SlideShare a Scribd company logo
A Step-by-Step Guide to Revenue
Growth
Mark Roberge
Senior Lecturer, Harvard Business School
Former CRO @HubSpot
@markroberge
2 @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 grows 30%
Pothole Alert!
Many companies suffer from pre-
mature revenue growth
What is the optimal growth path?
REVENUE GROWTH
REVENUERETENTION
Mediocre
(i.e. 50%)
Awesome
(i.e. 200%)
Mediocre
(i.e.70%)
Awesome
(i.e.100%)
OPTION A
Awesome Revenue
Growth
Improve Retention
OPTION B
Awesome Retention
Improve Revenue Growth
Easier to accelerate growth with world class retention than
fix retention while maintaining rapid growth
REVENUE GROWTH
REVENUERETENTION
Mediocre
(i.e. 50%)
Awesome
(i.e. 200%)
Mediocre
(i.e.70%)
Awesome
(i.e.100%)
Goal of Phase
Step-by-Step Guide to Revenue Growth
When to scale? How fast?
#1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat
Experiment Scale
Customer Success Unit Economics Growth & Moat
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 Unit Economics Growth & Moat
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 o
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
% 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
14
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
Monitor customer success leading indicator
% of customers that achieve leading indicator status by month of tenure
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
When to scale? How fast?
#1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat
Experiment Scale
Customer Success Unit Economics Growth & Moat
Customer Success Focused
Solve for Customer Commitment
Process Builder
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
When to scale? How fast?
#1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat
Experiment Scale
Customer Success Unit Economics Growth & Moat
Customer Success Focused
Solve for Customer Commitment
Process Builder
Based on Customer Success
LTV/CAC > 3
Payback < 12
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
When to scale? How fast?
#1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat
Experiment Scale
Customer Success Unit Economics Growth & Moat
Customer Success Focused Codify
Based on Customer Success
Customer Success + Unit
Economics
Solve for Customer Commitment Solve for Unit Economics
Process Builder Process Executor
Am I scaling to fast or too slow?
Set up You GTM Speedometer
Customer Success Unit Economics
LTV/CAC > 3
Payback < 12
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
Expand
Step-by-Step Guide to Revenue Growth
When to scale? How fast?
#1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat
Experiment Scale
Customer Success Unit Economics Growth & Moat
Customer Success Focused Codify
Customer Success + Unit
Economics
Solve for Customer Commitment Solve for Unit Economics
Process Builder Process Executor
Based on Customer Success
21 @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 6 to 15 in 2018
 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 customer segments and
demand generation mediums
23 @markroberge
Identify best growth options. Run experiments
EXPERIMEN
T OPTION
AVOID
SCALE
EXPERIMEN
T OPTION
Market
Product
Existing New
NewExistin
g EXPERIMEN
T OPTION
AVOID
SCALE
EXPERIMEN
T OPTION
Market
DemandGen.Channel
Existing New
NewExistin
g
24 @markroberge
ACME Software Revenue Segments
$3M ARR
18 Mo. Payback
15% Logo
Churn
$5M ARR
8 Mo. Payback
6% Logo Churn
$1M ARR
3 Mo. Payback
0% Logo
Churn*
$1M ARR
23 Mo. Payback
3% Logo Churn
Size of Customer
SourceofCustomer
SMB Mid-Market Enterprise
Inbound
Outbound
Partners
* Low Product Setup and Usage
25 @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 Fit
IGNORE
Prod-Mkt Fit
GTM Fit
EXPERIMENT
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
Market
Channel
SMB Mid-Market Enterprise
Inbound
Outbound
Partners
26 @markroberge
Scale teams where there is Product-Market and GTM Fit
Setup small cross-functional teams for experiment segments
SMB Inbound
(Experiment)
MKT
AE
AE
CS
M
Mid-Market
Outbound
(Experiment)
AE
AE
CS
M
SDR
SDR
Enterprise Inbound
(Experiment)
AE
CS
M
Mid-Market Inbound (Scale)
AE
AE
AE
AE
AE
AE
AE
AE
AE
AE
CS
M
CS
M
CS
M
MKT
MKT
MKT
Existing Employee New Hire
Goal of Phase
Target Market
GTM Process
Compensation
Demand Gen.
Pricing
Sales Hiring
Early Adopter
Personal Network + Referrals
Early Majority
1 Scalable, Measurable Medium
Expand
Many Mediums.
Tightly Aligned with Sales.
Step-by-Step Guide to Revenue Growth
When to scale? How fast?
#1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat
Experiment Scale
Customer Success Unit Economics Growth & Moat
Customer Success Focused Codify
Customer Success + Unit
Economics
Solve for Customer Commitment Solve for Unit Economics
Process Builder Process Executor
Based on Customer Success
Sales and Marketing Alignment
Step by Step Guide to the Marketing SLA
BetterQualityCompanies
Better Lead Engagement
Firmographic
Engagement
ABC
Blog Sign- 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 Opps 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
Goal of Phase
Target Market
GTM Process
Compensation
Demand Gen.
Pricing
Sales Hiring
Early Adopter
Personal Network + Referrals
Early Majority
1 Scalable, Measurable Medium
Expand
Many Mediums.
Tightly Aligned with Sales.
Role Specialist
Step-by-Step Guide to Revenue Growth
When to scale? How fast?
#1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat
Experiment Scale
Customer Success Unit Economics Growth & Moat
Customer Success Focused Codify
Customer Success + Unit
Economics
Solve for Customer Commitment Solve for Unit Economics
Process Builder Process Executor
Based on Customer Success
34 @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.
36 @markroberge
37 @markroberge
Engineer Your Own Sales Hiring Formula
38 @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)
39 @markroberge
Which criteria scored highest for HubSpot?
INTELLIGENT
or
COACHABLE
or
CURIOUS
40 @markroberge
The HubSpot Sales Hiring Formula
 Coach-ability
 Curiosity
 Intelligence
 Work Ethic
 Prior Success
41 @markroberge
My Sales Interview Process
 [Interview starts in the lobby. Let the candidate lead.]
 Does the candidate break the ice?
 Did the candidate do any research on me?
 Does the candidate execute a genuine, natural set of questions about me, my weekend, the company, etc.?
 Why are you interested in working at this company? Where do you hope to be in your career in 5 years?
 [Easy questions to warm the candidate up. Well articulated career goals never hurt.]
 I see you are an account executive at [insert their company]. How many account executives are there?
What was your rank? Is that based on bookings or revenue? Is it based on the year or the quarter?
 [Assess “Prior Success”. Tope 5% is strong. Top 25% is the bar. If the candidate is not in the top 25%, the candidate
must be very strong in other areas.]
 What was it about your approach that allowed you to achieve such a high rank? Why weren’t you #1?
 Understand their perception of their strengths.
 Beware of external excuse making for the second question (i.e. bad manager, bad territory, bad product). A strong self
critique is preferable.
42 @markroberge
My Sales Interview Process (cont.)
 Let’s do a role play. I will play the VP of Marketing at a small security software company. You will play a
salesperson at HubSpot. Let’s assume I downloaded a whitepaper from your website on Inbound Marketing,
leaving my email and phone number, and this lead was provided to you this morning for follow up.
 Test whether sales candidate has a naturally curious sales approach.
 Observe how the salesperson starts. A 10 minute pre-amble on their background and company is not good (show up
and throw up).
 A series of thoughtful questions about the prospect’s goals in downloading the white paper is good
 During the role play, ask a challenging question about how SEO or inbound marketing works?
 Tests candidate’s preparation and learning curve
 [Stop the role play] How did you do?
 “Excellent” is not a great response.
 A detailed analysis of what the candidate did well and could have improved on shows humility and the openness to
coaching.
 In every interview, I provide candidates with one strength and one area of improvement. [Deliver coaching]
 Tests openness to absorb coaching.
 [Repeat the role play]
 Tests ability to apply coaching.
Goal of Phase
Target Market
GTM Process
Compensation
Demand Gen.
Pricing
Sales Hiring
Early Adopter
Personal Network + Referrals
Early Majority
1 Scalable, Measurable Medium
Expand
Many Mediums.
Tightly Aligned with Sales.
Role Specialist
Step-by-Step Guide to Revenue Growth
When to scale? How fast?
#1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat
Experiment Scale
Customer Success Unit Economics Growth & Moat
Customer Success Focused Codify Codify into Systems
Customer Success + Unit
Economics
Solve for Customer Commitment Solve for Unit Economics
Process Builder Process Executor
Based on Customer Success
44 @markroberge
Coaching:
Golf vs. Sales
“Data-Driven Sales Coaching”
Use data to diagnose the skill
deficiency. Customize a coaching plan.
Engineer a data-driven sales culture
* Data has been altered from actual HubSpot data for the purposes of this presentation
Each Color
Represents a
Different
Sales Rep
* Data has been altered from actual HubSpot data for the
purposes of this presentation
Lead-Worked-to-Connect Ratio
Connect-to-Demo Ratio
“Peel Back the Onion” for More Insight
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 opportunities
Weekly opportunity review of BANT post
discovery call.
Demo-to-Customer ratio >
30%
Erin
Developing Sense of
Urgency
Pre-call planning and post mortem reviews
on urgency
Discovery-call-to-
customer % > 30%
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 week
Carlos Lack of personal goals
Personal conversation on financial goals.
Map to daily activity.
Average 5+ new
appointments per week
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
51 @markroberge
Data-Driven Sales Management Applicable to Enterprise Sales
www.insightsquared.com
Goal of Phase
Target Market
GTM Process
Compensation
Demand Gen.
Pricing
Sales Hiring
Early Adopter
Personal Network + Referrals
Early Majority
1 Scalable, Measurable Medium
Expand
Many Mediums.
Tightly Aligned with Sales.
Role Specialist
Step-by-Step Guide to Revenue Growth
When to scale? How fast?
#1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat
Experiment Scale
Customer Success Unit Economics Growth & Moat
Customer Success Focused Codify Codify into Systems
Customer Success + Unit
Economics
Add Promotion Path
Solve for Customer Commitment Solve for Unit Economics Assess Disruption Risk
Process Builder Process Executor
Based on Customer Success
Opportunity to remove subjectivity from promotions and
compensation adjustments
Success and failure in sales is highly quantifiable. Take advantage.
Goal of Phase
Target Market
GTM Process
Compensation
Demand Gen.
Pricing
Sales Hiring
Early Adopter
Personal Network + Referrals
Early Majority
1 Scalable, Measurable Medium
Expand
Many Mediums.
Tightly Aligned with Sales.
Role Specialist
Step-by-Step Guide to Revenue Growth
When to scale? How fast?
#1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat
Experiment Scale
Customer Success Unit Economics Growth & Moat
Customer Success Focused Codify Codify into Systems
Customer Success + Unit
Economics
Add Promotion Path
Solve for Customer Commitment Solve for Unit Economics Assess Disruption Risk
Process Builder Process Executor
Based on Customer Success
55 @markroberge
Jay PoJill Rowley Mark Roberge
OUR LPs ARE SALES, MARKETING, AND CUSTOMER SUCCESS EXPERTS
• Jay Simons – President, VP S&M @ Atlassian
• 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
• Jed Nachman – COO, CRO @ Yelp
• Lesley Young – Global Sales @ Facebook Workplace, Box
• 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
57 @markroberge
All proceeds go to
Ayele Shakur
Build.org CEO
Molly Ford
Sr. Director, Global
Equality Programs
Salesforce
@QueenMollyMol
How we did it: Gender Equality, Equal Pay, and Racial
Equality with Salesforce
Leyla Seka
EVP, Mobile
Salesforce
@LeylaSeka
Thanks!
Mark Roberge
Managing Director @ Stage 2 Capital
Senior Lecturer, Harvard Business School
Former CRO @ HubSpot
@markroberge

