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BUILDING A REPEATABLE, SCALABLE
& PROFITABLE GROWTH PROCESS[ ]
Building a repeatable, scalable
& profitable growth machine
Scaling the Business
Search for Product/Market Fit
Search for ...
Before we get there, let’s spend a minute on PMF
Search for Product/Market Fit
Greatest mistake: Design, Build, Sell
Search for Product/Market Fit
Test hypothesis
“What are we solving? How?”
Prove the ...
Instead: Sell, Design, Build
Search for Product/Market Fit
Test hypothesis
“What are we solving? How?”
Prove the Value
“Wh...
Why this advice is so hard to follow
Founders from technical and product backgrounds not
comfortable with prospecting or c...
Credit: Harvard marketing professor Theodore Levitt:
“People don’t want to buy a quarter-inch drill. They want a quarter-i...
Don’t be afraid to do a consulting project
• Really understand the
customer’s environment
• Flesh out the “whole product”
...
Good Evidence of Product Market Fit
• A number of customers have purchased
• Referenceable
• Customers are happy
• Using t...
Predictable, Repeatable, Scalable, Profitable Growth
Scaling the Business
Search for Product/Market Fit
Search for Repeata...
The key sign that you’re getting there:
Bookings - (NOT Revenue or ARR!)
For SaaS:
Bookings = Net New ARR
(New + Expansion...
ARR with Flat Bookings ARR with Growing Bookings
Q1 Q2 Q3 Q4 Q5 Q6 Q7Q1 Q2 Q3 Q4 Q5 Q6 Q7
Phase 4. and 5.
Find a repeatable Sales Motion
Search for Repeatable & Scalable
& Profitable Growth Model
4 5
Find
Repeata...
At the beginning: No clear sales path
By the end: Well understood path
What are we trying to learn?
• Which target market?
• Who in the organization to sell to?
• What pain / use case to target...
Deliverables
• Marketing Playbook
• Sales Playbook
• Customer Success Playbook
• Renew and Upsell Playbook
Example NewCo Sales Process (Playbook)
Definition Activities Milestones
Clearly identify whether the
Opportunity continues...
Where do you start?
Fire Up an Initial Lead Source
Team:
• Founders
• Aided by Pathfinder/Trailblazer Sales Rep
Pathfinder/Trailblazer Sales People
• Not like ordinary sales people – who follow a playbook
• They have to create and evo...
Goal: Pick one target market
… with a clear Use Case
Use Case Benefit
Why?
• “Whole Product”
• Features, integrations, and partnerships needed for
each use case are different
• Deciding on one...
Messaging is far more powerful
• Example – for Corvana - an AI powered Smart BI system
• Broad messaging:
• Our Smart BI s...
Recommended Starting Point
Make a list of your best ideas
for potential target markets
Score Them
Examples of
Target Market Choices
TAM
Pain level / Urgency
and
Willingness & Ability
to pay
Amount of work
requ...
Hair on Fire Urgency is key to success
• Buyers resist change
• Without urgency you will have:
many good conversations
but...
Ideal Customer Profile - ICP
Ideal Prospect
Characteristics
• Industry:
• eCommerce companies
• Size:
• Mid-market - Reven...
Messaging
• Business benefits, not product features
• Clear
• Simple
• Short
• Explains differentiation from competition
Positioning Statement
• For Who?
• Who needs What?
• Our Category?
• Provides: Key Benefits
• Unlike Key Competitors
• We ...
Define our Growth Process
XXX YYY
[ ]BUYER-CENTRIC FUNNEL DESIGN
WHY DO WE NEED
A GROWTH PROCESS?
MyProduct.com
HOW IT WORKS
DESCRIPTION
Our collaboration
product allows you
…
BUY NOW!
Only $9,999
In a perfect world…
WHY DOESN’T
THIS WORK?
BUYER QUESTIONS
AND CONCERNS
BUYING PROCESS
How do we respond?
Break the process down into a series of steps…
Design a series of steps
that we want customers to go through
Website Free ...
Results in a Funnel
Not all people entering the first step will get to the second, etc.
Studying Funnel Blockage Points
Suspects Suspects
Suspects
Suspects
Suspects
Suspects
Suspects Suspects
Suspects
Suspects
...
The Source of most Problems
Vendor
Centric
NOT MOTIVATED TO DO
THAT THEY ARE
CUSTOMERS WILL DO
SOMETHING
YOU ARE HOPING YOUR
A better way to approach to Funnel Design
Buyer
Centric
Buyer-Centric
THE BUYERS JOURNEY
THE BUYERS JOURNEY
Awareness Consideration Purchase
Mismatch:
Sales often handle every lead as though they were in the Purchasing phase
I’m paid to sell. I better be selling.
Likely Distribution of Web Site Visitors
Vendor
Web Site
80%
Awareness
15%
Consideration
5%
Purchase
Different Dialog and Content for each stage
Awareness Consideration Purchase
• Create Problem & Pain
awareness
• Discuss h...
• Just lost my data in hard drive crash
• Backup software/service
• Starting a new software project
• Dev Tools, etc.
• Pe...
Buyer Personae
Who is involved in the buying process?
Champion Economic Buyer
/ Decision Maker
IT required for sign off
Getting to know your Buyer Personae
• Identifying Characteristics
• Company Profile (your ICP)
• Any special characteristi...
Getting to know your Buyer Personae
• What pain do they have that we address?
• Is it latent pain, or obvious pain?
• How ...
Getting to know your Buyer Personae
• Are they searching for a solution?
• If yes, how do they go about doing that?
• Who ...
[ ]FUNNEL DESIGN
GET INSIDE YOUR BUYER’S HEAD
Designing a Growth Process to match Buyer’s Journey
Strangers VisitorsAttract CustomersCloseLeadsConvert PromotersDelight
...
Top of Funnel
Drive the right traffic
that matches your
ICP and convert to
raw leads
Middle of Funnel
Convert raw leads
in...
Top of Funnel
Inbound Marketing
Paid Marketing
Website
Strangers Conversion
Event
Raw
Lead
Outbound
SDR’s
Account-based Mk...
Account Based Marketing
• ICP powers all marketing
• Ideal Customer Profile
• Build lists of matching accounts
• Discover....
Middle of Funnel
Raw
Lead
Lead
Scoring
Lead
Nurturing
Database
High
Low
Nurture
Webinars, events,
newsletters, etc.
Enrich...
Mktg
Qualified
Lead
Sales – Lead Stages
Qualify
Sales
Qualified
Lead
CustomerClose
Discovery
Call
Opportunity
Ready to
buy...
Initial Guess at Growth Process
Website Free Trial
Map Buyers Process to Your Steps
Research
Shortlist
Vendors
Check
Review Sites
Evaluation
Website Free Trial
BUYER
VENDOR
...
