Mark Roberge - The science of re-establishing growth: When, where, and howSaaStock
Over the past few months, we have moved our operation into a virtual setting, reset budgets and revenue plans, and pivoted to target market and messaging aligned with the economic context. Now what? Are we being too aggressive? Or too conservative? What should we be tracking to understand these critical questions? Mark Roberge, managing director at Stage 2 Capital, professor at Harvard Business School, and former CRO at HubSpot, will share his frameworks to quantitatively answer when, where, and how to scale. He will present the scientific, data-driven approach he implements in companies to assess product-market-fit, go-to-market-fit, and the appropriate pace of scale. He will also illustrate front-line tactics used to accelerate companies toward re-establishing growth.
Mark Roberge is a Senior Lecturer with Harvard Business School, former CRO of Hubspot and author of bestseller "The Sales Acceleration Formula". Join him as he takes you through his step by step guide to revenue growth.
Omnichannel Customer Experience. Companies such as Amazon, Facebook, Google, Apple already know that the future of user experience is automated interface creation depending on customer needs.
Product is becoming the customer acquisition, retention and expansion channel. As the product becomes the experience channel, companies with a customer-centric approach are starting to adopt product-led-growth strategy.
Mark Roberge - The science of re-establishing growth: When, where, and howSaaStock
Over the past few months, we have moved our operation into a virtual setting, reset budgets and revenue plans, and pivoted to target market and messaging aligned with the economic context. Now what? Are we being too aggressive? Or too conservative? What should we be tracking to understand these critical questions? Mark Roberge, managing director at Stage 2 Capital, professor at Harvard Business School, and former CRO at HubSpot, will share his frameworks to quantitatively answer when, where, and how to scale. He will present the scientific, data-driven approach he implements in companies to assess product-market-fit, go-to-market-fit, and the appropriate pace of scale. He will also illustrate front-line tactics used to accelerate companies toward re-establishing growth.
Mark Roberge is a Senior Lecturer with Harvard Business School, former CRO of Hubspot and author of bestseller "The Sales Acceleration Formula". Join him as he takes you through his step by step guide to revenue growth.
Omnichannel Customer Experience. Companies such as Amazon, Facebook, Google, Apple already know that the future of user experience is automated interface creation depending on customer needs.
Product is becoming the customer acquisition, retention and expansion channel. As the product becomes the experience channel, companies with a customer-centric approach are starting to adopt product-led-growth strategy.
Omnichannel is at the heart of today's Retail Transformation. However, most retail CIOs still struggle to redesign their technology frameworks to serve today's multichannel connected customer and support a growing number of new ways to shop. Lack of an omnichannel strategy, rigid legacy systems not allowing to leverage the benefits of cloud and mobile technologies, non-single view of customers across channels or lack of inventory visibility across enterprise to support distributed order management capacity are only some of the key challenges retail CIOs are facing.
This webinar will be conducted by Ismael Ciordia, Chief Technology Officer at Openbravo, Salil Godika, Chief Strategy & Marketing Officer and Industry Group Head at Happiest Minds and introduced by Xavier Places, Product Marketing Director at Openbravo.
What Will You Learn?
- Key considerations when designing and rolling out new architecture that delivers omnichannel services.
- Which technologies to evaluate, including PIM, OMS, Cloud, m-POS or Big Data.
- How some leading customers in the Specialty Retail subsector are progressing on their omnichannel path with the help of Openbravo.
- A summary of the main conclusions of the Happiest Minds' report "The State of Omnichannel Retail in the US 2015" .
Example Call Center Work/Information Flow DiagramEquilibria, Inc.
There are bound to be times when your customer support team encounters a problem dealing with customers. You have no control over what customers say or do, but you do have control over how team members respond to questions or complaints in an efficient and productive way. With a combination of competent team members, well-written scripts and the right technology, your business can attract and retain happy and loyal customers.
Process maps (flowcharts) are one tool companies use to ensure team members know how to address customer support questions, escalate issues, and route calls. In this presentation, we begin with a process map given to employees working in a call center to screen job candidates. If you enjoy working with flowcharts, you’ll love this method to investigate your own customer service model. More process map templates are available for download at www.eqbsystems.com/shop. Thanks for watching!
Success in the Cloud requires 3 things:
1) A Compelling Value Proposition
2) Creating Competitive Separation
3) Strategy vs Execution. Making it happen requires execution
We give you a framework for creating a B2B Sales Playbook - section by section, with key info about questions to consider when writing your own Sales Playbook.
Find out more about how to create your own Sales Playbook at: https://contemsa.com/sales-playbook/
Developing a Sales Playbook is the optimal way to have your entire team follow the Best Practices required to have everyone perform as well as your best.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 20 different digital transformation frameworks and models.
INCLUDED FRAMEWORKS/MODELS:
1. Ten Guiding Principles of Digital Transformation
2. The BCG Strategy Palette
3. Digital Value Chain Model
4. Four Levels of Digital Maturity
5. Customer Experience Matrix
6. Design Thinking Framework
7. Business Model Canvas
8. Customer Journey Map
9. OECD Digital Government Transformation Framework
10. Accenture's Nonstop Customer Experience Model
11. MIT's Digital Transformation Framework
12. McKinsey's Digital Transformation Framework
13. Capgemini's Digital Transformation Framework
14. DXC Technology's Digital Transformation Framework
15. Gartner's Digital Transformation Framework
16. Cognizant's Digital Transformation Framework
17. PwC's Digital Transformation Framework
18. Ionolgy's Digital Transformation Framework
19. Accenture's Digital Business Strategy Framework
20. Deloitte's Digital Industrial Transformation Framework
Building the 10x better bank, by @joukpleiter & @jelmerdejong
Slides of the November 11, 2015 webinar 'Omni-channel banking & the digital transformation roadmap'.
In this webinar, Jouk Pleiter and Jelmer de Jong of Backbase will talk about building the 10-times-better bank.
The financial services market is going through many changes. New challengers have appeared and are looking for a slice of the market. In addition, customers are more demanding and more informed, expecting convenience and simplicity when it comes to financial services, particularly online and via mobile devices. People love digital services such as Netflix, Amazon, and Uber because they’re easy to use and deliver great customer experiences. They deliver 10 times more convenience and better customer experiences than the status quo, and are therefore winning the market. It’s only a matter of time before the 10-times-better bank is founded, a thought that's on the radar of every banker.