More Related Content

What's hot

WebSummit 2018 - 9 Secrets for Startup Success
WebSummit 2018 - 9 Secrets for Startup SuccessWebSummit 2018 - 9 Secrets for Startup Success
WebSummit 2018 - 9 Secrets for Startup Success
David Skok
 
Sales as a Science
Sales as a ScienceSales as a Science
Sales as a Science
SaaStock
 
Zero to 100 - Part 1: Intro + First Section
Zero to 100 - Part 1: Intro + First SectionZero to 100 - Part 1: Intro + First Section
Zero to 100 - Part 1: Intro + First Section
David Skok
 
Outbound prospecting for highly targeted lead flow
Outbound prospecting for highly targeted lead flowOutbound prospecting for highly targeted lead flow
Outbound prospecting for highly targeted lead flow
David Skok
 
Zero to 100 - Part 7: The Role of the CEO
Zero to 100 - Part 7: The Role of the CEOZero to 100 - Part 7: The Role of the CEO
Zero to 100 - Part 7: The Role of the CEO
David Skok
 
9 Steps to Repeatable, Scalable, & Profitable Growth
9 Steps to Repeatable, Scalable, & Profitable Growth9 Steps to Repeatable, Scalable, & Profitable Growth
9 Steps to Repeatable, Scalable, & Profitable Growth
David Skok
 
Step by step guide to revenue growth
Step by step guide to revenue growth  Step by step guide to revenue growth
Step by step guide to revenue growth
markroberge
 
Developing Your Go to Market Strategy - For Startup Founders & Entrepreneurs
Developing Your Go to Market Strategy - For Startup Founders & EntrepreneursDeveloping Your Go to Market Strategy - For Startup Founders & Entrepreneurs
Developing Your Go to Market Strategy - For Startup Founders & Entrepreneurs
Adam Moalla
 
Startup go to market strategy
Startup go to market strategyStartup go to market strategy
Startup go to market strategy
Anders Hermansson
 
12 Key Levers of SaaS Success
12 Key Levers of SaaS Success12 Key Levers of SaaS Success
12 Key Levers of SaaS Success
David Skok
 
The SaaS business model and metrics
The SaaS business model and metricsThe SaaS business model and metrics
The SaaS business model and metrics
David Skok
 
12 Key Levers of SaaS Success
12 Key Levers of SaaS Success12 Key Levers of SaaS Success
12 Key Levers of SaaS Success
saastr
 
Why Product-Led Growth is the most effective GTM strategy
Why Product-Led Growth is the most effective GTM strategyWhy Product-Led Growth is the most effective GTM strategy
Why Product-Led Growth is the most effective GTM strategy
Mickey Alon
 
The SaaS Founder’s Journey: What Matters at Each Stage
The SaaS Founder’s Journey: What Matters at Each StageThe SaaS Founder’s Journey: What Matters at Each Stage
The SaaS Founder’s Journey: What Matters at Each Stage
David Skok
 