GET INSIDE YOUR BUYERS HEAD
How are they
reacting as they
go through our
funnel steps?
What are they
thinking as they
go t...
Optimize Your Steps to Fit
Research
Shortlist
Vendors
Check
Review Sites
Evaluation
Website
BUYER
VENDOR
ROI &
Justificati...
Optimize Your growth process to Fit
Research
Shortlist
Vendors
Check
Review Sites
Evaluation
Website
BUYER
VENDOR
ROI &
Ju...
ADDRESS ALL DECISION CRITERIA
Address
Security Concerns
3rd Party
Security Audit &
Whitepaper
BUYER
Is this a safe vendor
...
Expand Lead Flow
Test and Optimize the Funnel Flow
Fix Conversion
Rate Problems
Suspects Suspects
Suspects
Suspects
Suspects
Suspects
Suspe...
Choosing a Go-to-Market Model
Freemium
Viral
No Touch
Self-
Service
Light Touch
Inside
Sales
High Touch
Inside
Sales
Field...
How I assumed the two would relate
A rough estimate of CAC versus Sales Complexity
Freemium
No Touch
Self-
Service
Light Touch
Inside
Sales
High Touch
Inside...
The relationship is roughly exponential
Clearly adding
Human Touch
dramatically
increases costs
Sales Complexity
CAC (logarithmic)
10x
10x
10x
The Red Zone
$1
$10
$100
$1,000
$10,000
$100,000
$1,000,000
Freemium No Touch Inside Sales Channel Field Sales
Sales Compl...
Salesforce
disrupts Siebel
with a lower cost
sales model
due to SaaS
free trials
$1
$10
$100
$1,000
$10,000
$100,000
$1,00...
Long Sales Cycles – Very Tough for Startups
Cycle time for learning is too long,
so very few cycles get executed
The Obvious Take-away
• Do everything you can to remove human touch
from sales and onboarding
• Or make the human touch as...
What creates Sales Complexity
• High Price point
• Complicated to evaluate?
• Integration needed with other systems?
• Mul...
Start with the buyer
Understand the Complexity of your Sale
• Price point
• Larger investments need greater justification,...
Land & Expand
Much easier to get a large order
once the product is proven
Product-Led
Growth Models
$1
$10
$100
$1,000
$10,000
$100,000
$1,000,000
Freemium No Touch Inside Sales Channel Field Sale...
PQLs – (Product Qualified Leads)
Thanks to Christopher O’Donnell
conversion rate
1% 100%
Product Led Growth – the virtuous cycle
21%
66%
13%
Salesforce
R&D
Sales &
Marketing
G&A
55%
25%
20%
Atlassian
R&D
Sales &...
Product Led Growth –
the virtuous cycle
Atlassian are spending 2.6 x more
of their expense dollars on R&D
What model should I pick, and do I need salespeople?
• While you are testing options for a repeatable sales model
• Don’t ...
Phase 6. Make it scalable
Search for Repeatable & Scalable
& Profitable Growth Model
6
Make it
Scalable
Ideal Initial Sales Staffing
Close early-access sales Find Predictable and
Repeatable Sales Motion
Make it Scalable
Founde...
Bookings
Driven by very simple math
Without Sales people
Leads
Simple linear relationship
Conversion
Rate
Average
Deal Size
x x
But when you add in Sales People…
Ramp
Time
Sales
Capacity
Limit
Growth comes in discontinuous units
What Drives Bookings?
No of
Sales People Productivity per Rep
(Average)
x
PPR
Lets look at each of these in turn…
Number of Sales People
One of the most common reasons for missing plan
Didn’t hire sales people fast enough
Sales Hiring
• You will need to build an in house recruiting machine
See my blog post:
“Recruiting: the third crucial Star...
PPR: Productivity per Rep
• Quality of sales hires
• Sales Training and
Onboarding
PPR: Sales Training and Onboarding
• Sales people: one of the most expensive resources
• Yet typically little effort put i...
Sales Onboarding at the Scaling Phase
• Section Titles
• Company Information
• Case Study & Stats
• Our Products
• Market ...
There’s one other thing that drives PPR
Adequate Lead Flow
Etc.
Finding Scalable Lead Sources
Facebook Ads
Paid Search
Lead volume
Time
Paid lead sources tend to hit a limit
Generating your own traffic Versus SEM
Time
Traffic
Time
Traffic
 Pros:
 You own the traffic
 It builds on itself and b...
Your first Marketing Hire
• The crucial marketing skill: knowing how to generate leads
• Often referred to as Demand Gen
•...
Phase 6 – Make it Scalable – Exit Criteria
• Predictable, Repeatable, Scalable
• Consistent growth in Bookings (not just A...
Deliverables at the End of the Process
Customer SuccessSalesMiddle of FunnelTop of Funnel
Strangers Visitors Leads Custome...
Phase 7.
Ensure Customer Success
Search for Repeatable & Scalable
& Profitable Growth Model
7
Ensure
Customer
Success
Ensure Customer Success
• Has to be done at all phases
• But called out as a separate phase as it’s common to see churn in...
Possible Solutions
• Tighten definition of who is a good customer
• Understand the best and worst segments
• Don’t sell to...
Common Mistakes
• Hitting the gas and accelerating when churn is still too high
Phase 8.
Make it profitable
Search for Repeatable & Scalable
& Profitable Growth Model
8
Make it
Profitable
Phase 8 – Exit Criteria
• Profitable Unit Economics:
• To be discussed later
Phase 9.
Hit the Gas and Scale!
Scaling the Business
9
Hit the Gas
and Scale
Scaling the Business
Search for Product/Market Fit
Search for Repeatable & Scalable
& Profitable Growth Model
Conserve Cas...
Scaling the Business
Search for Product/Market Fit
Search for Repeatable & Scalable
& Profitable Growth Model
A common mis...
Why Scale as fast as you can?
• Most tech markets are “Winner takes all”
• As soon as one company shows it can grow there ...
The Winner Takes All Flywheel
• Free traffic increases
• Word of mouth grows
• The leader gets attention from media
• Deci...
SUMMARY
Recognize where you are in the lifecycle
Scaling the Business
Search for Product/Market Fit
Search for Repeatable & Scalab...
Scaling the Business
Search for Product/Market Fit
Search for Repeatable & Scalable
& Profitable Growth Model
Prioritize w...
And now for some magic…
[ ]FIXING BROKEN FUNNELS
& TIME TO WOW!
