How to Spot (not stop) Funnel Vision: A Sickness in B2B Sales

Some B2B’s will capture revenue and market share as they experience growth and scale over time (some).

Product-led growth is ideal but it’s not a deal breaker in B2B selling. Begging the question, if you don’t happen to have a product like Drift, Slack, Dropbox how can you compete. That’s a good question, this isn’t about that. It’s about what look out for in your in revenue efforts and spotting funnel vision in your company.

If you’re not familiar:

Funnel Vision is when a B2B SaaS Company has a culture, leader, or sales methodology where acquiring new logos is more valued than retaining and growing the clients you have.

Being laser focused is what some executives are known for. If you think your company is showing potential signs here’s a list to get you started:

Common traits of those affected by funnel vision are:

• an obsession to relentlessly acquire new customers
• an obsession to serve prospects more than to obsess over serving existing (paying) customers

• little regard to the customer experience,

• When leadership doesn’t consider clients to be the most important asset, second only to employees
• Loose product-market fit, or comprising for short term gains
• History of overpromising and underdelivering value

The B2B Report

Author: Aaron Cowell

I love helping B2B SaaS companies grow and scale for long-term sustainability. I believe: • How you scale matters. • Long-term and sustainable growth happens through mastery of customer experience. • SaaS companies are feeling the pressure to grow by any means necessary. • When B2B's are too focused on winning net-new business, it's to the detriment of their paying customers, loyal employees, and future prospects. My background / experience: • Closed over ~$1.25B in paid subscription revenue for B2B SaaS clients since 2010 (50,000+ deals and counting) • 9 years experience, in B2B Sales, SaaS Customer Success, Account Management, Biz Ops and Go-To-Market Strategy • Servitude: Over a decade in servant and global organizational leadership View all posts by Aaron Cowell