Kristen Habacht is the VP of Sales at Trello, which has over 17 million users and was acquired by Atlassian for $425 million. The document discusses Trello's early success with a generalist sales approach and then challenges with that approach. It recommends specializing sales efforts by industry, having specialists in different areas like SMB vs. enterprise, and experimenting to find the most successful sales approaches. The key lessons are to specialize, fail fast through experimentation, and communicate lessons learned.
5. About Trello
• 17+ Million Users
• 130,000 new users every week
• Pixar, The Verge, PayPal, National Geographic
• 100 Employees
• $10 Million 2014
• $425M Acquisition from Atlassian
23. 3 Things to Implement Tomorrow
• Start saying ‘No’
• Do a health monitor
• Run an experiment
24. Our Next 10 Sales
• Get them faster
• Standardize
• Automate
• Collaboration not Competition
Editor's Notes
I’m going to walk through the journey we experienced at the beginning. Some things may be things you already know OR already are doing but I want to explain WHY we ended up doing those things in the freemium model
Go out and see if anyone wants this. Turns out, they did so we decided to make more of me
Volume
Low hanging fruit
We had a huge volume of leads, a back log of accounts, new accounts joining every day
With so much volume and people already being customers we thought that all people were going to need was some education, that the sale would be short and most folks would opt to buy on their own. So we didn’t see much of a point in doing too much specialization of roles.
no easy way to differentiate leads, treating leads exactly the same, getting bogged down in inbound
However it quickly became obvious that the sales people couldn’t thrive in this kind of environment. They treated small deals how they would treat an enterprise, or an enterprise how they would treat a small deal. Our assumptions were right on some things, but they were inconsistent which made projections difficult.
We would call up a company and tell them they had thousands of users and they would respond with…cool thanks. We had to throw out the book, there was no BANT. Budget, authority, need or time
Bottom Up - actual usage
Tons of Value
Internal Advocates
Company Use Cases
Empowering to employees
companies moving away from top down. They don’t want to dictate what people use, waste money on tools with low adoption
Didn’t do Vertical/Industry/territory. People still struggle with the desire to hold onto deals, or go up market, etc
1 day closes, immediate responses
be ok walking away, use tasks BUT always add value
Good hires- Agile
Improvise
Not too experienced
Not inexperienced
Bad hires- rigid sales people
We used to have them pitch anything and we found it distracting so they pitch Trello. Focus 100% on questions they asked.
The challenge came with early success and high growth
Asking great questions but finding staff that actually care about those answers and can craft a narrative around that
patience and being able to walk away
willing to pivot, a lot!
team environment, shared sense of ownership
Being ok giving away a lot of value