In this webinar, we outline the journey of creating the 10-times-better bank, providing a detailed analysis of how banks can begin their digital journey, with a strong focus on five main points:
1) new competitors in banking: the disrupters
2) customer experience: the key ingredients
3) omni-channel and the changing channel mix
4) mobile's impact on online sales and share of wallet
5) regaining control in the era of digitization
The presentation focuses on the importance of Omni-Channel Retailing, overcoming hurdles & how emerging unified platforms empower retailers to successfully adopt Omni-Channel strategy. This was presented by Ananth Padmanabhan in the event 'RetechCon' 2015.
During the SaaS.City Customer Success bootcamp on Monday the 18th of September 2017, attendees at SaaStock 2017 found out how to manage customer risk, map customer health scores, justify the expense of Customer Success, and so much more.
The Customer Success Bootcamp mentors include Dan Steinman, GM of Gainsight EMEA; David Apple, VP of Customer Success at Typeform; and Cristina Georgoulaki, Head of Customer Success at Typeform. This event was exclusively for SaaStock conference ticket holders.
Learn how to deconstruct what it means to be "Open," as well as how to engage developers, leverage users, and shape your data to make your platform ready for commercial use.
Presented April 14th, 2009, at BayCHI: http://www.baychi.org/calendar/20090414/
Case Study: Innovative, Fun Marketing Tool Go-to-Market Plan (Cisco myPlanNet)Petra Neiger
A few slides from the go-to-market plan for the Cisco myPlanNet simulation game, incl. traditional and social media marketing. Some integration examples also included.
Oct 2009 - Jan 2010 results:
- 77,730 unique hits
- 23,234 downloads
- 25,658 Facebook fans
- Played in 130 countries by over 2,500 institutions
- Press and analyst coverage
Product Launch Go To Market Strategy Powerpoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Product Launch Go To Market Strategy Powerpoint Presentation Slides. The stages in this process are Product Launch Go To Market Strategy, Entering A New Market, New Product Introduction. https://bit.ly/3AveXk0
Partner relationships are the bedrock of a successful channel sales model. However, sometimes partner relationship management can seem like an icy road where you skid at every step. Watch this presentation to discover ways to boost partner engagement.
Mark Roberge's The Science of Re-Establishing Growth - Where, When, and HowSales Impact Academy
70% of series A companies fail.
But astonishingly, 70% of Series B and Series C companies fail too.
Study this deck. Watch the YouTube video. And maybe we can bring that % down to 50%. Or less.
Mark Roberge's The Science of Re-Establishing Growth - Where, When, and HowPaul Fifield
70% of series A companies fail.
But astonishingly, 70% of Series B and Series C companies fil too.
Study this deck. Watch the YouTube video. And maybe we can bring that % down to 50%. Or less.
Omnichannel is at the heart of today's Retail Transformation. However, most retail CIOs still struggle to redesign their technology frameworks to serve today's multichannel connected customer and support a growing number of new ways to shop. Lack of an omnichannel strategy, rigid legacy systems not allowing to leverage the benefits of cloud and mobile technologies, non-single view of customers across channels or lack of inventory visibility across enterprise to support distributed order management capacity are only some of the key challenges retail CIOs are facing.
This webinar will be conducted by Ismael Ciordia, Chief Technology Officer at Openbravo, Salil Godika, Chief Strategy & Marketing Officer and Industry Group Head at Happiest Minds and introduced by Xavier Places, Product Marketing Director at Openbravo.
What Will You Learn?
- Key considerations when designing and rolling out new architecture that delivers omnichannel services.
- Which technologies to evaluate, including PIM, OMS, Cloud, m-POS or Big Data.
- How some leading customers in the Specialty Retail subsector are progressing on their omnichannel path with the help of Openbravo.
- A summary of the main conclusions of the Happiest Minds' report "The State of Omnichannel Retail in the US 2015" .
Example Call Center Work/Information Flow DiagramEquilibria, Inc.
There are bound to be times when your customer support team encounters a problem dealing with customers. You have no control over what customers say or do, but you do have control over how team members respond to questions or complaints in an efficient and productive way. With a combination of competent team members, well-written scripts and the right technology, your business can attract and retain happy and loyal customers.
Process maps (flowcharts) are one tool companies use to ensure team members know how to address customer support questions, escalate issues, and route calls. In this presentation, we begin with a process map given to employees working in a call center to screen job candidates. If you enjoy working with flowcharts, you’ll love this method to investigate your own customer service model. More process map templates are available for download at www.eqbsystems.com/shop. Thanks for watching!
Success in the Cloud requires 3 things:
1) A Compelling Value Proposition
2) Creating Competitive Separation
3) Strategy vs Execution. Making it happen requires execution
We give you a framework for creating a B2B Sales Playbook - section by section, with key info about questions to consider when writing your own Sales Playbook.
Find out more about how to create your own Sales Playbook at: https://contemsa.com/sales-playbook/
Developing a Sales Playbook is the optimal way to have your entire team follow the Best Practices required to have everyone perform as well as your best.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 20 different digital transformation frameworks and models.
INCLUDED FRAMEWORKS/MODELS:
1. Ten Guiding Principles of Digital Transformation
2. The BCG Strategy Palette
3. Digital Value Chain Model
4. Four Levels of Digital Maturity
5. Customer Experience Matrix
6. Design Thinking Framework
7. Business Model Canvas
8. Customer Journey Map
9. OECD Digital Government Transformation Framework
10. Accenture's Nonstop Customer Experience Model
11. MIT's Digital Transformation Framework
12. McKinsey's Digital Transformation Framework
13. Capgemini's Digital Transformation Framework
14. DXC Technology's Digital Transformation Framework
15. Gartner's Digital Transformation Framework
16. Cognizant's Digital Transformation Framework
17. PwC's Digital Transformation Framework
18. Ionolgy's Digital Transformation Framework
19. Accenture's Digital Business Strategy Framework
20. Deloitte's Digital Industrial Transformation Framework
Building the 10x better bank, by @joukpleiter & @jelmerdejong
Slides of the November 11, 2015 webinar 'Omni-channel banking & the digital transformation roadmap'.
In this webinar, Jouk Pleiter and Jelmer de Jong of Backbase will talk about building the 10-times-better bank.
The financial services market is going through many changes. New challengers have appeared and are looking for a slice of the market. In addition, customers are more demanding and more informed, expecting convenience and simplicity when it comes to financial services, particularly online and via mobile devices. People love digital services such as Netflix, Amazon, and Uber because they’re easy to use and deliver great customer experiences. They deliver 10 times more convenience and better customer experiences than the status quo, and are therefore winning the market. It’s only a matter of time before the 10-times-better bank is founded, a thought that's on the radar of every banker.
In this webinar, we outline the journey of creating the 10-times-better bank, providing a detailed analysis of how banks can begin their digital journey, with a strong focus on five main points:
1) new competitors in banking: the disrupters
2) customer experience: the key ingredients
3) omni-channel and the changing channel mix
4) mobile's impact on online sales and share of wallet
5) regaining control in the era of digitization
The presentation focuses on the importance of Omni-Channel Retailing, overcoming hurdles & how emerging unified platforms empower retailers to successfully adopt Omni-Channel strategy. This was presented by Ananth Padmanabhan in the event 'RetechCon' 2015.
During the SaaS.City Customer Success bootcamp on Monday the 18th of September 2017, attendees at SaaStock 2017 found out how to manage customer risk, map customer health scores, justify the expense of Customer Success, and so much more.
The Customer Success Bootcamp mentors include Dan Steinman, GM of Gainsight EMEA; David Apple, VP of Customer Success at Typeform; and Cristina Georgoulaki, Head of Customer Success at Typeform. This event was exclusively for SaaStock conference ticket holders.
Learn how to deconstruct what it means to be "Open," as well as how to engage developers, leverage users, and shape your data to make your platform ready for commercial use.
Presented April 14th, 2009, at BayCHI: http://www.baychi.org/calendar/20090414/
Case Study: Innovative, Fun Marketing Tool Go-to-Market Plan (Cisco myPlanNet)Petra Neiger
A few slides from the go-to-market plan for the Cisco myPlanNet simulation game, incl. traditional and social media marketing. Some integration examples also included.
Oct 2009 - Jan 2010 results:
- 77,730 unique hits
- 23,234 downloads
- 25,658 Facebook fans
- Played in 130 countries by over 2,500 institutions
- Press and analyst coverage
Product Launch Go To Market Strategy Powerpoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Product Launch Go To Market Strategy Powerpoint Presentation Slides. The stages in this process are Product Launch Go To Market Strategy, Entering A New Market, New Product Introduction. https://bit.ly/3AveXk0
Partner relationships are the bedrock of a successful channel sales model. However, sometimes partner relationship management can seem like an icy road where you skid at every step. Watch this presentation to discover ways to boost partner engagement.
Mark Roberge's The Science of Re-Establishing Growth - Where, When, and HowSales Impact Academy
70% of series A companies fail.
But astonishingly, 70% of Series B and Series C companies fail too.
Study this deck. Watch the YouTube video. And maybe we can bring that % down to 50%. Or less.
Mark Roberge's The Science of Re-Establishing Growth - Where, When, and HowPaul Fifield
70% of series A companies fail.
But astonishingly, 70% of Series B and Series C companies fil too.
Study this deck. Watch the YouTube video. And maybe we can bring that % down to 50%. Or less.
Parth\'s in it\'s endeavour to manage sales effectively with real time communication tools ,developed the crm,which will guide companies towards excellence in customer relationship.
View this #sps17 Webcast on-demand here: http://dg-r.co/2fXqvEW
Join Paige Musto, Sr. Director, Corporate Marketing at Act-On Software as she walks you through six important steps that will help you jumpstart your 2018 marketing strategy and execution plan. Plus, learn the necessary tips to help you close out 2017 on a high note.
Attendees will benefit by learning how to:
● Build effective campaign themes to support their marketing goals;
● Pull the levers needed to grow brand awareness and influence in the market;
● Identify the keys to successful reporting;
● Make an impact on the business by championing a big idea!
The Many Faces of Sales Enablement: How to Drive Revenue Through Retention Ma...Aggregage
In a pandemic, it’s more important than ever to focus on retaining and expanding current customers. So, how can sales and marketing support the retention effort? Join Ruth Stevens as she dives into this fast-paced session and reviews the 7 key strategies for current customer marketing, to enable sales and expand customer value.
More and more Marketing Executives have come to realize that the traditional approach to budget allocation, by campaign and channel, does not match the way modern marketers seek to optimize the customer’s experience. As a result companies now focus more on investing along the different stages in the customer journey. In this webinar we will share best practices regarding the KPIs that can be used to track customer journey success.
More and more Marketing Executives have come to realize that the traditional approach to budget allocation, by campaign and channel, does not match the way modern marketers seek to optimize the customer’s experience. As a result companies now focus more on investing along the different stages in the customer journey. This webinar is organized by the B2B Marketing Forum in collaboration with Oracle Marketing Cloud.
Lead Scoring: Aligning Marketing and Sales with Effective Lead Scoring Techniques - Turning Marketing’s leads into Sales’ gold can be a challenge. The inability to generate and identify qualified leads negatively impacts the effectiveness of marketing campaigns, revenue growth, and company success. This presentation explores this challenge and provides information on how to align the expectations of sales and marketing, enabling marketing to deliver a continuous flow of qualified leads to the sales team for maximum ROI. This informative session will teach you how to accelerate the sales cycle through automated lead scoring.
Overcoming the Top 3 SMB Challenges with Marketing AutomationMediacurrent
Mediacurrent was awarded Best Overall SMB by Salesforce. Marketing Director Adam Waid headed to California to speak at Dreamforce 2014 about Mediacurrent's keys to success using Pardot.
Data Strategy for Digital Sales : Case Study & Best PracticeBarry Magee
Citrix Peer Exchange : Indeed.com - Oct 2020 - Barry Magee
I'm an experienced senior business leader focused on how data-driven transformation creates organisational value with deep experience in sales, marketing, strategy, operations, and change management. I’m a recognized industry-leading specialist and academic on effective and systemic innovation using data and analytics to build competitive advantage and tangible results.
https://www.linkedin.com/in/barrymagee/
Strategic Planning And Budgeting Part 2: Alignment, Budgeting, and ResourcesKenny Ong
ABF Budgeting, Forecasting and Financial Planning Conference, Feb 2009
*Understanding what strategic planning is and why it is important
*Clarify the difference between vision, mission statement, goals and objectives
*The external environment: The need to understand the economic cycle
*Tying the strategic plan to the budget
*Cost Reduction methods and advice
1. A STEP BY STEP GUIDE TO
REVENUE GROWTH
Mark Roberge (@markroberge)
Senior Lecturer @HarvardHBS
Managing Director @Stage2Capital
Former CRO @HubSpot
#INBOUND19
2. What is the optimal growth path?
REVENUE GROWTH
CUSTOMERRETENTION
Mediocre
(i.e. 50%)
Awesome
(i.e. 200%)
Mediocre
(i.e.60%)
Awesome
(i.e.90%)
OPTION B
Awesome Revenue Growth
Improve Retention
OPTION A
Awesome Retention
Improve Revenue Growth
3. Easier to accelerate growth with world class retention than
fix retention while maintaining rapid growth
REVENUE GROWTH
CUSTOMERRETENTION
Mediocre
(i.e. 50%)
Awesome
(i.e. 200%)
Mediocre
(i.e.60%)
Awesome
(i.e.90%)
4. 4 @markroberge
ACME Software*
ACME software offers augmented reality blockchain cybersecurity software to
SMB, mid-market, and enterprise customers.
* Fictitious company
Developed Minimal Viable Product
Acquired 10 Beta Customers
Fixed all product bugs
Developed 3 customer case studies
Set goals to triple revenue next year
Hired 5 sales people in the following quarter
One Year Later
Low usage of product by customers
Customer churn rapidly increasing
Product reviews online are suffering
Fired 2 of the 5 salespeople
Revenue growth slows to 30%
6. Goal of Phase
Step-by-Step Guide to Revenue Growth
Repeatable Customer Success Generation is Hard and a Pre-requisite to Growth
#1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat
Experiment Scale
Customer Success
7. Pothole Alert!
Sales is first and foremost about
creating customer value. Revenue
and profits are an outcome of
customer value creation.
9. Goal of Phase
Step-by-Step Guide to Revenue Growth
Measuring Customer Success
#1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat
Experiment Scale
Customer Success
Annual Revenue Retention > 100%
Annual Customer Retention > 90%
Annual Revenue Retention = [ARR (start of year) – Churn + Upgrades] / ARR (start of year)
Annual Customer Retention = [#Customers (start of year) – Customer Churn] / # Customers (start of year)
10. Pothole Alert!
Churn is a silent killer. Identifying a
leading indicator to churn (and
customer success) is critical.
11. Define the customer success leading indicator
Defining your customer
success leading indicator
Observable in weeks or months, not quarters or years
Measurement can be automated
Ideally correlated to the product CVP
Repeat purchase, referral, setup, usage, ROI are all
common. Revenue is usually a mistake.
OK to use multiple metrics
2,000 Team messages sent
1 file added to 1 folder on 1 device
Using 5 of 20 features within 60 days
12. Define the customer success leading indicator
Non-Software Examples
Inbound Marketing Agency
Leading Indicator: Published first content campaign
Home Alarm System
Leading Indicator: Changed password from default
Landscaping Company
Leading Indicator: Submitted 4+ star review on Google reviews
13. % of customers that achieve customer value by month of tenure
1. Define customer success measurement
2. Define acceptable percentage of customers reaching value [product-market fit]
3. Measure by customer cohort
The Real Product-Market Fit
Consistent Customer Value Creation
14. Align Go-To-Market organization with
customer success leading indicator
Sales Hiring
Customer Success
Marketing
Product / Engineering
Hire “innovator” sales people vs. “coin-operated”
• Mix of product manager and seller
Measure on % of customers achieving success leading
indicator within 90 days
Define MQLs around customer attributes that are most
likely to succeed
• i.e. company size, industry, geography, role, tech stack, etc.
Study customers that do not achieve the customer success
leading indicator within 90 days. Align short term product
enhancements around these observations.
Sales Compensation Align sales compensation with success leading indicator
• 50% of comp on contract. 50% when leading indicator achieved
15. Goal of Phase
Target Market
GTM Process
Compensation
Demand Gen.
Pricing
Sales Hiring
Early Adopter
Personal Network + Referrals
Step-by-Step Guide to Revenue Growth
Phase 1: Align GTM around Repeatable Customer Success Generation
#1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat
Learn Scale
Customer Success
Customer Success Focused
Solve for Customer Commitment
PM + AE
Based on Customer Success
16. Goal of Phase
Target Market
GTM Process
Compensation
Demand Gen.
Pricing
Sales Hiring
Early Adopter
Personal Network + Referrals
Step-by-Step Guide to Revenue Growth
Phase 2: Repeatable AND PROFITABLE Customer Success Generation
#1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat
Learn Scale
Customer Success
Customer Success Focused
Solve for Customer Commitment
PM + AE
Based on Customer Success
Unit Economics
17. 17 @markroberge
Define the Leading Indicators to Positive Unit Economics
Create a Bottoms Up Sales and Marketing Model
Templateonbottomofhttps://www.stage2.capital/
18. 18 @markroberge
MARKETING GENERATED
OUTBOUND APPOINTMENTS
Define the Leading Indicators to Positive Unit Economics
Extract Bottoms Up Model Into Weekly/Monthly Goals Plan
Actual
$0
$15,000
$30,000
$45,000
ARR / Customer
0%
2%
4%
6%
8%
Appointments to Customer %
0
10
20
30
40
Appointments per SDR
0%
5%
10%
15%
Appts. to Customer %
0%
10%
20%
30%
40%
MQL to Appointment %
$0
$15,000
$30,000
$45,000
ARR / Customer
0
50
100
150
200
MQLs from Marketing
19. Goal of Phase
Target Market
GTM Process
Compensation
Demand Gen.
Pricing
Sales Hiring
Early Adopter
Personal Network + Referrals
Early Majority
1 Scalable, Measurable Medium
Step-by-Step Guide to Revenue Growth
Phase 2: Find Go-To-Market Fit
#1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat
Learn Scale
Customer Success Unit Economics
Customer Success Focused Codify
Customer Success + Unit
Economics
Solve for Customer Commitment Solve for Unit Economics
PM + AE Process Builder
Based on Customer Success
25. The power in the buying and
selling process has shifted
from the seller to the buyer.
26. Modern Sales Teams
Design sales process from outside in
Legacy Sales Teams
Design sales process from inside out
Modern sales teams build a sales process the
“supports” the buying journey
Product
Seller
Buyer
Product
Seller
Buyer
30. 30
Components of the Modern Sales Playbook
The Buying Journey
Discovery
Guide
Presentation
Guide
Sales Playbook
Buying Journey
Prospecting
Guide
Customer
Success
31. Buyer Journey Framework
What are the buyers top
challenges or goals?
Awareness Consideration Decision
What categories of solutions
do buyers investigate?
What is the decision criteria
and who is involved?
When does the solution need to
be in place?
How will success be measured?
Who needs to be involved?
Success
32. Example Buying Journey: DataCo
What are the buyers top
challenges or goals?
Awareness Consideration Decision
What categories of solutions
do buyers investigate?
What is the decision criteria
and who is involved?