Fixing broken funnels
by getting inside your
buyers head
FRICTION CONCERNS
Find the worst blockage point in your funnel
MOTIVATIONS
FRICTION CONCERNS
Re-design, or try to use what motivates them
EXAMPLE BLOCKAGE POINT
WEB SITE EMAIL CAPTURE FORM
Typically a low conversion step
FRICTION CONCERNS
Problem: Buyer’s fear Email Overload and Spam
MOTIVATIONS
FRICTION CONCERNS
We try to motivate with good content
But frequently irritate the buyer with the barrier that...
Drift Redesign
OUTBOUND COLD CALLING
Outbound Cold Calling
Cold Call
Arrange
Meeting with
Sales Rep
FRICTION CONCERNS
Problem: No Buyer wants a cold call from a salesperson
MOTIVATIONS
FRICTION CONCERNS
Get inside your buyers head – look for a suitable
motivation
Redesign
Cold Outreach
Invitation to…
(something of
value)
• Educational Event
• Meet their peers
• See data that is of va...
Use publicly accessible Data to build personalized assessments
Hi Barbara,
In doing a bit of research on fortinet.com, I n...
USING CHROME EXTENSIONS
CLEARBIT LEADS + DATA ENRICHMENT
New Leads
Enrich Existing
Leads
CLEARBIT
• Data Quality
• Highly skeptical
• Seen lots of products like this before
• Enrichment data wasn’t good
• Data C...
I have to go through IT to
get Salesforce connected
FREE TRIAL BLOCKAGE POINT
Connect to
Salesforce
SOLUTION: CHROME EXTENSION
Browser
connection to
Salesforce
See enriched
data in
Salesforce UI
Judge quality
of data
Repor...
CHROME EXTENSION
• Easy to install
• Low buyer concern
• Re-write the page’s HTML
CLEARBIT CHROME EXTENSION - ENLARGED
ELIMINATE STEPS
THAT HAVE
DEPENDENCIES ON
OTHER PEOPLE
Freemium, Free Trials, Open Source
The Product is
your sales person
WHAT IS YOUR TIME TO
WOW! ?
Thanks to Gail Goodman of Constant Contact
DEFINING WOW!
Thanks to Gail Goodman of Constant Contact
A moment where your buyer sees
something cool and exciting
• Moti...
TIME TO WOW!
• How many steps?
• How much time does it take?
• How much FRICTION is involved
REMOVE STEPS
& REMOVE FRICTION
EXAMPLE
As eCommerce shoppers…
… what makes us buy?
Photos
Feature Summary
Recommended Accessories
Rich description
Video
Reviews
Detailed Specifications
Answer: Rich Product...
Salsify – Product Content Supply Chain Automation
Brands
Photos
Videos
Text
Specs
Etc.
Retailer
Portal
Retailer
Portal
Ret...
Salsify’s Original Trial Experience
Sign up
Wait for
email with
Account
Open the
App
Learn the
UI
Import
Content
Locate &
...
Landing Page
Lots of Fields
Next,
Wait for Email…
Sign In… Now What?
• Lots of work still required
Get Inside your Buyers Head and Analyze for
Problems
Sign up
Wait for
email with
Account
Open the
App
Learn the
UI
Import
...
Redesign Trial Steps for Problems (Friction, Concerns,
& Motivations)
Sign up
Wait for
email with
Account
Open the
App
Lea...
First Step in the Redesign
Import
Content
Locate &
Export
Content
Export to
new
Retailer
Sign up
with new
Retailer
Sign up...
New Landing Page: JUST YOUR
EMAIL
Motivation: “If these guys are
using it, it must be pretty good…”
Still leaves a problem:
• Locate & Export Content
• Then import to Salsify to have
something to play with
Then:
Land direc...
Major Friction + Other people involved = Long Delays
Import
Content
Locate &
Export
Content
Export to
new
Retailer
Sign up...
Offer a chance to
start with Sample
Data
Sign up
Import
Content
Locate &
Export
Content
Export to
new
Retailer
Sign up
wit...
Eliminate the risk that they won’t find the path to Wow!
Learn the
UI
Import
Content
Locate &
Export
Content
Export to
new...
Guided Navigation
Human Help available
0 10 20 30 40 50 60 70 80 90 100
Before After
Trial Request ->
Logged into App
Trial Request ->
Product Page
Trial Request...
Next Problem Area…
Sign up
Import
Content
Locate &
Export
Content
Export to
new
Retailer
Sign up
with new
Retailer
Play wi...
Google Shopping
Problem Solved – Export to Google Manufacturer
Center
Sign up
Import
Content
Locate &
Export
Content
Play with
Sample
Data...
Last Remaining Problem Area…
Sign up
Import
Content
Locate &
Export
Content
Play with
Sample
Data
Export to
Google
• Huge ...
Scrape publicly available data from existing retailer’s
pages
Sign up
Play with
Sample
Data
Export to
Google
No import
nee...
Eliminates Need for Sample Data
Sign up
Play with
Sample
Data
Export to
Google
See their
own Data
Scrape
Content
for them
Final Redesigned Process • Fast Time to Wow!
• High conversion rates
Sign up
Export to
Google
See and solve
problems with
...
Funnel Optimization Meeting
Suspects Suspects
Suspects
Suspects
Suspects
Suspects
Suspects Suspects
Suspects
Suspects
Susp...
Funnel Whack-a-Mole
• Solve for blockage points
• As you fix one, the problem will move elsewhere
SILOED THINKING
MARKETING SALES
CUSTOMER
SUCCESS PRODUCT
THE NEW GROWTH TEAM
MARKETING
SALES
CUSTOMER
SUCCESS
PRODUCT
USE FUNNEL FLOW CHARTS
Website Free Trial
Handle
other
questions
Proposal
High Level Overview
xx xx xxx xx xx xxx
MicroFun...
Treat your Buyer like a Bank Account
Make a
deposit
before you
try to make a
withdrawal
Selling can be the worst way to sell
Build
Trust
Consult
SellFirst Contact
First Contact
Build
Relationship
Design a funnel that
Delights
Entices and
Motivates
Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process
Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process
Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process
Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process
Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process
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Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 1 Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 2 Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 3 Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 4 Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 5 Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 6 Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 7 Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 8 Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 9 Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 10 Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 11 Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 12 Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 13 Zero to 100 - 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Part 2: Building a Repeatable, Scalable Growth Process Slide 66 Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 67 Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 68 Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 69 Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 70 Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 71 Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 72 Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 73 Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 74 Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 75 Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 76 Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 77 Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process Slide 78 Zero to 100 - 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Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process

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Zero to 100 is a learning program from David Skok. It is a detailed instruction manual for how to take your startup from zero to $100m, with a particular focus on the area of building a go-to-market machine. So many of today’s founders come from a product or technical background, and have never been involved with sales and marketing. Right after starting their venture, they are hit with the huge problem of how to build their go-to-market organization and processes. It breaks the journey down into 9 steps, and explains why it is crucial not to skip steps in this journey in the rush to get ahead. The major emphasis of the course focuses on building a repeatable, scalable and profitable growth machine. Once you have that in place, you are ready to hit the gas and scale like crazy.

