This document discusses strategic value selling and provides guidance on effectively managing the sales pipeline. It emphasizes understanding the customer's perspective by addressing their key questions around what is being offered, the impact on their business, how the impact can be quantified, and proof of ability to deliver. It also discusses classifying salespeople based on their ability to manage customers and competitors. Additionally, it provides rules and best practices for forecasting, avoiding surprises, understanding compelling events that drive customers, and examining prospects in terms of money, application, need, and timescale. The overall message is that an effective sales pipeline allows for measurement, decision making, and success, but representatives must be proactive in understanding customers and differentiating their value.
Zero to 100 - Part 7: The Role of the CEODavid Skok
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/
Zero to 100 - Part 2: Building a Repeatable, Scalable Growth ProcessDavid Skok
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/
Zero to 100 - Part 4: Building a Sales Team - Stephanie SchatzDavid Skok
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/
Zero to 100 - Part 7: The Role of the CEODavid Skok
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/
Zero to 100 - Part 2: Building a Repeatable, Scalable Growth ProcessDavid Skok
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/
Zero to 100 - Part 4: Building a Sales Team - Stephanie SchatzDavid Skok
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/
How to Build a Validated Sales ProcessSales Hacker
How to Build a Validated Sales Process by Tim Bertrand, Senior Vice President, Worldwide Sales, Acquia. This deck was originally presented at Sales Hacker Series Boston on November 18th, 2014.
David Skok on The SaaS Founder's Journey || SAAS NORTH 2017L-SPARK
http://www.l-spark.com -- Watch the video of David Skok's keynote over on our blog.
David Skok joined Matrix Partners as a General Partner in May 2001. He has a wealth of experience running companies. David started his first company in 1977 at age 22. Since then David has founded a total of four separate companies and performed one turn-around. Three of these companies went public.
David joined Matrix from SilverStream Software, which he founded in June 1996. Prior to its July 2002 acquisition by Novell, SilverStream was a public company that had reached a revenue run rate in excess of $100M, with approximately 800 employees and offices in more than 20 countries around the world.
David’s work as a value added investor is best known for helping HubSpot, JBoss, AppIQ, Tabblo, Netezza, Diligent Technologies, CloudSwitch, TribeHR, GrabCAD, OpenSpan and Enservio to successful exits. David currently serves on the boards of Atomist, CloudBees, Conductor, Digium (makers of the very popular Asterisk Open Source PBX/telephony software), Meteor, NamelyHR, Salsify, Storiant, VideoIQ and Zaius.
In addition to his broad focus on enterprise software, David is specifically focused on the areas of SaaS (software as a service), cloud, mobility, Open Source, marketing automation, virtualization, storage, and data center automation.
David writes a blog for entrepreneurs and startups on topics such as viral marketing, SaaS metrics, building a sales and marketing machine, techniques for lowering cost of customer acquisition, etc. The blog can be found here: www.forEntrepreneurs.com.
Accounting metrics needed to implement a marketing strategyNicole Newman
Do you know what profits a 10% increase
in your marketing budget would generate? We will help you answer key questions like:
• What are the most important marketing metrics to use?
• How to measure my various marketing programs’ impact on revenue and profit?
• How to best communicate marketing results with my executive team and board?
If you're a startup founder, building your audience is as important as building your product. Here's my go-to-market framework adapted for pre-MVP startups. Presented at Le Camp Accelerator, Quebec City, Canada.
Many Sales Managers seem to have only a vague idea of how to get superb results from a sales team. In this presentation I share the realities of what I learned from trial and error and observation over forty years of successfully managing sales forces. It is possible to take a depressed, sleepy, unmotivated sales force in an unprofitable corporation and quickly turn them into a motivated powerhouse that generates millions of dollars in profit. I did it and so can you.
It will require you to initially work very hard in analyzing what you have to do and then convincing your company executives and your sales team to accept the discipline and the fact based, objectives you will share in detail with them.
An overview of startup sales and marketing best practices, frameworks, and thoughts.
This is intended for founders who have little formal experience with sales and marketing practices.
Zero to 100 - Part 3: Founder-led Selling - Pete KazanjyDavid Skok
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 Zero to 100 is a learning program from David Skok. It is a detailed 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/
How to Build a Validated Sales ProcessSales Hacker
How to Build a Validated Sales Process by Tim Bertrand, Senior Vice President, Worldwide Sales, Acquia. This deck was originally presented at Sales Hacker Series Boston on November 18th, 2014.
David Skok on The SaaS Founder's Journey || SAAS NORTH 2017L-SPARK
http://www.l-spark.com -- Watch the video of David Skok's keynote over on our blog.