Calculate Return on
Ad Spend
Lower CAC
Improve Attribution
Across Campaigns
Invest in Brand
Equity
Software +
Consulting
Internal Team
DataCo
X - Competitor
Y - Competitor
Sustainable Differentiation of
“Software + Consulting”:
- White glove service of
consulting at affordable
cost
- System learns from
aggregate industry data
Sustainable Differentiation
of “DataCo”:
- Fastest processing speed
- Modern accurate algorithm
- Best customer service
Aligned with DataCo CVP Mis-aligned with DataCo CVP
1
# Playbook to Reframe Perspective
7
Software Only
6
When does the solution need
to be in place?
How will success be measured?
Who needs to be involved?
Success
Lower Marketing CAC
Higher Conversion
Rates
Higher Marketing
Contribution to Revenue
10% Increase in EBITDA
8
Consulting Only
2
3
4
33. TINYpulse Buying Journey
What are the buyers top
challenges or goals?
Awareness Consideration Decision
What categories of solutions
do buyers investigate?
What is the decision criteria
and who is involved?
Poor Culture
Low Productivity
High Turnover
Boring Office
Recruiting Struggles
Pulse Technology
Pizza/Beer/Parties
Hire a consultant
TinyPulse
CultureAmp
SurveyMonkey
Sustainable Differentiation of
“Pulse Technology”:
- Raises awareness of true issue
- Implements continual cadence
- Time and cost effective
Sustainable Differentiation of
“TinyPulse”:
- Anonymous and transparent
- Proven methodology
- Data and Insight
- All-in-one
Aligned with TINYpulse Mis-aligned with TINYpulse
1
# Playbook to influence perspective
4
6
3
Annual Survey
2 5
When does the solution need
to be in place?
How will success be measured?
Who needs to be involved?
Success
Better Glass Door
Scores
Reduced attrition
Increase in Offer
Acceptances
Win 3rd Party
Awards
7
34. 34
Components of the Modern Sales Playbook
The Prospecting Guide
Discovery
Guide
Presentation
Guide
Sales Playbook
Buying Journey
Prospecting
Guide
Customer
Success
36. Demand Generation Case Study
https://www.ictsviluppo.it/ecommerce/6-funzioni-irrinunciabili-shopify-plus
37. Old School Sales Prospecting
“Hi Michelle. This is Dwight from ICT. We specialize
in creating ready-to-sell e-commerce websites for
your business using the modern Shopify
platform. Are you free at 1 PM tomorrow to discuss?”
5/27 at 3 PM
#1
38. “Hi Michelle. This is Dwight from ICT. We specialize in creating
ready-to-sell e-commerce websites for your business using the
modern Shopify platform. Are you free at 1 PM tomorrow to
discuss?”
5/29 at 2 PM
“Hi Michelle. This is Dwight from ICT. We specialize in creating ready-to-sell e-commerce
websites for your business using the modern Shopify platform. Are you free at 1 PM
tomorrow to discuss?”
Voicemail #1: 5/27 at 3 PM
#2
Old School Sales Prospecting
39. “Hi Michelle. This is Dwight from ICT. We specialize in creating ready-to-sell e-commerce websites for your
business using the modern Shopify platform. Are you free at 1 PM tomorrow to discuss?”
Voicemail #1: 5/27 at 3 PM
“Hi Michelle. This is Dwight from ICT. We specialize in creating ready-to-sell e-commerce websites for your
business using the modern Shopify platform. Are you free at 1 PM tomorrow to discuss?”
Voicemail #2: 5/29 at 2 PM
“Hi Michelle. This is Dwight from ICT. We specialize in creating
ready-to-sell e-commerce websites for your business using the
modern Shopify platform. Are you free at 1 PM tomorrow to
discuss?” 6/1 at 4 PM
#3
Old School Sales Prospecting
40. “Hi Michelle. This is Dwight from ICT. We specialize in creating ready-to-sell e-commerce websites for your
business using the modern Shopify platform. Are you free at 1 PM tomorrow to discuss?”
Voicemail #1: 5/27 at 3 PM
“Hi Michelle. This is Dwight from ICT. We specialize in creating ready-to-sell e-commerce websites for your
business using the modern Shopify platform. Are you free at 1 PM tomorrow to discuss?”
Voicemail #2: 5/29 at 2 PM
“Hi Michelle. This is Dwight from ICT. We specialize in creating ready-to-sell e-commerce websites for your
business using the modern Shopify platform. Are you free at 1 PM tomorrow to discuss?”
Voicemail #3: 6/1 at 4 PM
“Hi Michelle. This is Dwight from ICT. We specialize in creating ready-to-sell e-
commerce websites for your business using the modern Shopify platform. Are you
free at 1 PM tomorrow to discuss?”
6/4 at 3 PM
#4
Old School Sales Prospecting
42. Modern Sales Prospecting
Step #2: Review Buyer’s Interactions with Our Company
360 Degree View of Calls, Emails,
Website Visits, Social Media
Interactions, etc., with Your Company
43. “Hi Michelle. This is Ryan from ICT. I noticed you attended our webinar this
morning on ShopifyPlus. I took a look at your company’s current eCommerce
website and had a few quick ideas on how to improve the site’s conversion. I
will email them to you now. Let me if you would like to go over them.”
5/27 at 11 AM
#1
Modern Sales Prospecting
Step #3: Personalize Outreach to Lead Context.
44. “Hi Michelle. This is Ryan from ICT. I noticed you attended our webinar this morning on ShopifyPlus. I took a look
at your company’s current eCommerce website and had a few quick ideas on how to improve the site’s conversion. I
will email them to you now. Let me if you would like to go over them.”
Voicemail #1 5/27 at 11 AM
“Hi Michelle. This is Ryan from ICT. I found a case study of one of our
customers in your industry that decreased their cart abandonment rate using
Shopify Plus. I will email you the case study and am happy to walk you
through their process when you have a moment.”
5/29 at 6 PM
#2
Modern Sales Prospecting
Step #3: Personalize Outreach to Lead Context.
45. “Hi Michelle. This is Ryan from ICT. I noticed you attended our webinar this morning on ShopifyPlus. I took a look at your
company’s current eCommerce website and had a few quick ideas on how to improve the site’s conversion. I will email them
to you now. Let me if you would like to go over them.”
5/27 at 11 AM
“Hi Michelle. This is Ryan from ICT. I found a case study of one of our customers in your industry that decreased their cart
abandonment rate using Shopify Plus. I will email you the case study and am happy to walk you through their process when
you have a moment.”