To see videos of the presentations, click here: https://www.forentrepreneurs.com/matrix-growth-academy-zero-to-100-videos/

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Zero to 100 - Part 2: Building a Repeatable, Scalable Growth Process

  1. 1. BUILDING A REPEATABLE, SCALABLE & PROFITABLE GROWTH PROCESS[ ]
  2. 2. Building a repeatable, scalable & profitable growth machine Scaling the Business Search for Product/Market Fit Search for Repeatable & Scalable & Profitable Growth Model
  3. 3. Before we get there, let’s spend a minute on PMF Search for Product/Market Fit
  4. 4. Greatest mistake: Design, Build, Sell Search for Product/Market Fit Test hypothesis “What are we solving? How?” Prove the Value “What are we solving? How?” Prove it can be sold “Will someone pay” Build the MVP
  5. 5. Instead: Sell, Design, Build Search for Product/Market Fit Test hypothesis “What are we solving? How?” Prove the Value “What are we solving? How?” Prove it can be sold “Will someone pay” Build the MVP
  6. 6. Why this advice is so hard to follow Founders from technical and product backgrounds not comfortable with prospecting or cold calling Solution: LinkedIn (and/or Google Adwords)
  7. 7. Credit: Harvard marketing professor Theodore Levitt: “People don’t want to buy a quarter-inch drill. They want a quarter-inch hole.”
  8. 8. Don’t be afraid to do a consulting project • Really understand the customer’s environment • Flesh out the “whole product” requirements • Make sure it actually works and delivers the business benefits
  9. 9. Good Evidence of Product Market Fit • A number of customers have purchased • Referenceable • Customers are happy • Using the product • Would be very reluctant to give it up • Realizing the promised benefits • Evidence of intent to expand usage • Churn is low
  10. 10. Predictable, Repeatable, Scalable, Profitable Growth Scaling the Business Search for Product/Market Fit Search for Repeatable & Scalable & Profitable Growth Model
  11. 11. The key sign that you’re getting there: Bookings - (NOT Revenue or ARR!) For SaaS: Bookings = Net New ARR (New + Expansion – Churned) Q1 Q2 Q3 Q4 Q5 Q6 Q7
  12. 12. ARR with Flat Bookings ARR with Growing Bookings Q1 Q2 Q3 Q4 Q5 Q6 Q7Q1 Q2 Q3 Q4 Q5 Q6 Q7
  13. 13. Phase 4. and 5. Find a repeatable Sales Motion Search for Repeatable & Scalable & Profitable Growth Model 4 5 Find Repeatable Sales Motion Prove non- Founders can sell 3 Prove it can be sold
  14. 14. At the beginning: No clear sales path
  15. 15. By the end: Well understood path
  16. 16. What are we trying to learn? • Which target market? • Who in the organization to sell to? • What pain / use case to target? • What messaging? • What sales motion? • What pricing? • What new product features are needed
  17. 17. Deliverables • Marketing Playbook • Sales Playbook • Customer Success Playbook • Renew and Upsell Playbook
  18. 18. Example NewCo Sales Process (Playbook) Definition Activities Milestones Clearly identify whether the Opportunity continues through the Sales Process. Conduct a 2-way exchange of Prospect’s business challenges, pain, objectives and goals. Document and confirm we understand Prospect’s goals, objectives, business challenges and pain. What is the potential business impact and value-add with NewCo. Justify the specific Newco solution to the key decision makers. Justify solution with business case, ROI, custom demo, technical review, customer case studies where applicable. Agreement / Contract has been delivered to prospect and agreement to steps as chosen vendor to complete procurement cycle. Validate next steps in the evaluation process including the criteria and decision process. Present solution to champion and executive sponsor. Quantify value and dollarize opportunity in SFDC  Ability to dollarize the solution  Define use case(s) and map solutions value to prospects corporate strategy  Perform demonstration to the Champion that addresses prospects Pain, Goals and Objectives  Confirm decision criteria, process, budget, timeframe  Present detailed sequence of events / closing plan  Deliver custom demonstration to all relevant stakeholders (PoC)  Collaborate and present business case justification, Identify power user and project team  Discuss and present standard onboarding document & Integration review and technical gaps addressed  Engage Legal and Procurement  Update Customer Success section within Opportunity record  Negotiation on legal, price and business terms  Schedule and complete references  Alignment call with customer success team as required  Finalize order document and vendor approval process  Contract signature / Initiate Customer on-boarding process  Identify timeframe, compelling events, current environment  Pitch and present focused on strategic value  Identify executive sponsor to continue evaluation along with additional stakeholders, technical influencers, budget holder, economic buyer  General pricing & budgeting discussion  Identify prospect is at the influencing level and there’s interest in evaluating NewCo. Identify Critical Business Issues, other potential influencers. Is the prospect trying to: - Achieve a Goal - Solve a Problem - Satisfy a Need  Framing, Diagnostic and Confirmation Questions • Solution development / Menu of goals • Pre call plan / confirm persona • Critical Business Issues • “Get before you give” • Solution development prompter • Menu of goals • Plausible emergency • Champion letter • Sphere of Influence • Sequence of Events / Timeframe • Customer stories • Demonstration • Order Form / Terms of Service • Technical Documentation • On boarding documents • Alignment call • References Qualify Discovery Validation Proof Due Diligence 1 2 3 4 5 $ “Why Change?” “Why Now?” “Who / How?” “Why us?” “When?” Tactics / Tools  Identify Pain and Tactical Challenges in Organization  Uncover key Metrics and Strategic Initiatives  Mutual agreement to evaluate  Chosen vendor  Confirm legal complete  Sign order form  Identify Champion  Identify Executive Sponsor  Define, Influence, Confirm the Decision Criteria  Qualify your Champion  Document the Decision Process  Access to Executive Sponsor, executive sponsor and confirm budget  Prospect approves solution  Confirm IT approval & legal process  Confirm access to budget holder & signer  Mutual agreement on business case justification
  19. 19. Where do you start?
