20SALES的动态

Have you ever wondered how Henry Schuck went from his law school dorm room to the boardroom of a multi-billion company (hint: ZoomInfo)? ?? This Thursday, Henry is joining Nick Cegelski and Armand Farrokh of 30 Minutes to President's Club to talk about going from a bootstrapped startup where he was in the lead rotation, selling to everyone from small staffing firms to Fortune 100 companies. It's going to be a wide-ranging discussion including: ?? How to find the right market-fit for your product ?? How to acquire your first customers ?? How to establish predictable revenue ?? How to build your sales team This is a can't miss event ?? https://bit.ly/3KYHzJ2

“I think in this macro environment, find out what are the one or two or three things that are mission critical that you’re doing well and are working, and don’t change them,” Ben said. “The mistake I see a lot right now is the amount of people who are recycling their go-to-market or trying to completely pivot their business model because they have a new person. Many people are second-guessing their go-to-market strategies right now, and I think there’s a lot of CRO and sales leadership turnover.” ?? This can slow down and create excessive change management and adoption risks. It is crucial not to prioritize overhauling systems that are working effectively over those that need some serious attention ?? My favorite way to evaluate the GTM landscape and decide where to start is by introducing a Maturity Model across GTM functions. By assessing the maturity levels from reactive to proactive stages, companies can pinpoint areas that genuinely need innovation while maintaining stability in others. ?? For example, in the initial reactive stage (Stage 1), a company might struggle with uncoordinated efforts across sales and marketing, leading to inefficient resource use and poor customer experiences. As they advance to more proactive stages, they integrate technologies like CPQ software more seamlessly, enhancing workflow and data utilization. ? As you implement and improve on areas like Service-Level-Agreements (or SLA), Funnel & Stage Ownership, Activity Completion & Tracking, and Monitoring Pipeline Health, your GTM organization feels less like a team of firefighters and more like a team of smart home agents who are finding and solving pipeline risk challenges before they show up at the end of an important quarter. This strategic layering of changes ensures that every modification is purposeful and builds on a solid foundation, promoting sustainable growth and reducing the churn often seen with leadership transitions. #GTMStrategy #Leadership #SalesEnablement #RevenueOperations #MaturityModel

We've worked with many early-stage companies, and I've noticed something that's deeply puzzling: Founders pitch to VCs and raise millions, but then they flail when articulating their story to the market. ?? I don’t get it. They just went to a VC, sold their vision, and got money. Yet, their elevator pitch sounds like they showed up to a fancy dinner in sweatpants. Weird. Why is this happening? ??♀? In my experience, founders disconnect their fundraising narrative from the GTM story. Also… > They haven’t done enough market testing. There’s a difference between researching your TAM and asking for a sale. > They avoid tracking competitors because it’s demotivating. Differentiation gets muddier and muddier. > If founders are selling (and they should be), how well is the feedback being reported and documented? What have they learned about the dynamics of the sales process — how their buyers buy and who is involved in the deal? Fellow founders, VCs, and others: What have you observed??

Last week, I felt like a catcher as I was "pitched" to 13 times by early-stage companies at George Mason's Patriot Pitch Competition and the Accelerate Breakfast Series. Many early-stage and startup companies have sales issues because of lack of resources, not enough lead generation, inexperience, difficulty standing out, sales process optimization, and scaling challenges. By getting some help, businesses can overcome these challenges and build a strong foundation for future growth. Let me know if you could use some revenue generation assistance!

Ben Fiechtner (CRO, Clari) and Crew Capital’s portfolio companies chat at a roundtable to discuss his formula for building and benchmarking sales. You’ll learn: - The difference between one-step vs. two-step sales processes - Direct vs. indirect sales channels - How to structure sales compensation for startups - Three key focus areas for your GTM organization and how to benchmark them Check out the full article here: https://bit.ly/3UKhNOg

No serious VC/good financial partner expects you to have all the answers early. And while they do expect you to be an optimistic ambassador of your startup they also rightfully expect you to be honest. Often first time founders forget that leading a startup means you’re in the business of business. Professionals want to talk to other professionals who have a well thought out plan, are optimistic, and can lead while building culture. That’s all hard enough as it is. Don’t muddy the water with nonsense.

LinkDeal momentum! Angels listen up! Diran George and I have just announced that Anup Khera will be joining as GTM Advisor and Non Executive Director. LinkDeal helps sales reps close more deals, faster and on autopilot. I’m going to be honest. I’ve been running around Silicon Roundabout since 2010. This was what the labour government once dubbed Old Street Roundabout. It’s quite different now. In that time I’ve come accross 100s of Founders and had the chance to invest in many but didn’t or couldn’t. It’s quite painful going into though my feed and seeing all the opportunities I’ve missed over the years. But it is what it is. For those of you that do angel invest don’t let this be a missed opportunity. If you follow me you know I’m prolific about the things I talk about. Like it or not LinkDeal is going to become part of your world if you are part of mine ?? So therefore come and get involved. Or at the very least request the investment deck. We are raising ￡250k SEIS on our pre-seed round at a realistic valuation and we will do our best to give you a good return. Most of all come along for the ride! DM me for details of the raise.

?? Excited to let you know about a Bessemer Venture Partners event on Monday "Making your first $1M — Sales strategies and mechanics when driving early-stage SaaS revenue" ?? I am joining a bit of a star-studded panel which includes Kate Jensen, Head of Revenue at Anthropic and Tony Rodoni who is the former EVP of Sales at Salesforce. Just a couple of mildly familiar names for you there! Zero to $1M is arguably the toughest part of a startup's life. It's corporate life or death, so it's critical you derisk this phase as much as you can. We'll be covering: - Signs it's time to transition from Founder-Led to Sales-Led Teams - How to structure and hire your Sales teams depending on the business model and motion - Identifying vital GTM roles to support revenue generation (PLG vs. - Enterprise Led vs. Blended) - Case studies on sales strategies based on if startups are category creators, challengers, etc. - Frameworks, benchmarks, best practices employed by high-performing Sales teams - AMA with the audience You can register by clicking on the link in the comments. It'll be a great event! See you there ??

Got this email from a Top 3 VC firm yesterday (based on AUM). I get one of these every few weeks. I take the calls to 1) build relationships for if/when we raise another round 2) for biz dev - and get them to refer portcos as customers. When you’re profitable, you maintain leverage. Because you can basically operate indefinitely. My process is build an mvp -> acquire customers -> get feedback -> add features -> get more customers -> get more feedback -> repeat over and over again. What I tend to see is founders building for perfection, let ego get in the way of acquiring customers, skip the feedback process and then try and raise capital ??♂? The bottom line is shit will never be perfect, you will get your feelings hurt, you will piss some people off. If things feel safe or comfortable, you aren’t growing. Period.

Six(ish) months ago, sitting in a coffee shop, Zach and I had a conversation about working together. The conversation revolved around startups, and founders and sales challenges. Why scaling businesses was hard, and how so many folks didn't have what they needed to be successful. It was out of that conversation that Revenue Rocket was born. It was birthed out of this notion that Sales Doesn't Have to Suck... but for most people it does. We wanted to bring together a group of elite sales leaders, operators and executers to attack some of the hardest sales challenges... lead gen, GTM, closing, sales operations (etc). Well, fast forward 6 months and we just brought on another UNBELIEVABLE asset, Alex Newman, to build this thing with us. He has been driving immense value for his clients for 10+ years solving alot of the same challenges that RevRocket is solving. We couldn't be more excited to have him... not just because he is one of the best sales minds out there... but because he loves people and wants to see people succeed in business (and in life). Please join us in welcoming Alex as a founding member of the ??