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Step by step guide to revenue growth

The document outlines a step-by-step guide for revenue growth based on customer success, stressing the importance of product-market fit, go-to-market fit, and establishing leading indicators for customer value. It highlights the challenges businesses face with premature revenue growth goals, suggesting that creating repeatable customer success is essential. Additionally, effective sales strategies should align with the buyer's journey and focus on delivering customer value to ensure sustainable growth.

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A STEP BY STEP GUIDE TO REVENUE GROWTH Mark Roberge (@markroberge) Senior Lecturer @HarvardHBS Managing Director @Stage2Capital Former CRO @HubSpot #INBOUND19
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
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 @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%
Pothole Alert! Many companies suffer from pre- mature revenue growth
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
Pothole Alert! Sales is first and foremost about creating customer value. Revenue and profits are an outcome of customer value creation.
Prioritizing Customer Success: “Why Now”?
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)
Pothole Alert! Churn is a silent killer. Identifying a leading indicator to churn (and customer success) is critical.
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
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
% 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
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
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
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 @markroberge Define the Leading Indicators to Positive Unit Economics Create a Bottoms Up Sales and Marketing Model Templateonbottomofhttps://www.stage2.capital/
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
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
Who is the sales person?
Who is the sales person?
Who is the sales person?
How did sales end up here? Is it sustainable?
Pothole Alert! Alligator Selling Big Mouth, Little Ears Show up and throw up
The power in the buying and selling process has shifted from the seller to the buyer.
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
27 @markroberge https://www.gong.io/blog/deal-closing-discovery-call/
28 @markrobergehttps://www.gong.io/blog/deal-closing-discovery-call/ https://www.gong.io/blog/deal-closing-discovery-call/
29 Buying Journey Sales Process Discovery Guide Presentation Guide Sales Playbook Buying Journey Modern Selling Develop a Sales Process that Supports the Buyer Journey Prospecting Guide Customer Success
30 Components of the Modern Sales Playbook The Buying Journey Discovery Guide Presentation Guide Sales Playbook Buying Journey Prospecting Guide Customer Success
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
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
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 Components of the Modern Sales Playbook The Prospecting Guide Discovery Guide Presentation Guide Sales Playbook Buying Journey Prospecting Guide Customer Success
Prospecting Guide Template 35https://salesbenchmarkindex.com/insights/how-to-build-a-lead-nurture-campaign/
Demand Generation Case Study https://www.ictsviluppo.it/ecommerce/6-funzioni-irrinunciabili-shopify-plus
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
“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
“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
“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
Modern Sales Prospecting Step #1: Research Contact Background and Company
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
“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.
“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.
“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.
“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.
Prospecting Guide Template 47https://salesbenchmarkindex.com/insights/how-to-build-a-lead-nurture-campaign/
48 Components of the Modern Sales Playbook The Discovery Guide Discovery Guide Presentation Guide Sales Playbook Buying Journey Prospecting Guide Customer Success
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 Components of the Modern Sales Playbook The Presentation Guide Discovery Guide Presentation Guide Sales Playbook Buying Journey Prospecting Guide Customer Success
51 Components of the Modern Sales Playbook The Presentation Guide Discovery Guide Generic Demo Sales Playbook Buying Journey Prospecting Guide
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 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 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 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 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
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
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
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.
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
61 @markroberge What do you look for in a sales hire?
The ideal sales hiring formula is different for every company… but the process to engineer the formula is the same.
63 @markroberge
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.
65 @markroberge Engineer Your Own Sales Hiring Formula
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)
67 @markroberge Which criteria scored highest for HubSpot? INTELLIGENT or COACHABLE or CURIOUS
68 @markroberge The HubSpot Sales Hiring Formula  Coach-ability  Curiosity  Intelligence  Work Ethic  Prior Success
69 @markroberge Coaching: Golf vs. Sales
“Data-Driven Sales Coaching” Use data to diagnose the skill deficiency. Customize a coaching plan.
Implement a data-driven sales culture Last Quarter Performance By Salesperson * Fictitious Data
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
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
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
Sales and Marketing Alignment
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
* 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
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
0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 120.0% 1-Sep 8-Sep 15-Sep 22-Sep 29-Sep Plan Actual Monitor Sales Activity and Marketing Daily Marketing SLA Status Sales SLA Status
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
Pothole Alert! Over optimism about the breadth of product-market and go-to-market fit across new products, markets, and demand generation mediums
3 Options for Business Model Expansion Product vs. Market vs. Channel Core Market New Market Core Product New Product Core Channel New Channel
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 @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 @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
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
• 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 VC Backed and Run by 100 Sales, Marketing, and Customer Success Executives
https://www.hbs.edu/faculty/Pages/profile.aspx?facId=869446&facInfo=pub
89 @markroberge All proceeds go to Ayele Shakur Build.org CEO
Thanks! Mark Roberge (@markroberge) Senior Lecturer @HarvardHBS Managing Director @Stage2Capital Former CRO @HubSpot

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Step by step guide to revenue growth