Zero to 100 - Part 6: Experiences putting Theory into Practice
Zero to 100 - Part 6: Experiences putting Theory into PracticeZero to 100 - Part 6: Experiences putting Theory into Practice
Zero to 100 - Part 6: Experiences putting Theory into Practice
David Skok
 
9 Worst Practices in SaaS Metrics
9 Worst Practices in SaaS Metrics9 Worst Practices in SaaS Metrics
9 Worst Practices in SaaS Metrics
Christoph Janz
 
10 Million in 10 Weeks (Stanford Facebook Class, Fall 2007)
10 Million in 10 Weeks (Stanford Facebook Class, Fall 2007)10 Million in 10 Weeks (Stanford Facebook Class, Fall 2007)
10 Million in 10 Weeks (Stanford Facebook Class, Fall 2007)
Dave McClure
 
100 Task Playbook - Sample
100 Task Playbook - Sample100 Task Playbook - Sample
100 Task Playbook - Sample
Martin Bell
 
Measuring What Matters in Your Product by Amazon Product Leader.pdf
Measuring What Matters in Your Product by Amazon Product Leader.pdfMeasuring What Matters in Your Product by Amazon Product Leader.pdf
Measuring What Matters in Your Product by Amazon Product Leader.pdf
Product School
 
Go-To-Market Strategy & Sales Enablement Framework
Go-To-Market Strategy & Sales Enablement FrameworkGo-To-Market Strategy & Sales Enablement Framework
Go-To-Market Strategy & Sales Enablement Framework
Link Cheng
 

What's hot (20)

WebSummit 2018 - 9 Secrets for Startup Success
WebSummit 2018 - 9 Secrets for Startup SuccessWebSummit 2018 - 9 Secrets for Startup Success
WebSummit 2018 - 9 Secrets for Startup Success
 
Sales as a Science
Sales as a ScienceSales as a Science
Sales as a Science
 
Zero to 100 - Part 1: Intro + First Section
Zero to 100 - Part 1: Intro + First SectionZero to 100 - Part 1: Intro + First Section
Zero to 100 - Part 1: Intro + First Section
 
Outbound prospecting for highly targeted lead flow
Outbound prospecting for highly targeted lead flowOutbound prospecting for highly targeted lead flow
Outbound prospecting for highly targeted lead flow
 
Zero to 100 - Part 7: The Role of the CEO
Zero to 100 - Part 7: The Role of the CEOZero to 100 - Part 7: The Role of the CEO
Zero to 100 - Part 7: The Role of the CEO
 
9 Steps to Repeatable, Scalable, & Profitable Growth
9 Steps to Repeatable, Scalable, & Profitable Growth9 Steps to Repeatable, Scalable, & Profitable Growth
9 Steps to Repeatable, Scalable, & Profitable Growth
 
Step by step guide to revenue growth
Step by step guide to revenue growth  Step by step guide to revenue growth
Step by step guide to revenue growth
 
Developing Your Go to Market Strategy - For Startup Founders & Entrepreneurs
Developing Your Go to Market Strategy - For Startup Founders & EntrepreneursDeveloping Your Go to Market Strategy - For Startup Founders & Entrepreneurs
Developing Your Go to Market Strategy - For Startup Founders & Entrepreneurs
 
Startup go to market strategy
Startup go to market strategyStartup go to market strategy
Startup go to market strategy
 
12 Key Levers of SaaS Success
12 Key Levers of SaaS Success12 Key Levers of SaaS Success
12 Key Levers of SaaS Success
 
The SaaS business model and metrics
The SaaS business model and metricsThe SaaS business model and metrics
The SaaS business model and metrics
 
12 Key Levers of SaaS Success
12 Key Levers of SaaS Success12 Key Levers of SaaS Success
12 Key Levers of SaaS Success
 
Why Product-Led Growth is the most effective GTM strategy
Why Product-Led Growth is the most effective GTM strategyWhy Product-Led Growth is the most effective GTM strategy
Why Product-Led Growth is the most effective GTM strategy
 
The SaaS Founder’s Journey: What Matters at Each Stage
The SaaS Founder’s Journey: What Matters at Each StageThe SaaS Founder’s Journey: What Matters at Each Stage
The SaaS Founder’s Journey: What Matters at Each Stage
 
Zero to 100 - Part 6: Experiences putting Theory into Practice
Zero to 100 - Part 6: Experiences putting Theory into PracticeZero to 100 - Part 6: Experiences putting Theory into Practice
Zero to 100 - Part 6: Experiences putting Theory into Practice
 
9 Worst Practices in SaaS Metrics
9 Worst Practices in SaaS Metrics9 Worst Practices in SaaS Metrics
9 Worst Practices in SaaS Metrics
 
10 Million in 10 Weeks (Stanford Facebook Class, Fall 2007)
10 Million in 10 Weeks (Stanford Facebook Class, Fall 2007)10 Million in 10 Weeks (Stanford Facebook Class, Fall 2007)
10 Million in 10 Weeks (Stanford Facebook Class, Fall 2007)
 
100 Task Playbook - Sample
100 Task Playbook - Sample100 Task Playbook - Sample
100 Task Playbook - Sample
 
Measuring What Matters in Your Product by Amazon Product Leader.pdf
Measuring What Matters in Your Product by Amazon Product Leader.pdfMeasuring What Matters in Your Product by Amazon Product Leader.pdf
Measuring What Matters in Your Product by Amazon Product Leader.pdf
 
Go-To-Market Strategy & Sales Enablement Framework
Go-To-Market Strategy & Sales Enablement FrameworkGo-To-Market Strategy & Sales Enablement Framework
Go-To-Market Strategy & Sales Enablement Framework
 

Similar to Step by Step Guide to Revenue Growth

Mastermind Masterclass: The Most Common SaaS Sales Potholes and How to Avoid ...
Mastermind Masterclass: The Most Common SaaS Sales Potholes and How to Avoid ...Mastermind Masterclass: The Most Common SaaS Sales Potholes and How to Avoid ...
Mastermind Masterclass: The Most Common SaaS Sales Potholes and How to Avoid ...
saastr
 
The100TaskPlaybookFreeSamplev201-200127-183734.pdf
The100TaskPlaybookFreeSamplev201-200127-183734.pdfThe100TaskPlaybookFreeSamplev201-200127-183734.pdf
The100TaskPlaybookFreeSamplev201-200127-183734.pdf
MyongMin
 
Mark Roberge's The Science of Re-Establishing Growth - Where, When, and How
Mark Roberge's The Science of Re-Establishing Growth - Where, When, and HowMark Roberge's The Science of Re-Establishing Growth - Where, When, and How
Mark Roberge's The Science of Re-Establishing Growth - Where, When, and How
Sales Impact Academy
 
Mark Roberge's The Science of Re-Establishing Growth - Where, When, and How
Mark Roberge's The Science of Re-Establishing Growth - Where, When, and HowMark Roberge's The Science of Re-Establishing Growth - Where, When, and How
Mark Roberge's The Science of Re-Establishing Growth - Where, When, and How
Paul Fifield
 
Capsim "stockholders' meeting" presentation, CSULBA FEMBA 11, August 2011
Capsim "stockholders' meeting" presentation, CSULBA FEMBA 11, August 2011Capsim "stockholders' meeting" presentation, CSULBA FEMBA 11, August 2011
Capsim "stockholders' meeting" presentation, CSULBA FEMBA 11, August 2011
Will Woods
 
Marketelligent Capabilities & Offerings for Sales Analytics
Marketelligent Capabilities & Offerings for Sales AnalyticsMarketelligent Capabilities & Offerings for Sales Analytics
Marketelligent Capabilities & Offerings for Sales Analytics
Marketelligent
 
What Is A Go-To-Customer Strategy?
What Is A Go-To-Customer Strategy?What Is A Go-To-Customer Strategy?
What Is A Go-To-Customer Strategy?
Drift
 
SPAIN: Essentials Madrid 2015. Success Room. ¿Cómo Salesforce usa Salesforce?
SPAIN: Essentials Madrid 2015. Success Room. ¿Cómo Salesforce usa Salesforce?SPAIN: Essentials Madrid 2015. Success Room. ¿Cómo Salesforce usa Salesforce?
SPAIN: Essentials Madrid 2015. Success Room. ¿Cómo Salesforce usa Salesforce?
Mildred Laya Azuaje
 
Balanced Scorecard
Balanced ScorecardBalanced Scorecard
Balanced Scorecard
ajmaun
 
Aligning Brand Strategy to Customer Experience
Aligning Brand Strategy to Customer ExperienceAligning Brand Strategy to Customer Experience
Aligning Brand Strategy to Customer Experience
G3 Communications
 
The 100 Task Playbook - Sample
The 100 Task Playbook - SampleThe 100 Task Playbook - Sample
The 100 Task Playbook - Sample
Martin Bell
 
BikeCC_Q2.pptxhfgfgfgfgfgfgfgfggfgfgfgfgf
BikeCC_Q2.pptxhfgfgfgfgfgfgfgfggfgfgfgfgfBikeCC_Q2.pptxhfgfgfgfgfgfgfgfggfgfgfgfgf
BikeCC_Q2.pptxhfgfgfgfgfgfgfgfggfgfgfgfgf
stivenangulo5
 
Overcoming the Top 3 SMB Challenges with Marketing Automation
Overcoming the Top 3 SMB Challenges with Marketing AutomationOvercoming the Top 3 SMB Challenges with Marketing Automation
Overcoming the Top 3 SMB Challenges with Marketing Automation
Pardot
 
What's an ABM Solution Really Worth? Understanding the Total Economic Impact ...
What's an ABM Solution Really Worth? Understanding the Total Economic Impact ...What's an ABM Solution Really Worth? Understanding the Total Economic Impact ...
What's an ABM Solution Really Worth? Understanding the Total Economic Impact ...
Demandbase
 
Hotspot ALPHA Camp_Setting Course with Metrics
Hotspot ALPHA Camp_Setting Course with MetricsHotspot ALPHA Camp_Setting Course with Metrics
Hotspot ALPHA Camp_Setting Course with Metrics
ALPHA Camp
 
Database Marketing, part two: data enhancement, analytics, and attribution
Database Marketing, part two: data enhancement, analytics, and attribution Database Marketing, part two: data enhancement, analytics, and attribution
Database Marketing, part two: data enhancement, analytics, and attribution
Relevate
 
The Always-On Approach: How to Continually Improve Your Streaming Advertising...
The Always-On Approach: How to Continually Improve Your Streaming Advertising...The Always-On Approach: How to Continually Improve Your Streaming Advertising...
The Always-On Approach: How to Continually Improve Your Streaming Advertising...
Tinuiti
 
7 Habits of Highly Effective Personalisation Organisations | Optimizely ANZ W...
7 Habits of Highly Effective Personalisation Organisations | Optimizely ANZ W...7 Habits of Highly Effective Personalisation Organisations | Optimizely ANZ W...
7 Habits of Highly Effective Personalisation Organisations | Optimizely ANZ W...
Optimizely
 
How to Build a Business Case for ABM
How to Build a Business Case for ABMHow to Build a Business Case for ABM
How to Build a Business Case for ABM
Demandbase
 
Overcoming the Top 3 SMB Challenges with Marketing Automation
Overcoming the Top 3 SMB Challenges with Marketing AutomationOvercoming the Top 3 SMB Challenges with Marketing Automation
Overcoming the Top 3 SMB Challenges with Marketing Automation
Mediacurrent
 

Similar to Step by Step Guide to Revenue Growth (20)

Mastermind Masterclass: The Most Common SaaS Sales Potholes and How to Avoid ...
Mastermind Masterclass: The Most Common SaaS Sales Potholes and How to Avoid ...Mastermind Masterclass: The Most Common SaaS Sales Potholes and How to Avoid ...
Mastermind Masterclass: The Most Common SaaS Sales Potholes and How to Avoid ...
 
The100TaskPlaybookFreeSamplev201-200127-183734.pdf
The100TaskPlaybookFreeSamplev201-200127-183734.pdfThe100TaskPlaybookFreeSamplev201-200127-183734.pdf
The100TaskPlaybookFreeSamplev201-200127-183734.pdf
 
Mark Roberge's The Science of Re-Establishing Growth - Where, When, and How
Mark Roberge's The Science of Re-Establishing Growth - Where, When, and HowMark Roberge's The Science of Re-Establishing Growth - Where, When, and How
Mark Roberge's The Science of Re-Establishing Growth - Where, When, and How
 
Mark Roberge's The Science of Re-Establishing Growth - Where, When, and How
Mark Roberge's The Science of Re-Establishing Growth - Where, When, and HowMark Roberge's The Science of Re-Establishing Growth - Where, When, and How
Mark Roberge's The Science of Re-Establishing Growth - Where, When, and How
 
Capsim "stockholders' meeting" presentation, CSULBA FEMBA 11, August 2011
Capsim "stockholders' meeting" presentation, CSULBA FEMBA 11, August 2011Capsim "stockholders' meeting" presentation, CSULBA FEMBA 11, August 2011
Capsim "stockholders' meeting" presentation, CSULBA FEMBA 11, August 2011
 
Marketelligent Capabilities & Offerings for Sales Analytics
Marketelligent Capabilities & Offerings for Sales AnalyticsMarketelligent Capabilities & Offerings for Sales Analytics
Marketelligent Capabilities & Offerings for Sales Analytics
 
What Is A Go-To-Customer Strategy?
What Is A Go-To-Customer Strategy?What Is A Go-To-Customer Strategy?
What Is A Go-To-Customer Strategy?
 
SPAIN: Essentials Madrid 2015. Success Room. ¿Cómo Salesforce usa Salesforce?
SPAIN: Essentials Madrid 2015. Success Room. ¿Cómo Salesforce usa Salesforce?SPAIN: Essentials Madrid 2015. Success Room. ¿Cómo Salesforce usa Salesforce?
SPAIN: Essentials Madrid 2015. Success Room. ¿Cómo Salesforce usa Salesforce?
 
Balanced Scorecard
Balanced ScorecardBalanced Scorecard
Balanced Scorecard
 
Aligning Brand Strategy to Customer Experience
Aligning Brand Strategy to Customer ExperienceAligning Brand Strategy to Customer Experience
Aligning Brand Strategy to Customer Experience
 
The 100 Task Playbook - Sample
The 100 Task Playbook - SampleThe 100 Task Playbook - Sample
The 100 Task Playbook - Sample
 
BikeCC_Q2.pptxhfgfgfgfgfgfgfgfggfgfgfgfgf
BikeCC_Q2.pptxhfgfgfgfgfgfgfgfggfgfgfgfgfBikeCC_Q2.pptxhfgfgfgfgfgfgfgfggfgfgfgfgf
BikeCC_Q2.pptxhfgfgfgfgfgfgfgfggfgfgfgfgf
 
Overcoming the Top 3 SMB Challenges with Marketing Automation
Overcoming the Top 3 SMB Challenges with Marketing AutomationOvercoming the Top 3 SMB Challenges with Marketing Automation
Overcoming the Top 3 SMB Challenges with Marketing Automation
 
What's an ABM Solution Really Worth? Understanding the Total Economic Impact ...
What's an ABM Solution Really Worth? Understanding the Total Economic Impact ...What's an ABM Solution Really Worth? Understanding the Total Economic Impact ...
What's an ABM Solution Really Worth? Understanding the Total Economic Impact ...
 
Hotspot ALPHA Camp_Setting Course with Metrics
Hotspot ALPHA Camp_Setting Course with MetricsHotspot ALPHA Camp_Setting Course with Metrics
Hotspot ALPHA Camp_Setting Course with Metrics
 
Database Marketing, part two: data enhancement, analytics, and attribution
Database Marketing, part two: data enhancement, analytics, and attribution Database Marketing, part two: data enhancement, analytics, and attribution
Database Marketing, part two: data enhancement, analytics, and attribution
 
The Always-On Approach: How to Continually Improve Your Streaming Advertising...
The Always-On Approach: How to Continually Improve Your Streaming Advertising...The Always-On Approach: How to Continually Improve Your Streaming Advertising...
The Always-On Approach: How to Continually Improve Your Streaming Advertising...
 
7 Habits of Highly Effective Personalisation Organisations | Optimizely ANZ W...
7 Habits of Highly Effective Personalisation Organisations | Optimizely ANZ W...7 Habits of Highly Effective Personalisation Organisations | Optimizely ANZ W...
7 Habits of Highly Effective Personalisation Organisations | Optimizely ANZ W...
 
How to Build a Business Case for ABM
How to Build a Business Case for ABMHow to Build a Business Case for ABM
How to Build a Business Case for ABM
 
Overcoming the Top 3 SMB Challenges with Marketing Automation
Overcoming the Top 3 SMB Challenges with Marketing AutomationOvercoming the Top 3 SMB Challenges with Marketing Automation
Overcoming the Top 3 SMB Challenges with Marketing Automation
 

More from saastr

Mastering the Art of Customer-Focused Sales with Klaviyo's VP of Sales, EMEA ...
Mastering the Art of Customer-Focused Sales with Klaviyo's VP of Sales, EMEA ...Mastering the Art of Customer-Focused Sales with Klaviyo's VP of Sales, EMEA ...
Mastering the Art of Customer-Focused Sales with Klaviyo's VP of Sales, EMEA ...
saastr
 
Balancing Product Led Growth with Sales Led Across Markets with Intuit Mailch...
Balancing Product Led Growth with Sales Led Across Markets with Intuit Mailch...Balancing Product Led Growth with Sales Led Across Markets with Intuit Mailch...
Balancing Product Led Growth with Sales Led Across Markets with Intuit Mailch...
saastr
 
From 1-300 Across 28 Markets: Scaling a Growth Engine Team with Insider's CRO...
From 1-300 Across 28 Markets: Scaling a Growth Engine Team with Insider's CRO...From 1-300 Across 28 Markets: Scaling a Growth Engine Team with Insider's CRO...
From 1-300 Across 28 Markets: Scaling a Growth Engine Team with Insider's CRO...
saastr
 
Deep Dive: Getting Funded with Jason Jason Lemkin CEO @ SaaStr
Deep Dive: Getting Funded with Jason Jason Lemkin CEO @ SaaStrDeep Dive: Getting Funded with Jason Jason Lemkin CEO @ SaaStr
Deep Dive: Getting Funded with Jason Jason Lemkin CEO @ SaaStr
saastr
 
Mastering the Customer Lifecycle: Strategies for Hiring, Retention, and Growt...
Mastering the Customer Lifecycle: Strategies for Hiring, Retention, and Growt...Mastering the Customer Lifecycle: Strategies for Hiring, Retention, and Growt...
Mastering the Customer Lifecycle: Strategies for Hiring, Retention, and Growt...
saastr
 
Deep Dive: AI-Powered Marketing to Get More Leads and Customers with HyperGro...
Deep Dive: AI-Powered Marketing to Get More Leads and Customers with HyperGro...Deep Dive: AI-Powered Marketing to Get More Leads and Customers with HyperGro...
Deep Dive: AI-Powered Marketing to Get More Leads and Customers with HyperGro...
saastr
 
Scaling to $150M ARR and Beyond with Grafana Labs and Lightspeed Raj Dutt, Co...
Scaling to $150M ARR and Beyond with Grafana Labs and Lightspeed Raj Dutt, Co...Scaling to $150M ARR and Beyond with Grafana Labs and Lightspeed Raj Dutt, Co...
Scaling to $150M ARR and Beyond with Grafana Labs and Lightspeed Raj Dutt, Co...
saastr
 
Beyond the Hype: How AI is Transforming SaaS with DeepL's CEO and Founder Jar...
Beyond the Hype: How AI is Transforming SaaS with DeepL's CEO and Founder Jar...Beyond the Hype: How AI is Transforming SaaS with DeepL's CEO and Founder Jar...
Beyond the Hype: How AI is Transforming SaaS with DeepL's CEO and Founder Jar...
saastr
 
How to Implement a Customer-First Strategy and Structure with Dashlane's CPO ...
How to Implement a Customer-First Strategy and Structure with Dashlane's CPO ...How to Implement a Customer-First Strategy and Structure with Dashlane's CPO ...
How to Implement a Customer-First Strategy and Structure with Dashlane's CPO ...
saastr
 
A Powerful Customer Base: Stories & Tactics Fueling Cloudflare's Millions of ...
A Powerful Customer Base: Stories & Tactics Fueling Cloudflare's Millions of ...A Powerful Customer Base: Stories & Tactics Fueling Cloudflare's Millions of ...
A Powerful Customer Base: Stories & Tactics Fueling Cloudflare's Millions of ...
saastr
 
Overcoming the PLG Trap: Lessons from Canva's Head of Sales & Head of EMEA Da...
Overcoming the PLG Trap: Lessons from Canva's Head of Sales & Head of EMEA Da...Overcoming the PLG Trap: Lessons from Canva's Head of Sales & Head of EMEA Da...
Overcoming the PLG Trap: Lessons from Canva's Head of Sales & Head of EMEA Da...
saastr
 
From Startup to $500M CARR: How Braze Scaled a Growth and CS Team with Braze'...
From Startup to $500M CARR: How Braze Scaled a Growth and CS Team with Braze'...From Startup to $500M CARR: How Braze Scaled a Growth and CS Team with Braze'...
From Startup to $500M CARR: How Braze Scaled a Growth and CS Team with Braze'...
saastr
 
Bridging the Gap Between Marketing and Product Teams to $100M ARR and Beyond ...
Bridging the Gap Between Marketing and Product Teams to $100M ARR and Beyond ...Bridging the Gap Between Marketing and Product Teams to $100M ARR and Beyond ...
Bridging the Gap Between Marketing and Product Teams to $100M ARR and Beyond ...
saastr
 
Workshop Wednesdays with Jason Lemkin, CEO @ SaaStr
Workshop Wednesdays  with Jason Lemkin, CEO @ SaaStrWorkshop Wednesdays  with Jason Lemkin, CEO @ SaaStr
Workshop Wednesdays with Jason Lemkin, CEO @ SaaStr
saastr
 
Workshop Wednesday with HyperGrowth Partners
Workshop Wednesday with HyperGrowth PartnersWorkshop Wednesday with HyperGrowth Partners
Workshop Wednesday with HyperGrowth Partners
saastr
 
SaaStr Workshop Wednesday with CEO of Guru
SaaStr Workshop Wednesday with CEO of GuruSaaStr Workshop Wednesday with CEO of Guru
SaaStr Workshop Wednesday with CEO of Guru
saastr
 
SaaStr Workshop Wednesdays - RevenueCat.pdf
SaaStr Workshop Wednesdays - RevenueCat.pdfSaaStr Workshop Wednesdays - RevenueCat.pdf
SaaStr Workshop Wednesdays - RevenueCat.pdf
saastr
 
SaaStr Workshop Wednesday w/ Lucas Price, Yardstick
SaaStr Workshop Wednesday w/ Lucas Price, YardstickSaaStr Workshop Wednesday w/ Lucas Price, Yardstick
SaaStr Workshop Wednesday w/ Lucas Price, Yardstick
saastr
 
SaaStr Workshop Wednesday w: Jason Lemkin, SaaStr
SaaStr Workshop Wednesday w: Jason Lemkin, SaaStrSaaStr Workshop Wednesday w: Jason Lemkin, SaaStr
SaaStr Workshop Wednesday w: Jason Lemkin, SaaStr
saastr
 
SaaStr Workshop Wednesday w/ Kyle Norton, Owner.com
SaaStr Workshop Wednesday w/ Kyle Norton, Owner.comSaaStr Workshop Wednesday w/ Kyle Norton, Owner.com
SaaStr Workshop Wednesday w/ Kyle Norton, Owner.com
saastr
 

More from saastr (20)

Mastering the Art of Customer-Focused Sales with Klaviyo's VP of Sales, EMEA ...
Mastering the Art of Customer-Focused Sales with Klaviyo's VP of Sales, EMEA ...Mastering the Art of Customer-Focused Sales with Klaviyo's VP of Sales, EMEA ...
Mastering the Art of Customer-Focused Sales with Klaviyo's VP of Sales, EMEA ...
 
Balancing Product Led Growth with Sales Led Across Markets with Intuit Mailch...
Balancing Product Led Growth with Sales Led Across Markets with Intuit Mailch...Balancing Product Led Growth with Sales Led Across Markets with Intuit Mailch...
Balancing Product Led Growth with Sales Led Across Markets with Intuit Mailch...
 
From 1-300 Across 28 Markets: Scaling a Growth Engine Team with Insider's CRO...
From 1-300 Across 28 Markets: Scaling a Growth Engine Team with Insider's CRO...From 1-300 Across 28 Markets: Scaling a Growth Engine Team with Insider's CRO...
From 1-300 Across 28 Markets: Scaling a Growth Engine Team with Insider's CRO...
 
Deep Dive: Getting Funded with Jason Jason Lemkin CEO @ SaaStr
Deep Dive: Getting Funded with Jason Jason Lemkin CEO @ SaaStrDeep Dive: Getting Funded with Jason Jason Lemkin CEO @ SaaStr
Deep Dive: Getting Funded with Jason Jason Lemkin CEO @ SaaStr
 
Mastering the Customer Lifecycle: Strategies for Hiring, Retention, and Growt...
Mastering the Customer Lifecycle: Strategies for Hiring, Retention, and Growt...Mastering the Customer Lifecycle: Strategies for Hiring, Retention, and Growt...
Mastering the Customer Lifecycle: Strategies for Hiring, Retention, and Growt...
 
Deep Dive: AI-Powered Marketing to Get More Leads and Customers with HyperGro...
Deep Dive: AI-Powered Marketing to Get More Leads and Customers with HyperGro...Deep Dive: AI-Powered Marketing to Get More Leads and Customers with HyperGro...
Deep Dive: AI-Powered Marketing to Get More Leads and Customers with HyperGro...
 
Scaling to $150M ARR and Beyond with Grafana Labs and Lightspeed Raj Dutt, Co...
Scaling to $150M ARR and Beyond with Grafana Labs and Lightspeed Raj Dutt, Co...Scaling to $150M ARR and Beyond with Grafana Labs and Lightspeed Raj Dutt, Co...
Scaling to $150M ARR and Beyond with Grafana Labs and Lightspeed Raj Dutt, Co...
 
Beyond the Hype: How AI is Transforming SaaS with DeepL's CEO and Founder Jar...
Beyond the Hype: How AI is Transforming SaaS with DeepL's CEO and Founder Jar...Beyond the Hype: How AI is Transforming SaaS with DeepL's CEO and Founder Jar...
Beyond the Hype: How AI is Transforming SaaS with DeepL's CEO and Founder Jar...
 
How to Implement a Customer-First Strategy and Structure with Dashlane's CPO ...
How to Implement a Customer-First Strategy and Structure with Dashlane's CPO ...How to Implement a Customer-First Strategy and Structure with Dashlane's CPO ...
How to Implement a Customer-First Strategy and Structure with Dashlane's CPO ...
 
A Powerful Customer Base: Stories & Tactics Fueling Cloudflare's Millions of ...
A Powerful Customer Base: Stories & Tactics Fueling Cloudflare's Millions of ...A Powerful Customer Base: Stories & Tactics Fueling Cloudflare's Millions of ...
A Powerful Customer Base: Stories & Tactics Fueling Cloudflare's Millions of ...
 
Overcoming the PLG Trap: Lessons from Canva's Head of Sales & Head of EMEA Da...
Overcoming the PLG Trap: Lessons from Canva's Head of Sales & Head of EMEA Da...Overcoming the PLG Trap: Lessons from Canva's Head of Sales & Head of EMEA Da...
Overcoming the PLG Trap: Lessons from Canva's Head of Sales & Head of EMEA Da...
 
From Startup to $500M CARR: How Braze Scaled a Growth and CS Team with Braze'...
From Startup to $500M CARR: How Braze Scaled a Growth and CS Team with Braze'...From Startup to $500M CARR: How Braze Scaled a Growth and CS Team with Braze'...
From Startup to $500M CARR: How Braze Scaled a Growth and CS Team with Braze'...
 
Bridging the Gap Between Marketing and Product Teams to $100M ARR and Beyond ...
Bridging the Gap Between Marketing and Product Teams to $100M ARR and Beyond ...Bridging the Gap Between Marketing and Product Teams to $100M ARR and Beyond ...
Bridging the Gap Between Marketing and Product Teams to $100M ARR and Beyond ...
 
Workshop Wednesdays with Jason Lemkin, CEO @ SaaStr
Workshop Wednesdays  with Jason Lemkin, CEO @ SaaStrWorkshop Wednesdays  with Jason Lemkin, CEO @ SaaStr
Workshop Wednesdays with Jason Lemkin, CEO @ SaaStr
 
Workshop Wednesday with HyperGrowth Partners
Workshop Wednesday with HyperGrowth PartnersWorkshop Wednesday with HyperGrowth Partners
Workshop Wednesday with HyperGrowth Partners
 
SaaStr Workshop Wednesday with CEO of Guru
SaaStr Workshop Wednesday with CEO of GuruSaaStr Workshop Wednesday with CEO of Guru
SaaStr Workshop Wednesday with CEO of Guru
 
SaaStr Workshop Wednesdays - RevenueCat.pdf
SaaStr Workshop Wednesdays - RevenueCat.pdfSaaStr Workshop Wednesdays - RevenueCat.pdf
SaaStr Workshop Wednesdays - RevenueCat.pdf
 
SaaStr Workshop Wednesday w/ Lucas Price, Yardstick
SaaStr Workshop Wednesday w/ Lucas Price, YardstickSaaStr Workshop Wednesday w/ Lucas Price, Yardstick
SaaStr Workshop Wednesday w/ Lucas Price, Yardstick
 
SaaStr Workshop Wednesday w: Jason Lemkin, SaaStr
SaaStr Workshop Wednesday w: Jason Lemkin, SaaStrSaaStr Workshop Wednesday w: Jason Lemkin, SaaStr
SaaStr Workshop Wednesday w: Jason Lemkin, SaaStr
 
SaaStr Workshop Wednesday w/ Kyle Norton, Owner.com
SaaStr Workshop Wednesday w/ Kyle Norton, Owner.comSaaStr Workshop Wednesday w/ Kyle Norton, Owner.com
SaaStr Workshop Wednesday w/ Kyle Norton, Owner.com
 

Recently uploaded

GridMate - End to end testing is a critical piece to ensure quality and avoid...
GridMate - End to end testing is a critical piece to ensure quality and avoid...GridMate - End to end testing is a critical piece to ensure quality and avoid...
GridMate - End to end testing is a critical piece to ensure quality and avoid...
ThomasParaiso2
 
Essentials of Automations: The Art of Triggers and Actions in FME
Essentials of Automations: The Art of Triggers and Actions in FMEEssentials of Automations: The Art of Triggers and Actions in FME
Essentials of Automations: The Art of Triggers and Actions in FME
Safe Software
 
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...
DanBrown980551
 
20240607 QFM018 Elixir Reading List May 2024
20240607 QFM018 Elixir Reading List May 202420240607 QFM018 Elixir Reading List May 2024
20240607 QFM018 Elixir Reading List May 2024
Matthew Sinclair
 
By Design, not by Accident - Agile Venture Bolzano 2024
By Design, not by Accident - Agile Venture Bolzano 2024By Design, not by Accident - Agile Venture Bolzano 2024
By Design, not by Accident - Agile Venture Bolzano 2024
Pierluigi Pugliese
 
20240605 QFM017 Machine Intelligence Reading List May 2024
20240605 QFM017 Machine Intelligence Reading List May 202420240605 QFM017 Machine Intelligence Reading List May 2024
20240605 QFM017 Machine Intelligence Reading List May 2024
Matthew Sinclair
 
Climate Impact of Software Testing at Nordic Testing Days
Climate Impact of Software Testing at Nordic Testing DaysClimate Impact of Software Testing at Nordic Testing Days
Climate Impact of Software Testing at Nordic Testing Days
Kari Kakkonen
 
Securing your Kubernetes cluster_ a step-by-step guide to success !
Securing your Kubernetes cluster_ a step-by-step guide to success !Securing your Kubernetes cluster_ a step-by-step guide to success !
Securing your Kubernetes cluster_ a step-by-step guide to success !
KatiaHIMEUR1
 
DevOps and Testing slides at DASA Connect
DevOps and Testing slides at DASA ConnectDevOps and Testing slides at DASA Connect
DevOps and Testing slides at DASA Connect
Kari Kakkonen
 
Generative AI Deep Dive: Advancing from Proof of Concept to Production
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionGenerative AI Deep Dive: Advancing from Proof of Concept to Production
Generative AI Deep Dive: Advancing from Proof of Concept to Production
Aggregage
 
Introduction to CHERI technology - Cybersecurity
Introduction to CHERI technology - CybersecurityIntroduction to CHERI technology - Cybersecurity
Introduction to CHERI technology - Cybersecurity
mikeeftimakis1
 
FIDO Alliance Osaka Seminar: The WebAuthn API and Discoverable Credentials.pdf
FIDO Alliance Osaka Seminar: The WebAuthn API and Discoverable Credentials.pdfFIDO Alliance Osaka Seminar: The WebAuthn API and Discoverable Credentials.pdf
FIDO Alliance Osaka Seminar: The WebAuthn API and Discoverable Credentials.pdf
FIDO Alliance
 
RESUME BUILDER APPLICATION Project for students
RESUME BUILDER APPLICATION Project for studentsRESUME BUILDER APPLICATION Project for students
RESUME BUILDER APPLICATION Project for students
KAMESHS29
 
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...
James Anderson
 
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024
GraphSummit Singapore | The Art of the  Possible with Graph - Q2 2024GraphSummit Singapore | The Art of the  Possible with Graph - Q2 2024
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024
Neo4j
 
みなさんこんにちはこれ何文字まで入るの?40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの?えこ...
みなさんこんにちはこれ何文字まで入るの?40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの?えこ...みなさんこんにちはこれ何文字まで入るの?40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの?えこ...
みなさんこんにちはこれ何文字まで入るの?40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの?えこ...
名前 です男
 
UiPath Test Automation using UiPath Test Suite series, part 5
UiPath Test Automation using UiPath Test Suite series, part 5UiPath Test Automation using UiPath Test Suite series, part 5
UiPath Test Automation using UiPath Test Suite series, part 5
DianaGray10
 
“I’m still / I’m still / Chaining from the Block”
“I’m still / I’m still / Chaining from the Block”“I’m still / I’m still / Chaining from the Block”
“I’m still / I’m still / Chaining from the Block”
Claudio Di Ciccio
 
Large Language Model (LLM) and it’s Geospatial Applications
Large Language Model (LLM) and it’s Geospatial ApplicationsLarge Language Model (LLM) and it’s Geospatial Applications
Large Language Model (LLM) and it’s Geospatial Applications
Rohit Gautam
 
zkStudyClub - Reef: Fast Succinct Non-Interactive Zero-Knowledge Regex Proofs
zkStudyClub - Reef: Fast Succinct Non-Interactive Zero-Knowledge Regex ProofszkStudyClub - Reef: Fast Succinct Non-Interactive Zero-Knowledge Regex Proofs
zkStudyClub - Reef: Fast Succinct Non-Interactive Zero-Knowledge Regex Proofs
Alex Pruden
 

Recently uploaded (20)

GridMate - End to end testing is a critical piece to ensure quality and avoid...
GridMate - End to end testing is a critical piece to ensure quality and avoid...GridMate - End to end testing is a critical piece to ensure quality and avoid...
GridMate - End to end testing is a critical piece to ensure quality and avoid...
 
Essentials of Automations: The Art of Triggers and Actions in FME
Essentials of Automations: The Art of Triggers and Actions in FMEEssentials of Automations: The Art of Triggers and Actions in FME
Essentials of Automations: The Art of Triggers and Actions in FME
 
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...
 
20240607 QFM018 Elixir Reading List May 2024
20240607 QFM018 Elixir Reading List May 202420240607 QFM018 Elixir Reading List May 2024
20240607 QFM018 Elixir Reading List May 2024
 
By Design, not by Accident - Agile Venture Bolzano 2024
By Design, not by Accident - Agile Venture Bolzano 2024By Design, not by Accident - Agile Venture Bolzano 2024
By Design, not by Accident - Agile Venture Bolzano 2024
 
20240605 QFM017 Machine Intelligence Reading List May 2024
20240605 QFM017 Machine Intelligence Reading List May 202420240605 QFM017 Machine Intelligence Reading List May 2024
20240605 QFM017 Machine Intelligence Reading List May 2024
 
Climate Impact of Software Testing at Nordic Testing Days
Climate Impact of Software Testing at Nordic Testing DaysClimate Impact of Software Testing at Nordic Testing Days
Climate Impact of Software Testing at Nordic Testing Days
 
Securing your Kubernetes cluster_ a step-by-step guide to success !
Securing your Kubernetes cluster_ a step-by-step guide to success !Securing your Kubernetes cluster_ a step-by-step guide to success !
Securing your Kubernetes cluster_ a step-by-step guide to success !
 
DevOps and Testing slides at DASA Connect
DevOps and Testing slides at DASA ConnectDevOps and Testing slides at DASA Connect
DevOps and Testing slides at DASA Connect
 
Generative AI Deep Dive: Advancing from Proof of Concept to Production
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionGenerative AI Deep Dive: Advancing from Proof of Concept to Production
Generative AI Deep Dive: Advancing from Proof of Concept to Production
 
Introduction to CHERI technology - Cybersecurity
Introduction to CHERI technology - CybersecurityIntroduction to CHERI technology - Cybersecurity
Introduction to CHERI technology - Cybersecurity
 
FIDO Alliance Osaka Seminar: The WebAuthn API and Discoverable Credentials.pdf
FIDO Alliance Osaka Seminar: The WebAuthn API and Discoverable Credentials.pdfFIDO Alliance Osaka Seminar: The WebAuthn API and Discoverable Credentials.pdf
FIDO Alliance Osaka Seminar: The WebAuthn API and Discoverable Credentials.pdf
 
RESUME BUILDER APPLICATION Project for students
RESUME BUILDER APPLICATION Project for studentsRESUME BUILDER APPLICATION Project for students
RESUME BUILDER APPLICATION Project for students
 
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...
 
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024
GraphSummit Singapore | The Art of the  Possible with Graph - Q2 2024GraphSummit Singapore | The Art of the  Possible with Graph - Q2 2024
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024
 
みなさんこんにちはこれ何文字まで入るの?40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの?えこ...
みなさんこんにちはこれ何文字まで入るの?40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの?えこ...みなさんこんにちはこれ何文字まで入るの?40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの?えこ...
みなさんこんにちはこれ何文字まで入るの?40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの?えこ...
 
UiPath Test Automation using UiPath Test Suite series, part 5
UiPath Test Automation using UiPath Test Suite series, part 5UiPath Test Automation using UiPath Test Suite series, part 5
UiPath Test Automation using UiPath Test Suite series, part 5
 
“I’m still / I’m still / Chaining from the Block”
“I’m still / I’m still / Chaining from the Block”“I’m still / I’m still / Chaining from the Block”
“I’m still / I’m still / Chaining from the Block”
 
Large Language Model (LLM) and it’s Geospatial Applications
Large Language Model (LLM) and it’s Geospatial ApplicationsLarge Language Model (LLM) and it’s Geospatial Applications
Large Language Model (LLM) and it’s Geospatial Applications
 
zkStudyClub - Reef: Fast Succinct Non-Interactive Zero-Knowledge Regex Proofs
zkStudyClub - Reef: Fast Succinct Non-Interactive Zero-Knowledge Regex ProofszkStudyClub - Reef: Fast Succinct Non-Interactive Zero-Knowledge Regex Proofs
zkStudyClub - Reef: Fast Succinct Non-Interactive Zero-Knowledge Regex Proofs
 

Step by Step Guide to Revenue Growth

  • 1. A Step-by-Step Guide to Revenue Growth Mark Roberge Senior Lecturer, Harvard Business School Former CRO @HubSpot @markroberge
  • 2. 2 @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 grows 30%
  • 3. Pothole Alert! Many companies suffer from pre- mature revenue growth
  • 4. What is the optimal growth path? REVENUE GROWTH REVENUERETENTION Mediocre (i.e. 50%) Awesome (i.e. 200%) Mediocre (i.e.70%) Awesome (i.e.100%) OPTION A Awesome Revenue Growth Improve Retention OPTION B Awesome Retention Improve Revenue Growth
  • 5. Easier to accelerate growth with world class retention than fix retention while maintaining rapid growth REVENUE GROWTH REVENUERETENTION Mediocre (i.e. 50%) Awesome (i.e. 200%) Mediocre (i.e.70%) Awesome (i.e.100%)
  • 6. Goal of Phase Step-by-Step Guide to Revenue Growth When to scale? How fast? #1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat Experiment Scale Customer Success Unit Economics Growth & Moat
  • 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 Unit Economics Growth & Moat 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 o
  • 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. % 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
  • 13. 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
  • 14. 14 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
  • 15. Monitor customer success leading indicator % of customers that achieve leading indicator status by month of tenure
  • 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 When to scale? How fast? #1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat Experiment Scale Customer Success Unit Economics Growth & Moat Customer Success Focused Solve for Customer Commitment Process Builder Based on Customer Success
  • 17. 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 When to scale? How fast? #1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat Experiment Scale Customer Success Unit Economics Growth & Moat Customer Success Focused Solve for Customer Commitment Process Builder Based on Customer Success LTV/CAC > 3 Payback < 12
  • 18. 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 When to scale? How fast? #1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat Experiment Scale Customer Success Unit Economics Growth & Moat Customer Success Focused Codify Based on Customer Success Customer Success + Unit Economics Solve for Customer Commitment Solve for Unit Economics Process Builder Process Executor
  • 19. Am I scaling to fast or too slow? Set up You GTM Speedometer Customer Success Unit Economics LTV/CAC > 3 Payback < 12 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.
  • 20. Goal of Phase Target Market GTM Process Compensation Demand Gen. Pricing Sales Hiring Early Adopter Personal Network + Referrals Early Majority 1 Scalable, Measurable Medium Expand Step-by-Step Guide to Revenue Growth When to scale? How fast? #1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat Experiment Scale Customer Success Unit Economics Growth & Moat Customer Success Focused Codify Customer Success + Unit Economics Solve for Customer Commitment Solve for Unit Economics Process Builder Process Executor Based on Customer Success
  • 21. 21 @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 6 to 15 in 2018  Expand upstream to enterprise customers  Diversity inbound marketing with outbound and channel partners  Maintain 200% Y/Y ARR growth
  • 22. Pothole Alert! Over optimism about the breadth of product-market and go-to-market fit across customer segments and demand generation mediums
  • 23. 23 @markroberge Identify best growth options. Run experiments EXPERIMEN T OPTION AVOID SCALE EXPERIMEN T OPTION Market Product Existing New NewExistin g EXPERIMEN T OPTION AVOID SCALE EXPERIMEN T OPTION Market DemandGen.Channel Existing New NewExistin g
  • 24. 24 @markroberge ACME Software Revenue Segments $3M ARR 18 Mo. Payback 15% Logo Churn $5M ARR 8 Mo. Payback 6% Logo Churn $1M ARR 3 Mo. Payback 0% Logo Churn* $1M ARR 23 Mo. