B2B Sales

As 2025 draws to a close, it is striking how consistently SaaS leaders have rediscovered the same truth: the GTM engine is not a playground for clever tactics, but a system whose performance depends on clarity, discipline, and coherence. In that spirit, the final WBIGTM essay of the year looks back at what 2025 has taught us — not through the lens of novelty, but through the lens of accumulated wisdom.

As a bit of end-of-year fun, Louis put together some Christmas Video Cards that went out on LinkedIn. Here they are in all their splendour! Oh, and apologies for the absolutely hideous Christmas Jumper... Day 1: A TAM That Isn’t Actually TAM Most markets aren’t too small. They’re just misunderstood. If your TAM feels enormous but growth feels hard, the problem probably isn’t demand. It’s clarity. Real scale comes from knowing exactly  who you serve, why they buy, and what cha

Across SaaS, sales performance has slipped while buying has grown harder. In our discussion we talk through data showing falling quota attainment, lengthening enterprise sales cycles, shrinking average deal sizes, and new-logo win rates that are, in many categories, below one in five. None of this is a moral failing; it’s the predictable result of bigger buying groups, greater perceived risk, and teams still running 2019 playbooks in a 2025 market.

When it comes to segmentation, targeting and positioning, you have to discriminate: you have to pick the segments you want to serve. You cannot be all things to all people. 

Why do organisations find it so hard to articulate and quantify the value they deliver to their customers? Challenger propositions are excellent devices for solving one of the hardest problems in business development – crossing the gap from “awareness raised” to “conversation held”.

Unlike some frameworks that only address sales, SPICED was designed to work across the full customer lifecycle — from Sales to Customer Success, from onboarding through to expansion. It blends sales process with qualification logic, without needing a different tool at every turn.

In too many organisations, methodologies become silos. A team might run Challenger training, dabble in SPIN, sprinkle in a bit of MEDDPICC, and declare victory. But without a unified framework to tie it all together, reps fall back on old habits, managers coach inconsistently, and execution becomes patchy.

At its heart, MEDDIC aimed to solve one big problem: "Why are we wasting time chasing bad deals?"

Niall Simpson takes Louis through his paces in the gym... and they talk about how sales leaders must become better coaches in order to thrive.

More deals today are dying not because buyers prefer a competitor, but because they’re too overwhelmed, risk-averse, or uncertain to make any decision at all. The JOLT Effect explores the reasons behind this: fear of commission and fear of omission. Discover how to overcome them both in B2B Enterprise Sales

Starting enablement initiatives in a growing company can feel like trying to assemble IKEA furniture without the manual (or worse, with one in another language). But with a clear plan, you’ll soon have a team that’s driving real business impact.

Where The Challenger Sale really sets itself apart is in how it structures the conversation — not just what you say, but the order in which you say it. This is what creates the tension, insight, and urgency that drives deals forward.

SPIN is an acronym for the four types of questions great salespeople use to uncover and develop a customer’s needs.