  • 1.
    A STEP BYSTEP GUIDE TO REVENUE GROWTH Mark Roberge (@markroberge) Senior Lecturer @HarvardHBS Managing Director @Stage2Capital Former CRO @HubSpot #INBOUND19
  • 2.
    What is theoptimal 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 accelerategrowth 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* ACMEsoftware 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%
  • 5.
    Pothole Alert! Many companiessuffer from pre- mature revenue growth
  • 6.
    Goal of Phase Step-by-StepGuide 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 isfirst and foremost about creating customer value. Revenue and profits are an outcome of customer value creation.
  • 8.
  • 9.
    Goal of Phase Step-by-StepGuide 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 isa silent killer. Identifying a leading indicator to churn (and customer success) is critical.
  • 11.
    Define the customersuccess 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 customersuccess 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 customersthat 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 organizationwith 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 TargetMarket 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 TargetMarket 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 theLeading Indicators to Positive Unit Economics Create a Bottoms Up Sales and Marketing Model Templateonbottomofhttps://www.stage2.capital/
  • 18.
    18 @markroberge MARKETING GENERATED OUTBOUNDAPPOINTMENTS 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 TargetMarket 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
  • 20.
    Who is thesales person?
  • 21.
    Who is thesales person?
  • 22.
    Who is thesales person?
  • 23.
    How did salesend up here? Is it sustainable?
  • 24.
    Pothole Alert! Alligator Selling BigMouth, Little Ears Show up and throw up
  • 25.
    The power inthe buying and selling process has shifted from the seller to the buyer.
  • 26.
    Modern Sales Teams Designsales 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
  • 27.
  • 28.
  • 29.
    29 Buying Journey Sales Process Discovery Guide Presentation Guide SalesPlaybook Buying Journey Modern Selling Develop a Sales Process that Supports the Buyer Journey Prospecting Guide Customer Success
  • 30.
    30 Components of theModern Sales Playbook The Buying Journey Discovery Guide Presentation Guide Sales Playbook Buying Journey Prospecting Guide Customer Success
  • 31.
    Buyer Journey Framework Whatare 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 Whatare 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 theModern Sales Playbook The Prospecting Guide Discovery Guide Presentation Guide Sales Playbook Buying Journey Prospecting Guide Customer Success
  • 35.
  • 36.
    Demand Generation CaseStudy https://www.ictsviluppo.it/ecommerce/6-funzioni-irrinunciabili-shopify-plus
  • 37.
    Old School SalesProspecting “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. Thisis 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. Thisis 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. Thisis 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
  • 41.
    Modern Sales Prospecting Step#1: Research Contact Background and Company
  • 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. Thisis 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. Thisis 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. Thisis 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. Thisis 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.
  • 47.
  • 48.
    48 Components of theModern 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 theModern Sales Playbook The Presentation Guide Discovery Guide Presentation Guide Sales Playbook Buying Journey Prospecting Guide Customer Success
  • 51.
    51 Components of theModern Sales Playbook The Presentation Guide Discovery Guide Generic Demo Sales Playbook Buying Journey Prospecting Guide
  • 52.
    52 Components of theModern 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 theModern 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 theModern 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 theModern 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 iterateGo-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 Playbookwith 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 TargetMarket 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 scalingtoo 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 TargetMarket 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
  • 61.
    61 @markroberge What doyou look for in a sales hire?
  • 62.
    The ideal saleshiring formula is different for every company… but the process to engineer the formula is the same.
  • 63.
  • 64.
    64 @markroberge [Definition] Proactivedesire 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.
  • 65.
    65 @markroberge Engineer YourOwn Sales Hiring Formula
  • 66.
    66 @markroberge Hold theorganization 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)
  • 67.
    67 @markroberge Which criteriascored highest for HubSpot? INTELLIGENT or COACHABLE or CURIOUS
  • 68.
    68 @markroberge The HubSpotSales Hiring Formula  Coach-ability  Curiosity  Intelligence  Work Ethic  Prior Success
  • 69.
  • 70.
    “Data-Driven Sales Coaching” Usedata to diagnose the skill deficiency. Customize a coaching plan.
  • 71.
    Implement a data-drivensales culture Last Quarter Performance By Salesperson * Fictitious Data
  • 72.
    Business Leader Action Holdorganization 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 coachingplan 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, especiallymanagement, 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
  • 75.
  • 76.
    Step by StepGuide 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 hasbeen 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 SalesSLA 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
  • 79.
    0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 120.0% 1-Sep 8-Sep 15-Sep22-Sep 29-Sep Plan Actual Monitor Sales Activity and Marketing Daily Marketing SLA Status Sales SLA Status
  • 80.
    80 @markroberge ACME Software* ACMEsoftware 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 optimismabout the breadth of product-market and go-to-market fit across new products, markets, and demand generation mediums
  • 82.
    3 Options forBusiness Model Expansion Product vs. Market vs. Channel Core Market New Market Core Product New Product Core Channel New Channel
  • 83.
    83 @markroberge Analyze CustomerBase 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-MarketOutbound (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 TargetMarket 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 VC Backed and Run by 100 Sales, Marketing, and Customer Success Executives
  • 88.
  • 89.
    89 @markroberge All proceedsgo to Ayele Shakur Build.org CEO
  • 90.
    Thanks! Mark Roberge (@markroberge) SeniorLecturer @HarvardHBS Managing Director @Stage2Capital Former CRO @HubSpot