  20. 20. Fire Up an Initial Lead Source
  21. 21. Team: • Founders • Aided by Pathfinder/Trailblazer Sales Rep
  22. 22. Pathfinder/Trailblazer Sales People • Not like ordinary sales people – who follow a playbook • They have to create and evolve the playbook
  23. 23. Goal: Pick one target market
  24. 24. … with a clear Use Case Use Case Benefit
  25. 25. Why? • “Whole Product” • Features, integrations, and partnerships needed for each use case are different • Deciding on one cuts the feature list to a manageable level • Prospect targeting becomes far easier • Salespeople get smarter faster on how to talk to the customers about their business
  26. 26. Messaging is far more powerful • Example – for Corvana - an AI powered Smart BI system • Broad messaging: • Our Smart BI software will automatically surface insights in your data • Sales use-case messaging: • Our Smart Sales Intelligence software • Automatically tracks all of the important funnel indicators • Will pro-actively warn you as soon as any indicator shows a potential problem. • Allows you to fix problems early before they affect your bookings number
  27. 27. Recommended Starting Point Make a list of your best ideas for potential target markets
  28. 28. Score Them Examples of Target Market Choices TAM Pain level / Urgency and Willingness & Ability to pay Amount of work required to satisfy their needs Enterprises High score here means low amount of work Mid-market SMB Venture Backed HiTech companies Financial Vertical Note these target markets are just examples. Your own list of possible targets will vary.
  29. 29. Hair on Fire Urgency is key to success • Buyers resist change • Without urgency you will have: many good conversations but long sales cycles and few closed deals
  30. 30. Ideal Customer Profile - ICP Ideal Prospect Characteristics • Industry: • eCommerce companies • Size: • Mid-market - Revenues: $5m to $100m • Current tech stack: • ExactTarget, Responsys, etc. • Uses Shopify Plus, Magento, etc. • Other: • More than 20,000 names in their email list Negative Characteristics • Enterprises - likely to have the following characteristic: • Separate fiefdoms that will stop marketing from making an integrated decision • Different marketing channels owned by different teams • Separate analytics and data science team that work with their marketers
  31. 31. Messaging • Business benefits, not product features • Clear • Simple • Short • Explains differentiation from competition
  32. 32. Positioning Statement • For Who? • Who needs What? • Our Category? • Provides: Key Benefits • Unlike Key Competitors • We provide Key Differentiators
  33. 33. Define our Growth Process XXX YYY
  34. 34. [ ]BUYER-CENTRIC FUNNEL DESIGN
  35. 35. WHY DO WE NEED A GROWTH PROCESS?
  36. 36. MyProduct.com HOW IT WORKS DESCRIPTION Our collaboration product allows you … BUY NOW! Only $9,999 In a perfect world…
  37. 37. WHY DOESN’T THIS WORK?
  38. 38. BUYER QUESTIONS AND CONCERNS BUYING PROCESS
  39. 39. How do we respond?
  40. 40. Break the process down into a series of steps… Design a series of steps that we want customers to go through Website Free Trial Purchase
  41. 41. Results in a Funnel Not all people entering the first step will get to the second, etc.
  42. 42. Studying Funnel Blockage Points Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects
  43. 43. The Source of most Problems Vendor Centric
  44. 44. NOT MOTIVATED TO DO THAT THEY ARE CUSTOMERS WILL DO SOMETHING YOU ARE HOPING YOUR
  45. 45. A better way to approach to Funnel Design Buyer Centric Buyer-Centric
  46. 46. THE BUYERS JOURNEY
  47. 47. THE BUYERS JOURNEY Awareness Consideration Purchase
  48. 48. Mismatch: Sales often handle every lead as though they were in the Purchasing phase I’m paid to sell. I better be selling.
  49. 49. Likely Distribution of Web Site Visitors Vendor Web Site 80% Awareness 15% Consideration 5% Purchase
  50. 50. Different Dialog and Content for each stage Awareness Consideration Purchase • Create Problem & Pain awareness • Discuss how people are solving • Discuss benefits people are seeing • Don’t mention your product • Don’t sell! • Help in choosing a particular solution • Explain how your Product can solve their pain • Free Trial / Demo • Customer stories • Nurture with regular content (Newsletter) • Case studies • Results achieved • How you helped achieve them • Other proof points • Customer references • ROI data
  51. 51. • Just lost my data in hard drive crash • Backup software/service • Starting a new software project • Dev Tools, etc. • Performance issues with existing app • APM tools • Difficulties tracking bugs across multi-tier apps • Bug tracking software TRIGGERS
  52. 52. Buyer Personae Who is involved in the buying process? Champion Economic Buyer / Decision Maker IT required for sign off
  53. 53. Getting to know your Buyer Personae • Identifying Characteristics • Company Profile (your ICP) • Any special characteristics relevant to this purchase • E.g. Developers: • Don't have a budget • Prefer Open Source, and don't like to pay for software • Professional Role • What does a day in their life look like? • Key business goals? • What does their Boss expect of them? • How does our product help them achieve those? • Motivations / Aspirations? • What would make their job easier?
  54. 54. Getting to know your Buyer Personae • What pain do they have that we address? • Is it latent pain, or obvious pain? • How do they describe the pain and what they are looking for? • (Helpful for messaging) • Is solving this pain a high priority for them? • If not, what features would make it a higher priority? • What are the triggers that cause them to buy?
  55. 55. Getting to know your Buyer Personae • Are they searching for a solution? • If yes, how do they go about doing that? • Who influences them? (Sites, organizations, and people) • (Helps us figure out how to market to them) • Most important features? Decision criteria? • What are their reactions to our product/company? • What will they like? • What will they not like? • What are the main questions and concerns they have? • What competitors will they also evaluate? • What will they like or dislike about each of those?
  56. 56. [ ]FUNNEL DESIGN GET INSIDE YOUR BUYER’S HEAD
  57. 57. Designing a Growth Process to match Buyer’s Journey Strangers VisitorsAttract CustomersCloseLeadsConvert PromotersDelight Awareness PurchaseInterest Post Purchase
  58. 58. Top of Funnel Drive the right traffic that matches your ICP and convert to raw leads Middle of Funnel Convert raw leads into MQLs Sales Convert MQLs into closed deals Customer Success Onboard, support and ensure customer success as measured by a customer KPI Designing a Growth Process to match Buyer’s Journey Strangers VisitorsAttract CustomersCloseLeadsConvert PromotersDelight Credit: HubSpot Awareness PurchaseInterest Post Purchase
  59. 59. Top of Funnel Inbound Marketing Paid Marketing Website Strangers Conversion Event Raw Lead Outbound SDR’s Account-based Mktg Targeted Strangers Mktg Qualified Lead Qualify?
  60. 60. Account Based Marketing • ICP powers all marketing • Ideal Customer Profile • Build lists of matching accounts • Discover.org, Lead Fox, ZoomInfo, LinkedIn Sales Navigator, etc. • Track who is in buying cycles • Visiting G2 Crowd, Bombora • Track which companies are on your website • Targeted outreach • Aircover from Ads Thanks to Eric Spett, Terminus
  61. 61. Middle of Funnel Raw Lead Lead Scoring Lead Nurturing Database High Low Nurture Webinars, events, newsletters, etc. Enrich Use software like ClearBit to enrich the email address to identify company, job title, etc. Segment Identify interesting segments based on attributes (verticals, job functions, etc.) or actions Mktg Qualified Lead Yes No Qualify?