David Skok joined Matrix Partners as a General Partner in May 2001. He has a wealth of experience running companies. David started his first company in 1977 at age 22. Since then David has founded a total of four separate companies and performed one turn-around. Three of these companies went public.
David joined Matrix from SilverStream Software, which he founded in June 1996. Prior to its July 2002 acquisition by Novell, SilverStream was a public company that had reached a revenue run rate in excess of $100M, with approximately 800 employees and offices in more than 20 countries around the world.
David’s work as a value added investor is best known for helping HubSpot, JBoss, AppIQ, Tabblo, Netezza, Diligent Technologies, CloudSwitch, TribeHR, GrabCAD, OpenSpan and Enservio to successful exits. David currently serves on the boards of Atomist, CloudBees, Conductor, Digium (makers of the very popular Asterisk Open Source PBX/telephony software), Meteor, NamelyHR, Salsify, Storiant, VideoIQ and Zaius.
In addition to his broad focus on enterprise software, David is specifically focused on the areas of SaaS (software as a service), cloud, mobility, Open Source, marketing automation, virtualization, storage, and data center automation.
David writes a blog for entrepreneurs and startups on topics such as viral marketing, SaaS metrics, building a sales and marketing machine, techniques for lowering cost of customer acquisition, etc. The blog can be found here: www.forEntrepreneurs.com.
Accounting metrics needed to implement a marketing strategyNicole Newman
Do you know what profits a 10% increase
in your marketing budget would generate? We will help you answer key questions like:
• What are the most important marketing metrics to use?
• How to measure my various marketing programs’ impact on revenue and profit?
• How to best communicate marketing results with my executive team and board?
If you're a startup founder, building your audience is as important as building your product. Here's my go-to-market framework adapted for pre-MVP startups. Presented at Le Camp Accelerator, Quebec City, Canada.
Many Sales Managers seem to have only a vague idea of how to get superb results from a sales team. In this presentation I share the realities of what I learned from trial and error and observation over forty years of successfully managing sales forces. It is possible to take a depressed, sleepy, unmotivated sales force in an unprofitable corporation and quickly turn them into a motivated powerhouse that generates millions of dollars in profit. I did it and so can you.
It will require you to initially work very hard in analyzing what you have to do and then convincing your company executives and your sales team to accept the discipline and the fact based, objectives you will share in detail with them.
An overview of startup sales and marketing best practices, frameworks, and thoughts.
This is intended for founders who have little formal experience with sales and marketing practices.
Zero to 100 - Part 3: Founder-led Selling - Pete KazanjyDavid Skok
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 Zero to 100 is a learning program from David Skok. It is a detailed 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/
A few slides highlighting the strong revenue growth achieved by Thermal Energy International (TSX-V: TMG) for the third quarter and year-to-date of fiscal 2016.
Here is George Deeb's presentation to the 2014 class of entrepreneurs at Founder Institute in Chicago. Lots of good information herein on how to drive revenues and attract investors with your traction. George is the Managing Partner at Red Rocket Ventures (www.RedRocketVC.com), a Chicago-based startup consulting, shared executive and fund raising firm. You can follow George on Twitter at http://twitter.com/georgedeeb.
Streamline your inbound sales efforts to maximize growth and scalability in your sales team. With the help of sales velocity you can increase your sales by over 140%.
Streamline your sales funnel - Syed Asad Hussain CallPage
Sales representatives quite often don’t focus on top of the pipeline, which leads to a “leaky bucket”. It results in good leads falling through the cracks.
- Learn how to improve your sales velocity.
- Learn how to build a strong lead qualification process.
- Understand the buyer's journey.
Building a SaaS Startup | Fernando Okumura | Lunch & Learn UCICove
About UCI Applied Innovation:
UCI Applied Innovation is a dynamic, innovative central platform for the UCI campus, entrepreneurs, inventors, the business community and investors to collaborate and move UCI research from lab to market.
About the Cove @ UCI:
To accelerate collaboration by better connecting innovation partners in Orange County, UCI Applied Innovation created the Cove, a physical, state-of-the-art hub for entrepreneurs to gather and navigate the resources available both on and off campus. The Cove is headquarters for UCI Applied Innovation, as well as houses several ecosystem partners including incubators, accelerators, angel investors, venture capitalists, mentors and legal experts.
Follow us on social media:
Facebook: @UCICove
Twitter: @UCICove
Instagram: @UCICove
LinkedIn: @UCIAppliedInnovation
For more information:
cove@uci.edu
http://innovation.uci.edu/
Keynote: If only I’d had a tardis: Why you shouldn’t rely on time travel to m...ProductCampMelbourne
Amanda Ralph – Head of Product at Kinetic Super, will talk us through why understanding your product financials is so fundamental to driving your product in both its strategic and tactical direction.