5/29 at 6 PM
“Hi Michelle. This is Ryan from ICT. Since you were interested in the Shopify
Plus webinar, I though you might also be interested in this webinar on
examples of well-designed eCommerce sites. I am happy to point out which
aspects of each example is most applicable to your website.”
6/1 at 12 PM
#3
Modern Sales Prospecting
Step #3: Personalize Outreach to Lead Context.
46. “Hi Michelle. This is Ryan from ICT. I noticed you attended our webinar this morning on ShopifyPlus. I took a look at your
company’s current eCommerce website and had a few quick ideas on how to improve the site’s conversion. I will email them to
you now. Let me if you would like to go over them.”
5/27 at 11 AM
“Hi Michelle. This is Ryan from ICT. I found a case study of one of our customers in your industry that decreased their cart
abandonment rate using Shopify Plus. I will email you the case study and am happy to walk you through their process when
you have a moment.”
5/29 at 6 PM
“Hi Michelle. This is Ryan from ICT. Since you were interested in the Shopify Plus webinar, I though you might also be
interested in this webinar on examples of well-designed eCommerce sites. I am happy to point out which aspects of each
example is most applicable to your website.”
6/1 at 12 PM
6/4 at 10 AM
“Hi Michelle. This is Ryan from ICT. I have not heard back from you so I am going to
assume that increasing the effectiveness of your eCommerce website is no longer a
priority. Call me anytime if things change.”
#4
Modern Sales Prospecting
Step #3: Personalize Outreach to Lead Context.
48. 48
Components of the Modern Sales Playbook
The Discovery Guide
Discovery
Guide
Presentation
Guide
Sales Playbook
Buying Journey
Prospecting
Guide
Customer
Success
49. Discover Call Guide - Template
a) Attempt 1: Chit-chat that subtly transitions to exploration
a) “I noticed on LinkedIn you doubled the team last year. How did that process unfold?”
b) “Your Glassdoor reviews are impressive. Did you proactively attempt to influence them?”
c) “You are 6 months into the acquisition of TOP software. How has the company perceived the progress?”
b) Attempt 2: Basic Open Ended
a) “Whatpeaked your interest in a meeting with us?”
c) Attempt 3:
a) “I know we only have 10 minutes so I did some homework on you and your business. Based on ACME’s strategy as well as trends that others in your industry have discussed with me, I assume your
biggest priority is either around improving new hire processes, decreasing employee turn over, or increasing employee productivity. In order to make this discussion as useful as possible to you, would
you mind indicating which is the highest priority for you? Why?”
Stage Example Questions
Rapport
Building
Awarenes
s
ConsiderationDecision
Recap&
Next
Steps
a) Culture is a broad term? How do you define it? What is your company culture and what do you want it to be?
b) Why do you think employeeturn over is increasing?
c) What percentage of prospective employeesaccept your offer? What are the common reasons they do not?
d) Why has your culture been great? What could jeopardize it down the road?
e) Was there an event that caused the declineI employeemorale you are observing?
f) What makes you think your culture is great? OR What makes you think it is not?
a) “How do you plan to increase morale?”
b) “What have you tried in the past to improve culture? Did it work? What will you try I the future?”
c) “Some organizations take a weekly pulse on employee happiness. Have you considered that option?”
a) “What criteria will you use to make the decision? What drives this decision criteria?”
b) “Have you narrowed down the list of vendors you are considering?”
c) “Is cost, time to value, or customization to your precise goals most important in your solution decision?”
d) “If you make no progress on the product development process between now and the end of the year, is that an issue? Why?”
e) “Who else needs to be involved in this decision?”
a) “Thank you for the time to catch me up to speed Sarah. If I understand you correctly, ACME Company’s executive team
sees an enormous opportunity to reduce employee turn over, specifically in the engineering and sales departments, by
implementing a simple but frequent ping to employees about their happiness. By doing so, the company hopes to
decrease annual turn over from 25% to sub 20% annually. ACME corporation explored an annual survey last year but the
frequency was no where near adequate. You have a meeting with your CEO in 6 weeks and want to have a detailed
presentation regarding your recommendation prepared by then. Do I have this information correct?”
50. 50
Components of the Modern Sales Playbook
The Presentation Guide
Discovery
Guide
Presentation
Guide
Sales Playbook
Buying Journey
Prospecting
Guide
Customer
Success
51. 51
Components of the Modern Sales Playbook
The Presentation Guide
Discovery
Guide
Generic
Demo
Sales Playbook
Buying Journey
Prospecting
Guide
52. 52
Components of the Modern Sales Playbook
Create Presentation “Swim Lanes” to Tailor the Presentation to the
Discovery Findings
Discovery
Guide
Sales Playbook
Buying Journey
Prospecting
Guide
Presentation Option 1
Presentation Option 2
Presentation Option 3
Presentation Best Practices
1. Recap buyer context
2. Share company vision
3. Illustrate service capability to meet buyer needs
4. Present case study aligned with buyer context
5. Discuss price, integration, training, etc.
6. Ask for questions
7. Recap findings and ask for the business
53. 53
Components of the Modern Sales Playbook
Customer Success
Discovery
Guide
Sales Playbook
Buying Journey
Prospecting
Guide
Presentation Option 1
Presentation Option 2
Presentation Option 3
Customer
Success
54. 54
Components of the Modern Sales Playbook
Customer Success
Discovery
Guide
Sales Playbook
Buying Journey
Prospecting
Guide
Presentation Option 1
Presentation Option 2
Presentation Option 3
Generic On
Boarding
55. 55
Components of the Modern Sales Playbook
Create Customer On-Boarding Swim Lanes to Match
Presentation Swim Lanes
Discovery
Guide
Sales Playbook
Buying Journey
Prospecting
Guide
Presentation Option 1
Presentation Option 2
Presentation Option 3
On Boarding Option 1
On Boarding Option 2
On Boarding Option 3
Customer On-boarding Best Practices
1. Recap buyer context
2. Ask for customer verification / adjustment
3. Recommend tailored on-boarding process
56. 56
Test and iterate Go-To-Market
playbook using daily film reviews
Conduct Daily
Film Reviews
Reflect on and
Apply Learnings
Iterate Sales
Playbook
1. Buyer Journey
2. Discovery Guide
3. Presentation Guide
Film Review Meeting Flow
1. Listen to call as a team
2. Self assessment from salesperson
with recording
3. Positive feedback
4. Areas of improvement
5. Open for team comments
6. Manager recap
1. Was the sales playbook optimal for this
prospect or were their gaps?