  62. 62. Mktg Qualified Lead Sales – Lead Stages Qualify Sales Qualified Lead CustomerClose Discovery Call Opportunity Ready to buy? Sales interaction Note: Your process will likely be different, and there will be more Opportunity stages in your CRM pipeline
  63. 63. Initial Guess at Growth Process Website Free Trial
  64. 64. Map Buyers Process to Your Steps Research Shortlist Vendors Check Review Sites Evaluation Website Free Trial BUYER VENDOR ROI & Justification
  65. 65. GET INSIDE YOUR BUYERS HEAD How are they reacting as they go through our funnel steps? What are they thinking as they go through their process? Research Shortlist Vendors Check Review Sites Evaluation Website Free Trial BUYER VENDOR ROI & Justification
  66. 66. Optimize Your Steps to Fit Research Shortlist Vendors Check Review Sites Evaluation Website BUYER VENDOR ROI & Justification Free Trial ROI Calculator Competitive Features Matrix
  67. 67. Optimize Your growth process to Fit Research Shortlist Vendors Check Review Sites Evaluation Website BUYER VENDOR ROI & Justification Free Trial ROI Calculator Competitive Features Matrix Incent customers to do reviews
  68. 68. ADDRESS ALL DECISION CRITERIA Address Security Concerns 3rd Party Security Audit & Whitepaper BUYER Is this a safe vendor to choose? • Customer Stories • Safe Channel Partners
  69. 69. Expand Lead Flow
  70. 70. Test and Optimize the Funnel Flow Fix Conversion Rate Problems Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects
  71. 71. Choosing a Go-to-Market Model Freemium Viral No Touch Self- Service Light Touch Inside Sales High Touch Inside Sales Field Sales Field Sales with SE’s
  72. 72. How I assumed the two would relate
  73. 73. A rough estimate of CAC versus Sales Complexity Freemium No Touch Self- Service Light Touch Inside Sales High Touch Inside Sales Field Sales Field Sales with SE’s $0- $10 $50 – $200 $1,000 - $2,000 $3,000 - $8,000 $25,000 – $75,000 $75,000 – $200,000 Rough Estimates of Cost of Customer Acquisition (CAC)
  74. 74. The relationship is roughly exponential Clearly adding Human Touch dramatically increases costs
  75. 75. Sales Complexity CAC (logarithmic) 10x 10x 10x
  76. 76. The Red Zone $1 $10 $100 $1,000 $10,000 $100,000 $1,000,000 Freemium No Touch Inside Sales Channel Field Sales Sales Complexity  CAC Logarithmic Unprofitable: LTV < CAC
  77. 77. Salesforce disrupts Siebel with a lower cost sales model due to SaaS free trials $1 $10 $100 $1,000 $10,000 $100,000 $1,000,000 Freemium No Touch Inside Sales Channel Field Sales Sales Complexity  CAC Logarithmic
  78. 78. Long Sales Cycles – Very Tough for Startups Cycle time for learning is too long, so very few cycles get executed
  79. 79. The Obvious Take-away • Do everything you can to remove human touch from sales and onboarding • Or make the human touch as low cost and efficient as possible
  80. 80. What creates Sales Complexity • High Price point • Complicated to evaluate? • Integration needed with other systems? • Multiple people involved in purchase decision? • Risk to business of a bad buying decision? • E.g. loss of data, business unable to operate if system is down, etc. • Requires purchase of other products / services to complete the solution? Freemium Viral No Touch Self- Service Light Touch Inside Sales High Touch Inside Sales Field Sales Field Sales with SE’s
  81. 81. Start with the buyer Understand the Complexity of your Sale • Price point • Larger investments need greater justification, & more levels of sign off • How complicated to evaluate? • Single person, or multiple people? • Integration needed with other systems? • How many people involved in the purchase decision? • Risk to their business of a bad buying decision? • E.g. loss of data, business unable to operate if system is down, etc. • Does it require other products or services to be purchased to complete the solution? Freemium Viral No Touch Self- Service Light Touch Inside Sales High Touch Inside Sales Field Sales Field Sales with SE’s
  82. 82. Land & Expand Much easier to get a large order once the product is proven
  83. 83. Product-Led Growth Models $1 $10 $100 $1,000 $10,000 $100,000 $1,000,000 Freemium No Touch Inside Sales Channel Field Sales Sales Complexity  CAC Logarithmic
  84. 84. PQLs – (Product Qualified Leads) Thanks to Christopher O’Donnell conversion rate 1% 100%
  85. 85. Product Led Growth – the virtuous cycle 21% 66% 13% Salesforce R&D Sales & Marketing G&A 55% 25% 20% Atlassian R&D Sales & Marketing G&A as a percentage of total expenses
  86. 86. Product Led Growth – the virtuous cycle Atlassian are spending 2.6 x more of their expense dollars on R&D
  87. 87. What model should I pick, and do I need salespeople? • While you are testing options for a repeatable sales model • Don’t obsess about which model, as you are too early • Instead focus on getting some sales, which will give you the data to decide • When you have some sales • Look at the complexity of: • Your product • Your buyer’s buying process • Try redesigning • Evolve to what model is the best fit • Even in a Freemium model – salespeople can be powerful • They can increase the average deal size by selling value higher in the organization “Land and Expand” model
  88. 88. Phase 6. Make it scalable Search for Repeatable & Scalable & Profitable Growth Model 6 Make it Scalable
  89. 89. Ideal Initial Sales Staffing Close early-access sales Find Predictable and Repeatable Sales Motion Make it Scalable Founders 1 more Pathfinder/Trailblazer Salesperson Sales Director (willing to act as a Pathfinder/Trailblazer rep for a few months) 2 Reps 2 Reps 2 Reps Make it Profitable
  90. 90. Bookings Driven by very simple math
  91. 91. Without Sales people Leads Simple linear relationship Conversion Rate Average Deal Size x x
  92. 92. But when you add in Sales People… Ramp Time Sales Capacity Limit
  93. 93. Growth comes in discontinuous units
  94. 94. What Drives Bookings? No of Sales People Productivity per Rep (Average) x PPR
  95. 95. Lets look at each of these in turn…
  96. 96. Number of Sales People One of the most common reasons for missing plan Didn’t hire sales people fast enough
  97. 97. Sales Hiring • You will need to build an in house recruiting machine See my blog post: “Recruiting: the third crucial Startup Skill”
  98. 98. PPR: Productivity per Rep • Quality of sales hires • Sales Training and Onboarding
  99. 99. PPR: Sales Training and Onboarding • Sales people: one of the most expensive resources • Yet typically little effort put in to sales training in early days • High payback • Worth having the founders spend time to develop & deliver a lot of the material
  100. 100. Sales Onboarding at the Scaling Phase • Section Titles • Company Information • Case Study & Stats • Our Products • Market Landscape • Battlecards • Account Executive Role • MEDDIC Sales Methodolgy • Customer Success • Business Development Rep
  101. 101. There’s one other thing that drives PPR Adequate Lead Flow
  102. 102. Etc. Finding Scalable Lead Sources Facebook Ads Paid Search Lead volume Time Paid lead sources tend to hit a limit