Amanda will cover:
- Understanding product value drivers
- Translating value drivers into actionable portfolio metrics
- Managing your BAU financials
- Why good financial management will “buy” you influence and the ability to release value for innovation
- It’s not just about shipping your product – why you need to understand P & L Basics
Building a Repeatable, Scalable & Profitable Growth ProcessDavid Skok
In a talk I gave at SaaS North 2017 conference in Ottawa, I talk about the fundamentals of building a repeatable, scalable, and profitable growth process for a startup.
What is a sales pipeline, and why should you care?April Brunt
What is a sales pipeline, and why should you care?
Check out our SlideShare to find out and much more!
Insights included:
The 6 steps of a killer sales pipeline
Sales pipeline lead scoring
How to keep prospects progressing through the sales pipeline
7 top tips for ongoing success
Identification of services or goods to be procured, the acceptance of the intended purchase, and the transaction that
completes the sale.
Basically in a sales cycle, the main agenda of sales person is to rely on the stages which promotes close of deals.
During the sales cycle there are series of phases which occur during the selling of product or service
Identification of services or goods to be procured, the acceptance of the intended purchase, and the transaction that completes the sale. Basically in a sales cycle, the main agenda of sales person is to rely on the stages which promotes close of deals.
The SaaS Founder’s Journey: What Matters at Each StageDavid Skok
From a talk given at SaaStock 2017 in Dublin, this slide deck covers the three stages of a startup, the most important question founders should be asking to ensure survival/success, and how to build and scale a sales funnel.
Learn the top 5 things every business owner should know about their businessJohn Graham
Successfully growing your business means you utilize data to steer your company in the right direction. Understand how to develop a dashboard that measures company performance. Learn the top 5 things every business owner should know about their business, how to assemble and present that information.
Increasing company value by sales channels choices 1.1Greg Nutkins
An introduction to the relative merits of Software distribution by direct or indirect methodologies, including topics like; Which Channel – Introduction, Why Use Indirect Channels, Company Valuations (Revenue, margins, operating income, gross profit), Basics of Software ‘go to market’ (GTM) models, Financial Comparison of GTM models, Qualitative Comparison of GTM Models, What do Resellers look for, What do Resellers offer, Reseller Costs, Reseller Compensation, Factors that make a Partner Channel Successful – For more information, contact Greg
2. “What?”
(What is your offering?)
“So what?”
(What’s the impact on my
business?)
“How much?”
(Can you quantify the impact on
my business?)
“Can you prove it?”
(Can you offer proof of your
ability to deliver through
references, tracking, and/or
guarantees?)
Four Questions From the Customer
Or your SEN Account Manager, or Greg
5/16/2016 Produced by Sales Guerillas 2
3. Are you good at sales?
Emerging Salesperson - Little ability to manage a customer and no ability to
manage the threat of a competitor – The Peddler
Traditional Salesperson – places great emphasis on ‘personality selling’, and
establishing a rapport with customers, but who may have a blind spot with
regard to the competition.
Competitive Sales Professional – adept at managing both sets of issues,
achieves competitive advantage by the way he or she sells.
Relationship Manager – their value is integral to the customers success so they
achieve competitive immunity
What stage are you and what stage is your customer?
4. Pipeline – Enables Measurement
To measure what we are doing with this business
Deals in the pipeline indicate that you are active in the market
No deals in the pipeline indicate that you are inactive in the market
Increasing amount ($) and number of deals indicate that you are active in the
market
Decreasing ($) and number of deals indicate that you not active in the market
Deals that increase in % indicate that you are in control of the sales process
Deals that decrease in %, slip, or disappear, indicate that you are not in
control of the sales process
5. Pipeline – Enables Decisions
Increase a Partners territory
Increase a partners products
Relax the measurement variables
Relax the margins
Support a partner with marketing funds
Provide additional technical support as we are confident the sales process is
in control
6. Pipeline – ensures your success
The amount ($) of pipeline indicates whether you have a chance of reaching YOUR
required revenue. You will lose deals to; competition, timing, budget cuts, companies
going out of business, personnel leaving etc etc
In order to reach YOURrequired revenues you must have 3 X YOUR required
revenue in the pipeline fo any period of time
If you want to achieve $50K in the next six months, you need either
$150K in the pipeline for closing in that period, before the period starts
OR
$100K at 60% and above for the period
OR
Maybe $80K at 80% and above for the period
7. Pipeline – Rules – for you and for me
Forecasting
Your forecast revenue/OI or whatever you are measured on must be +/- 5% on the quarter
(next three months). It must also enable you to be on or above target at the end of each
quarter or month. If it is not, you are not doing enough lead creation – get on the
phone!!!!!!