2. If there were gaps, are they unique to
this prospect or representative of the
customer segment?
Film Review Setup
1 salesperson records call
1 salesperson prepares positive
feedback
1 salesperson prepares needs for
improvement feedback
57. Aligning Sales Playbook with Customer Retention
Qualifying Matrix for Buying AND Retention
Sales Qualifying Matrix
Customer Likelihood to Buy
Sales Qualifying Matrix
Customer Likelihood to Succeed
[B]udget
[A]uthority
[N]eed
[T]iming
[M]etrics
[E]conomic Buyer
[D]ecision Maker
[D]ecision Process
[I]denitfy Pain
[C]hampion
[C]ontent
[C]ommitment
[C]oncept of a Lead
[U]ser Bought In
[R]ealistic ROI
[I]T Bought In
[T]ech Feasible
Examples Examples
58. Goal of Phase
Target Market
GTM Process
Compensation
Demand Gen.
Pricing
Sales Hiring
Early Adopter
Personal Network + Referrals
Early Majority
1 Scalable, Measurable Medium
Step-by-Step Guide to Revenue Growth
After Phase 2, setup the GTM Speedometer
#1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat
Learn Scale
Customer Success Unit Economics Growth & Moat
Customer Success Focused Codify
Customer Success + Unit
Economics
Solve for Customer Commitment Solve for Unit Economics
PM + AE Process Builder
Based on Customer Success
59. Am I scaling too fast or too slow?
Set up You GTM Speedometer
Leading Indicators to Customer
Success
Leading Indicators to Unit Economics
GTM Speedometer
1. Automate your GTM Speedometer, shown below
2. Establish a pace, not a single hiring target (i.e. hire 1 rep per month, not 15 tomorrow)
3. Monitor your GTM Speedometer. If it looks good, increase your speed. If it breaks, slow down and fix.
60. Goal of Phase
Target Market
GTM Process
Compensation
Demand Gen.
Pricing
Sales Hiring
Early Adopter
Personal Network + Referrals
Early Majority
1 Scalable, Measurable Medium
Step-by-Step Guide to Revenue Growth
Phase 3: Execute a Growth Pace and Monitor the GTM Speedometer
#1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat
Learn Scale
Customer Success Unit Economics Growth & Moat
Customer Success Focused Codify
Customer Success + Unit
Economics
Solve for Customer Commitment Solve for Unit Economics
PM + AE Process Builder
Based on Customer Success
Process Executor
Add Promotion Path
Scale vs. Experiment vs. Ignore
Multiple Mediums.
Tightly Aligned with Sales.
Codify into Systems
Assess Disruption Risk
64. 64 @markroberge
[Definition] Proactive desire
for feedback. Ability to
absorb and apply feedback.
Improvements are sustained
for the long term.
[Scoring]
1. [8 – 10] Eager to learn and proactive in seeking
mentorship. Accepts constructive criticism graciously and
appreciatively. Shows immediate improvement after
receiving coaching during role plays. Had specific
examples of internalizing and acting on feedback.
2. [5 – 7] Handles constructive criticism well but would not
proactively seek it out. Shows some improvement after
receiving coaching during role plays. Had some examples
of internalizing and acting on feedback.
3. [1 – 4] Appears stubborn and defensive when receiving
feedback. Shows little or no improvement after receiving
coaching during role plays. Struggled to find examples of
internalizing and acting on feedback.
66. 66 @markroberge
Hold the organization accountable to
defining the sales hiring formula
Assess hiring manager
performance. Iterate
sales hiring formula
Assess and
hire candidates
against
6 months post-
hire, reflect on
why the hire is
great (or poor)
71. Implement a data-driven sales culture
Last Quarter Performance By Salesperson
* Fictitious Data
72. Business Leader Action
Hold organization accountable to a
data-driven coaching culture
Morning
Afternoon
1st Day of Month 2nd Day of Month
VP Meets with Director
Review Skill/Development Plans
for each sales person
Director Meets with Manager
Review Skill/Development Plans
for each sales person
Manager Meets with Sales Person
Discuss qualitative performance
Review individual metrics
Co-Create Skill/Development Plan
Sales Person / Manager Independent Reviews
Think through qualitative performance
Review individual metrics
Think about Skill/Development Plan
73. Example monthly coaching plan
REP DIAGNOSIS COACHING PLAN METRICS GOAL
Brian
Over-investment in
unqualified meetings
Weekly opportunity review of BANT post
discovery call.
Demo-to-Contract % >
30%
Carlos Low meeting activity
Personal conversation on financial
motivations. Map to daily activity.
Average 4+ new
appointments per month
Anna
Developing Sense of
Urgency
Pre-call planning and post mortem reviews
on urgency
1st Meeting to Needs
Verified % > 50%
Fred
Time management
issues
Place 2 hours of prospecting into daily
calendar. Send daily email to manager of
new leads contacted and appointments set.
Average 5+ new
appointments per month
Erin
Desire to close a few
large accounts
Conduct 3 new meetings per month with
major accounts without compromising the
rest of her pipeline
Bookings / Customer >
$120,000
74. Hold team, especially management,
accountable to coaching progress
R
E
P
DIAGNOSIS COACHING PLAN METRICS GOAL
Bri
an
Over-investment in unqualified
opportunities
Weekly opportunity review of BANT post discovery call. Demo-to-Customer ratio > 30%
Eri
n
Developing Sense of Urgency Pre-call planning andpost mortem reviews on urgency
Discovery-call-to-customer % >
30%
Fr
ed
Time management issues
Place 2 hours of prospecting into daily calendar. Send daily
email to manager of new leads contacted and appointments
set.
Average 5+ new appointments
per week
Ca
rlo
s
Lack of personal goals
Personal conversation on financialgoals. Map to daily
activity.
Average 5+ new appointments
per week
June Coaching Plans
R
E
P
DIAGNOSIS COACHING PLAN METRICS GOAL
Bri
an
Over-investment in unqualified
opportunities
Weekly opportunity review of BANT post discovery call. Demo-to-Customer ratio > 30%
Eri
n
Developing Sense of Urgency Pre-call planning andpost mortem reviews on urgency
Discovery-call-to-customer % >
30%
Fr
ed
Time management issues
Place 2 hours of prospecting into daily calendar. Send daily
email to manager of new leads contacted and appointments
set.
Average 5+ new appointments
per week
Ca
rlo
s
Lack of personal goals
Personal conversation on financialgoals. Map to daily
activity.