  103. 103. Generating your own traffic Versus SEM Time Traffic Time Traffic  Pros:  You own the traffic  It builds on itself and becomes larger than SEM over time  Cons  Requires great content to work  Lower ROI at the start  Pros:  Faster ROI at the start  Predictable costs and volume  No reliance on great content creating talent  Cons  Much more expensive over time Content Driven Traffic SEM Driven Traffic
  104. 104. Your first Marketing Hire • The crucial marketing skill: knowing how to generate leads • Often referred to as Demand Gen • Forget branding, marcoms, etc. • They are secondary to lead generation and funnel optimization • Great marketing is all about execution • Ideas are cheap • Focus on their track record for getting things done
  105. 105. Phase 6 – Make it Scalable – Exit Criteria • Predictable, Repeatable, Scalable • Consistent growth in Bookings (not just ARR) • Proof that you can add salespeople, and make them productive in a predictable way • Proven lead sources that can scale • Customers are consistently successful and happy
  106. 106. Deliverables at the End of the Process Customer SuccessSalesMiddle of FunnelTop of Funnel Strangers Visitors Leads Customers PromotersAttract CloseConvert Delight Marketing Playbook Sales Playbook Customer Success Playbook Sales Enablement Tools Onboarding and Training Tools Automation and Technology layer What to say and do at each stage Metrics
  107. 107. Phase 7. Ensure Customer Success Search for Repeatable & Scalable & Profitable Growth Model 7 Ensure Customer Success
  108. 108. Ensure Customer Success • Has to be done at all phases • But called out as a separate phase as it’s common to see churn increasing as sales starts scaling
  109. 109. Possible Solutions • Tighten definition of who is a good customer • Understand the best and worst segments • Don’t sell to the wrong customers • Stop sales from over-promising, or selling when the fit with the customer is poor • Adjust sales compensation to reflect whether the customer stays or churns • Improve the Product to fix areas that are causing customer unhappiness • Improve onboarding • And the customer success organization and processes
  110. 110. Common Mistakes • Hitting the gas and accelerating when churn is still too high
  111. 111. Phase 8. Make it profitable Search for Repeatable & Scalable & Profitable Growth Model 8 Make it Profitable
  112. 112. Phase 8 – Exit Criteria • Profitable Unit Economics: • To be discussed later
  113. 113. Phase 9. Hit the Gas and Scale! Scaling the Business 9 Hit the Gas and Scale
  114. 114. Scaling the Business Search for Product/Market Fit Search for Repeatable & Scalable & Profitable Growth Model Conserve Cash until the Scaling Phase Cash Burn
  115. 115. Scaling the Business Search for Product/Market Fit Search for Repeatable & Scalable & Profitable Growth Model A common mistake… • Not hiring enough sales people in the Scaling phase • Founders remain in burn avoidance mode
  116. 116. Why Scale as fast as you can? • Most tech markets are “Winner takes all” • As soon as one company shows it can grow there will be fast followers • You need to grow like crazy to become that winner • You have a proven cash making machine, so can raise the funds needed
  117. 117. The Winner Takes All Flywheel • Free traffic increases • Word of mouth grows • The leader gets attention from media • Decision becomes “Why am I not buying from the leader?” • Increasing integrations make the product more functional • Barrier to entry for competitors • Able to invest more in Sales & Marketing + Product • Feeds the flywheel
  118. 118. SUMMARY
  119. 119. Recognize where you are in the lifecycle Scaling the Business Search for Product/Market Fit Search for Repeatable & Scalable & Profitable Growth Model 1 2 3 4 5 6 7 8 9 Test Hypothesis Prove the Value Prove it can be sold Find Repeatable Sales Motion Prove non- Founders can sell Make it Scalable Ensure Customer Success Make it Profitable Hit the Gas and Scale Scale the org & its processes 10 Etc. 11
  120. 120. Scaling the Business Search for Product/Market Fit Search for Repeatable & Scalable & Profitable Growth Model Prioritize what to do based on your stage • Don’t jump ahead: • Hiring too many sales people before the sales process is repeatable • Expand internationally before you have nailed scaling profitably in the US • Etc.
  121. 121. And now for some magic…
  122. 122. [ ]FIXING BROKEN FUNNELS & TIME TO WOW!
  123. 123. Fixing broken funnels by getting inside your buyers head
  124. 124. FRICTION CONCERNS Find the worst blockage point in your funnel
  125. 125. MOTIVATIONS FRICTION CONCERNS Re-design, or try to use what motivates them
  126. 126. EXAMPLE BLOCKAGE POINT WEB SITE EMAIL CAPTURE FORM Typically a low conversion step
  127. 127. FRICTION CONCERNS Problem: Buyer’s fear Email Overload and Spam
  128. 128. MOTIVATIONS FRICTION CONCERNS We try to motivate with good content But frequently irritate the buyer with the barrier that stops them from getting at the content, and lose them at that step
  129. 129. Drift Redesign
  130. 130. OUTBOUND COLD CALLING
  131. 131. Outbound Cold Calling Cold Call Arrange Meeting with Sales Rep
  132. 132. FRICTION CONCERNS Problem: No Buyer wants a cold call from a salesperson
  133. 133. MOTIVATIONS FRICTION CONCERNS Get inside your buyers head – look for a suitable motivation
  134. 134. Redesign Cold Outreach Invitation to… (something of value) • Educational Event • Meet their peers • See data that is of value • See their own data in a new way • Etc. Build Relationship Build Trust
  135. 135. Use publicly accessible Data to build personalized assessments Hi Barbara, In doing a bit of research on fortinet.com, I noticed that you’ve lost a significant amount of traffic to the site (4,400 visits) over the past month. Is this something the team is aware of or have any idea what could have contributed to it? I also noticed while you folks dropped off the 1stpage of Google in 11 searches, there are tons of opportunities for your team (916 search opportunities!) See below:
  136. 136. USING CHROME EXTENSIONS
  137. 137. CLEARBIT LEADS + DATA ENRICHMENT New Leads Enrich Existing Leads
  138. 138. CLEARBIT • Data Quality • Highly skeptical • Seen lots of products like this before • Enrichment data wasn’t good • Data Coverage • Skeptical • What % of our leads would be covered in this database? Buyer’s Key Concerns
  139. 139. I have to go through IT to get Salesforce connected FREE TRIAL BLOCKAGE POINT Connect to Salesforce
  140. 140. SOLUTION: CHROME EXTENSION Browser connection to Salesforce See enriched data in Salesforce UI Judge quality of data Report shows data coverage % Chrome Extension
  141. 141. CHROME EXTENSION • Easy to install • Low buyer concern • Re-write the page’s HTML
  142. 142. CLEARBIT CHROME EXTENSION - ENLARGED
  143. 143. ELIMINATE STEPS THAT HAVE DEPENDENCIES ON OTHER PEOPLE
  144. 144. Freemium, Free Trials, Open Source The Product is your sales person
  145. 145. WHAT IS YOUR TIME TO WOW! ? Thanks to Gail Goodman of Constant Contact
  146. 146. DEFINING WOW! Thanks to Gail Goodman of Constant Contact A moment where your buyer sees something cool and exciting • Motivates them to continue exploring The moment when your buyer gets excited enough to want to buy Mini Wow! Full Wow!
