863/photo/stairs-target-arrow-on-blue-background.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=1J35kujkzPQBHs6RUPRyxkxz7WK-tKSRD9WFg8sYprc=" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure>5. Mesurez et affinez régulièrement votre ciblage. Votre marché évolue, et votre stratégie GTM doit évoluer au même rythme. En période difficile, cibler ses efforts et éviter les distractions est primordial !<ul><li>Analysez les opportunités gagnées vs. perdus pour affiner votre ICP</li><li>Étudiez les taux de "churn" par segment client: si un segment a un taux de résiliation élevé, il se peut qu’il ne soit pas le bon</li><li>Ajustez votre message, votre ciblage et votre processus de vente en fonction des données recueillies </li></ul>Conseil pratique: Mettez en place un processus de révision systématique pour affiner votre ciblage et éliminer les distractions.&nbsp; Si vous ne pouvez pas dire NON à un client, alors vous n’avez pas de vraie stratégie Go-To-Market.Michael Porter l’a dit mieux que personne : « L’essence de la stratégie, c’est de choisir ce que l’on va éviter de faire. »<h3>Quel type de client allez-vous arrêter de poursuivre cette année?</h3>Partagez vos réflexions en commentaire !

Quel type de client devriez-vous arrêter de poursuivre?

<h3>Trying to be everything to everyone is a risky strategy in tough economic times</h3>During economic downturns, many companies fall into the trap of chasing every possible deal in an attempt to maintain revenue. However, trying to be everything to everyone is not a strategy—it’s a reaction. When businesses say yes to every opportunity just to keep sales flowing, they often stretch their resources too thin, dilute their market positioning, and waste valuable time on prospects that aren’t the right fit.Without a well-defined Go-To-Market (GTM) strategy, every opportunity starts to look appealing, leading to scattered efforts, unfocused sales teams, and lower win rates. In uncertain times, efficiency and precision matter more than ever. Instead of chasing after every lead, companies must double down on their ideal customers, ensuring that their efforts are targeted, strategic, and aligned with long-term success.<figure id="figure-vatla8h7djm8bucn6e"><img id="vatla8h7djm8bucn6e" src="https://cdn.durable.co/blocks/1d1hoM5Vv7KgzXHBSY3JLhECt98a0chVlwd2OWTHSWR6coYc0qDBqRCSjwt5LHYn.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/1d1hoM5Vv7KgzXHBSY3JLhECt98a0chVlwd2OWTHSWR6coYc0qDBqRCSjwt5LHYn.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>The costs of going after the wrong clients are staggering!!</h3>Pursuing unqualified sales leads can significantly drain a company's resources and impede its growth. Research indicates that sales representatives may waste up to 50% of their time on opportunities unlikely to convert, leading to substantial opportunity costs. ​&nbsp;Engaging with unqualified leads not only consumes valuable time but also diverts attention from high potential clients who are more likely to result in successful sales. This misallocation can lead to missed revenue opportunities and increased operational costs. ​Moreover, targeting the wrong audience can dramatically inflate marketing expenses without corresponding returns, as high marketing costs persist without being reflected in revenue. ​&nbsp;<h3>How to define the right clients – AND SAY NO TO THE WRONG ONES</h3>1. Identify your Ideal Client Profile (ICP) with intentA strong GTM strategy starts by defining exactly who you want to sell to based on:<ul><li>Industry &amp; company size</li><li>Budget &amp; ability to pay</li><li>Problem fit: Do they truly need your solution?</li><li>Sales cycle length (Are they ready to buy, or just exploring?)</li><li>Cultural &amp; operational fit (Will they be easy to work with?) </li></ul>Action Step: If a prospect doesn’t match at least 80% of your ICP criteria, they’re not a priority.2. Create a “No-Go” List – Who you won’t sell toTake the time to identify you "Worst Client Profile (WCP)" and teach your people how to recognize them quickly.&nbsp;Being selective isn’t a weakness—it’s a strength. If a company isn’t the right fit, they will:<ul><li><span style="font-family: inherit; font-size: calc(18px * var(--body-fontSize, 1)); font-weight: inherit; font-style: var(--body-fontStyle, normal); background-color: rgba(249,250,251,var(--tw-bg-opacity));" data-mce-style="font-family: inherit; font-size: calc(18px * var(--body-fontSize, 1)); font-weight: inherit; font-style: var(--body-fontStyle, normal); background-color: rgba(249,250,251,var(--tw-bg-opacity));">Drain your resources</li><li>Push your product in directions that don’t align with your strategy</li><li>Reduce your ability to serve your best customers &nbsp;</li></ul>Action Step: Write down the types of customers you will not pursue. This could include:<ul><li>Companies in industries where your solution doesn’t deliver enough value</li><li>Businesses that demand excessive customization</li><li>Clients that lack the budget or require long, uncertain sales cycles</li></ul>Remember: Saying NO to bad-fit clients means saying YES to the right ones!<figure id="figure-31x823o3spm8buhffb"><img id="31x823o3spm8buhffb" src="https://media.gettyimages.com/id/1142297845/photo/right-or-wrong.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=XAEg7V0z-Z1J3eeehMRZunma2mRl7pdL0dhb4nfcjRA=" alt="right or wrong" title="right or wrong" class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://media.gettyimages.com/id/1142297845/photo/right-or-wrong.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=XAEg7V0z-Z1J3eeehMRZunma2mRl7pdL0dhb4nfcjRA=" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure>3. Focus your messaging and positioningA clear GTM strategy means being hyper-targeted in how you position your business.<ul><li>Speak directly to the pain points of your ideal clients.</li><li>Stop using generic language that tries to appeal to everyone.</li><li>Be bold about who your product is not for&nbsp; </li></ul>Action Step: Ask yourself, "Would my ideal client read our messaging and immediately feel like we’re speaking directly to them?" If not, refine it!4. Train your sales team to qualify ruthlesslySales reps often chase every lead to hit quotas, but a great GTM strategy trains them to focus on high-probability deals.Use qualification frameworks like BANT (Budget, Authority, Need, Timeline) or MEDDIC (Metrics, Economic Buyer, Decision Criteria, etc.) Help reps politely and respectfully disengage from unqualified prospects so they can spend more time on high-value customers &nbsp;Action Step: Equip your sales team with disqualification questions—so they can politely walk away from bad-fit deals early.<figure id="figure-eyzf9szuq7m8bujlwo"><img id="eyzf9szuq7m8bujlwo" src="https://media.gettyimages.com/id/2151319863/photo/stairs-target-arrow-on-blue-background.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=1J35kujkzPQBHs6RUPRyxkxz7WK-tKSRD9WFg8sYprc=" alt="Stairs target arrow on Blue background." title="Stairs target arrow on Blue background." class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://media.gettyimages.com/id/2151319863/photo/stairs-target-arrow-on-blue-background.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=1J35kujkzPQBHs6RUPRyxkxz7WK-tKSRD9WFg8sYprc=" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure>5. Measure and refine your focus regularlyYour market evolves, and so should your GTM strategy.<ul><li>Review closed-won vs. closed-lost deals to refine your ICP.</li><li>Analyze which customers churn—if a segment has high churn, it may not be the right fit.</li><li>Optimize your messaging, targeting, and sales process based on data. </li></ul>Action Step: Have a quarterly review process to fine-tune your ideal client focus and remove distractions.If you can’t say NO to a bad-fit client, then you don’t have a real Go-To-Market strategy.&nbsp; Michael Porter said it best: «The essence of strategy is choosing what not to do."<h3>What’s one customer type will you stop chasing?&nbsp;</h3>Drop your thoughts in the comments!

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Quel type de client devriez-vous arrêter de poursuivre?

Which clients do you need to stop chasing?