When and at what moments the sales strategy should be changed

Sales strategies determine success and winners in every market.

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Changing a sales strategy isn’t something tied to a fixed calendar date or a single "aha" moment—it’s about responding to shifts in the environment, performance, or customer behaviour. Here’s when and why it might make sense:

Market Shifts: If competitors pivot, new players enter, or customer preferences evolve—like when digital streaming killed off DVD rentals—your strategy needs to adapt. Look at trends in demand, pricing, or tech adoption. For example, if your industry’s average deal size drops 20% in six months, it’s a signal.

Performance Plateaus or Drops: If your conversion rates stall, revenue flatlines, or your team’s hitting the same numbers despite more effort, the current approach might be tapped out. Check metrics like lead-to-close time or customer acquisition cost. A jump from $50 to $100 per lead without better outcomes screams inefficiency.

Customer Feedback: When clients start saying “This isn’t working for us” or churn spikes—say, a 15% increase in cancellations over a quarter—it’s a neon sign. They’re telling you what their value has changed. Maybe your upsell pitch feels pushy, or your product’s no longer the best fit.

Internal Misalignment: If your sales team’s morale tanks or they’re consistently missing quotas—think 70% attainment for three months straight—the strategy might be too complex or disconnected from reality. A good strategy fits the team’s strengths, not just the boardroom’s whiteboard.

Economic or Regulatory Curveballs: A recession hits, interest rates climb, or new laws reshape what you can sell (e.g., data privacy rules killing cold outreach). When disposable income shrinks 5% year-over-year, pushing luxury goods the same way won’t fly.

Moments to Act: Don’t wait for a crisis. Review every quarter—sales cycles often align with that rhythm. If data shows a 10% dip in key metrics (sales volume, pipeline velocity) for two cycles, test a tweak. Small experiments—like shifting from volume discounts to value-based pricing—can reveal what’s next without a full overhaul.

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