  147. 147. TIME TO WOW! • How many steps? • How much time does it take? • How much FRICTION is involved
  148. 148. REMOVE STEPS & REMOVE FRICTION
  149. 149. EXAMPLE
  150. 150. As eCommerce shoppers… … what makes us buy?
  151. 151. Photos Feature Summary Recommended Accessories Rich description Video Reviews Detailed Specifications Answer: Rich Product Content
  152. 152. Salsify – Product Content Supply Chain Automation Brands Photos Videos Text Specs Etc. Retailer Portal Retailer Portal Retailer Portal Retailer Portal
  153. 153. Salsify’s Original Trial Experience Sign up Wait for email with Account Open the App Learn the UI Import Content Locate & Export Content Export to new Retailer Sign up with new Retailer
  154. 154. Landing Page Lots of Fields
  155. 155. Next, Wait for Email…
  156. 156. Sign In… Now What? • Lots of work still required
  157. 157. Get Inside your Buyers Head and Analyze for Problems Sign up Wait for email with Account Open the App Learn the UI Import Content Locate & Export Content Export to new Retailer Sign up with new Retailer
  158. 158. Redesign Trial Steps for Problems (Friction, Concerns, & Motivations) Sign up Wait for email with Account Open the App Learn the UI Import Content Locate & Export Content Export to new Retailer Sign up with new Retailer Delay causing major drop off
  159. 159. First Step in the Redesign Import Content Locate & Export Content Export to new Retailer Sign up with new Retailer Sign up Learn the UI
  160. 160. New Landing Page: JUST YOUR EMAIL
  161. 161. Motivation: “If these guys are using it, it must be pretty good…”
  162. 162. Still leaves a problem: • Locate & Export Content • Then import to Salsify to have something to play with Then: Land directly in App
  163. 163. Major Friction + Other people involved = Long Delays Import Content Locate & Export Content Export to new Retailer Sign up with new Retailer Sign up Learn the UI
  164. 164. Offer a chance to start with Sample Data Sign up Import Content Locate & Export Content Export to new Retailer Sign up with new Retailer They now have the MOTIVATION to import their own data Play with Sample Data Mini Wow! Learn the UI
  165. 165. Eliminate the risk that they won’t find the path to Wow! Learn the UI Import Content Locate & Export Content Export to new Retailer Sign up with new Retailer • High friction • Too much risk they won’t find the path to Wow! Sign up
  166. 166. Guided Navigation Human Help available
  167. 167. 0 10 20 30 40 50 60 70 80 90 100 Before After Trial Request -> Logged into App Trial Request -> Product Page Trial Request -> Taking action 3x Overall Improvement Uplift - % Conversion, Before and After
  168. 168. Next Problem Area… Sign up Import Content Locate & Export Content Export to new Retailer Sign up with new Retailer Play with Sample Data • High Friction • Long Delay
  169. 169. Google Shopping
  170. 170. Problem Solved – Export to Google Manufacturer Center Sign up Import Content Locate & Export Content Play with Sample Data Export to Google
  171. 171. Last Remaining Problem Area… Sign up Import Content Locate & Export Content Play with Sample Data Export to Google • Huge Friction & Delay • Other People involved
  172. 172. Scrape publicly available data from existing retailer’s pages Sign up Play with Sample Data Export to Google No import needed Scrape Content for them • They have my content in here already • They’re showing me all the issues Mini Wow!
  173. 173. Eliminates Need for Sample Data Sign up Play with Sample Data Export to Google See their own Data Scrape Content for them
  174. 174. Final Redesigned Process • Fast Time to Wow! • High conversion rates Sign up Export to Google See and solve problems with their own Data Scrape Content for them
  175. 175. Funnel Optimization Meeting Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects
  176. 176. Funnel Whack-a-Mole • Solve for blockage points • As you fix one, the problem will move elsewhere
  177. 177. SILOED THINKING MARKETING SALES CUSTOMER SUCCESS PRODUCT
  178. 178. THE NEW GROWTH TEAM MARKETING SALES CUSTOMER SUCCESS PRODUCT
  179. 179. USE FUNNEL FLOW CHARTS Website Free Trial Handle other questions Proposal High Level Overview xx xx xxx xx xx xxx MicroFunnels where needed
  180. 180. Treat your Buyer like a Bank Account Make a deposit before you try to make a withdrawal
  181. 181. Selling can be the worst way to sell Build Trust Consult SellFirst Contact First Contact Build Relationship
  182. 182. Design a funnel that Delights Entices and Motivates
  • AmberMarquez2

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  • RafaelBechelin

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Zero to 100 is a learning program from David Skok. It is a detailed instruction manual for how to take your startup from zero to $100m, with a particular focus on the area of building a go-to-market machine. So many of today’s founders come from a product or technical background, and have never been involved with sales and marketing. Right after starting their venture, they are hit with the huge problem of how to build their go-to-market organization and processes. It breaks the journey down into 9 steps, and explains why it is crucial not to skip steps in this journey in the rush to get ahead. The major emphasis of the course focuses on building a repeatable, scalable and profitable growth machine. Once you have that in place, you are ready to hit the gas and scale like crazy. To see videos of the presentations, click here: https://www.forentrepreneurs.com/matrix-growth-academy-zero-to-100-videos/

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