Average 5+ new appointments
per week
July Coaching Plans
R
E
P
DIAGNOSIS COACHING PLAN METRICS GOAL
Bri
an
Over-investment in unqualified
opportunities
Weekly opportunity review of BANT post discovery call. Demo-to-Customer ratio > 30%
Eri
n
Developing Sense of Urgency Pre-call planning andpost mortem reviews on urgency
Discovery-call-to-customer % >
30%
Fr
ed
Time management issues
Place 2 hours of prospecting into daily calendar. Send daily
email to manager of new leads contacted and appointments
set.
Average 5+ new appointments
per week
Ca
rlo
s
Lack of personal goals
Personal conversation on financialgoals. Map to daily
activity.
Average 5+ new appointments
per week
August Coaching Plans
76. Step by Step Guide to the Marketing SLA
BetterQualityCompanies
Better Lead Engagement
Firmographic
Engagement
ABC
Blog Sign-Up eBook Download Demo Request
A
B
C
10K > # Employees > 1K
# Employees > 10K
1K > # Employees > 100
$100
$75
$40
$90
$55
$25
$80
$20
$10
77. * Data has been altered from actual HubSpot data for the purposes of this presentation.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Profitability
Sales Attempts
Small Business Mid-Market Enterprise
The Sales SLA
Calculate the ideal number of sales attempts for each type of lead
78. The Sales SLA
Sales SLA Criteria
1. Contact new leads < 2 hours
2. Contact leads > 3 times
within 7 days
3. Contact leads > 6 times
within 21 days
4. Close Sales Opportunities in
< 6 months
80. 80 @markroberge
ACME Software*
ACME software offers augmented reality blockchain cybersecurity software to
SMB, mid-market, and enterprise customers.
* Fictitious company
ARR = $10M
ARR Y/Y Growth = 200%
LTV/CAC = 4.3
Logo Churn = 8% annual
Revenue Retention = 115% annual
Payback = 12 months
One Year Later
Logo churn increased to 15%
Payback Period increased to 19 months
Growth slows to 70%
Raise $30M to:
Expand sales team from 9 to 17 in 2019
Expand upstream to enterprise customers
Diversity inbound marketing with outbound and
channel partners
Maintain 200% Y/Y ARR growth
81. Pothole Alert!
Over optimism about the breadth of
product-market and go-to-market fit
across new products, markets, and
demand generation mediums
82. 3 Options for Business Model Expansion
Product vs. Market vs. Channel
Core
Market
New
Market
Core
Product
New
Product
Core
Channel
New
Channel
83. 83 @markroberge
Analyze Customer Base by Market/Channel Segments
$3M ARR
16 Mo. Payback
19% Logo Churn
$4M ARR
8 Mo. Payback
6% Logo Churn $2M ARR
6 Mo. Payback
1% Logo Churn*$2M ARR
20 Mo. Payback
3% Logo Churn
Customer Size
SourceofCustomer
SMB Mid-Market Enterprise
Inbound
Outbound
Partners
*Low Product Usage
84. 84 @markroberge
Identify “Scale” vs. “Experiment” vs. “Ignore” Segments
EXPERIMENT
Prod-Mkt Fit
GTM Fit
SCALE
Prod-Mkt Fit
GTM Fit EXPERIMENT
Prod-Mkt Fit
GTM FitIGNORE
Prod-Mkt Fit
GTM Fit
EXPERIMENT
Prod-Mkt Fit
GTM Fit
IGNORE
Prod-Mkt Fit
GTM Fit
IGNORE
Prod-Mkt Fit
GTM Fit
IGNORE
Prod-Mkt Fit
GTM Fit
Customer Size
Channel
SMB Mid-Market Enterprise
Inbound
Outbound
Partners
85. 85 @markroberge
SMB Inbound
(Experiment)
MKT
AE
CSM
Mid-Market Outbound
(Experiment)
Enterprise
(Experiment)
CSM
Mid-Market Inbound (Scale)
AEAE
CSM
AE
MKT
AE AE
CSM
SDR SDR SDR SDR
AE
Scale teams where there is Product-Market and GTM Fit
Setup small cross-functional teams for experiment segments
Existing Employee
New Hire
AEAE
AEAE
CSM
AEAE
AEAE
CSM
AEAE
MKT
86. Goal of Phase
Target Market
GTM Process
Compensation
Demand Gen.
Pricing
Sales Hiring
Early Adopter
Personal Network + Referrals
Early Majority
1 Scalable, Measurable Medium
Step-by-Step Guide to Revenue Growth
Are we scaling too fast or too slow?
#1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat
Learn Scale
Customer Success Unit Economics Growth & Moat
Customer Success Focused Codify
Customer Success + Unit
Economics
Solve for Customer Commitment Solve for Unit Economics
PM + AE Process Builder
Based on Customer Success
Process Executor
Add Promotion Path
Scale vs. Experiment vs. Ignore
Multiple Mediums.
Tightly Aligned with Sales.
Codify into Systems
Assess Disruption Risk
87. • Jay Simons – President, VP S&M @ Atlassian
• Lesley Young – Global Sales @ Facebook Workplace, Box
• Jed Nachman – COO, CRO @ Yelp
• Leela Srinivasan, CMO @ SurveyMonkey, LinkedIn, Upwork
• Emmanuelle Skala – SVP Customer Success @ Toast, Digital Ocean
• Oliver Jay – Head of Sales @ Asana, DropBox
• Syndey Sloan – CMO @ Salesloft, Jive, Adobe
• Brian Halligan – CEO @ HubSpot
• Hilary Headlee – Head of Sales Ops @ Zoom, MindBody
• Josh Allen – CRO @ Drift, CarGurus
• Carol Meyers – CMO @ Rapid7
• John Boucher – SVP @ Oracle, ServiceSource
• Kara Gilbert – Chief People Officer @ Turbonomic
• Andrew Rains – CRO @ Automotive Mastermind, VTS
• David Meerman Scott – Speaker & Best Selling Author
• Jeetu Mahtani – SVP International Sales @ HubSpot
• Lou Shipley – CEO @ Blackduck Software
• Tom Chavez – CEO @ Superset, Krux
• Bill Vellante – GM @Infor, Workday, Oracle
• Jim Norton – CRO@ Dosh, Conde Nast, AOL, Google
• Larry D’Angelo – Chief Sales Officer @ LogMeIn
• Mike Volpe – CEO @ Lola, CMO @ HubSpot
• Michael Manne – CRO @ Reonomy, Namely
• Mike McGuinness – Chief Customer Officer @ Veracode
• Mike Arntz – SVP Sales @ SmartSheet, NetSuite
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