Surprises
We don’t like surprises, that is changes to the forecast number, increases are maybe OK but
shows you are not in control, and decreases are unacceptable and so is slippage. This very
important if you want to sell your business and if you want another job!!!
Lesson from the top – this is the way Rob/Glenn think
Make all the numbers in every sector. If you can’t make all the numbers make the overall
revenue. If you can’t make the revenue, make the margin. If you can’t make the margin, cut
costs – that’s you and me!!!
IF YOU DON’T UNDERSTAND THE ABOVE, OR CANNOT DO IT – GET OUT OF SALES!!!
8. Pipeline – So how do you do it
Ask questions – MONEY, APPLICATION, NEED, TIMESCALE
The hardest of these is timescale
Year
Estimate the year the customer will buy, by asking when the financial year is. If you are
speaking to them now and they are budgeting for 2015, the year is obviously 2015.
Then ask when they want it up and running. If they say September, suggest they will have to
order in August, but that is holiday period, so it will be in June?
Firstly estimate the year, then the quarter, then the month.
Put the deal in on the last day of the period
For the year – Dec 20
For the quarter – 31 March, 30 June, 30 Sept, 20 Dec
You can bring a deal forward, but you cannot slip it.
If you slip it – YOU ARE NOT IN CONTROL
9. Timing – The Compelling Event
The customer will be driven by a Compelling event. When BIOVIA asks when the
order is due, you must know when and why – you must know the Compelling event.
The ‘Compelling Event’ is driven by the customers need to act to either:
– Solve a problem
– Take advantage of an opportunity
Note: There can be multiple Compelling Events
10. Timing – The Compelling Event
The customer will be driven by a Compelling event. When BIOVIA asks when the
order is due, you must know when and why – you must know the Compelling event.
The ‘Compelling Event’ is driven by the customers need to act to either:
– Solve a problem
– Take advantage of an opportunity
Note: There can be multiple Compelling Events
Questions to ask:
• Why does the customer have to act and by when?
• What are the implications of the project being delayed?
• What will be the quantifiable impact on the customer’s business?
• What is the effect if the customer does nothing – the low cost option?
• What is the cost of doing nothing
• Why are they buying it in the first place, why don’t they just keep the money or buy something
else?
The compelling event is there – you have to find it – and I want to know it!!!
11. Timing and % - Contract extract
At three months,
you must be at 60%
or above!!!!
12. Examine your prospect M.A.N.T.
• MONEY – Do they have money – everyone has money! Your job is to
ensure that their money is allocated to your project, by ensuring you give
the best return for their investment
• APPLICATION– You are talking to a Lab with no ELN – they have an
Application – you may have to show it to them – but it is there – If you are selling
ELN – every decent size Lab should be in your pipeline.
• They have a NEED– it may be for an LES system and you know the need is to;
satisfy compliance regulations, reduce errors, improve processes – that’s why
everyone buys LES – you may have to show them but they have a need –every
QA/QC department should be on your pipeline.
• TIMESCALE – NOW you know about timescale
These are required to allocate technical resource – if you can’t answer the questions,
you ‘ll go to the bottom of the list
13.
14. DID YOU EVER
NOTICE .....
Most salespeople win orders because of
outstanding sales abilities . . . . but lose orders
because of _______________________(?)
(please insert the desired excuse)
-price too high - lack of support - company reputation
-product too limited - customer incompetence - product is too old
-lack of advertising - manager incompetence - product is too new
-lack of resources - co-worker incompetence - I’m not feeling well
-competitor is tough - economy is good - I’ve been too busy
-competitor is unfair - economy is bad - your special excuse (?)
15. At the end of your call – ask yourself
• Is Accelrys differentiated and if so does it
impact the productivity … and profitability
of the customer?
• What has the person I’m talking to taken
away from the conversation, in terms of the
value we can give and our differentiation in
terms of his options. How will he articulate
that to his colleagues?
5/16/2016 Produced by Sales Guerillas 15
16. In the final analysis it’s individuals that
compete … and in most cases, the better
salesperson wins …
… regardless of who they represent
YOU ARE IN SALES
MAKE SURE YOU ARE THE BEST
17. Want to know more?
Consulting rates apply
Contact greg.nutkins@btinternet.com
5/16/2016 Produced by Sales Guerillas 17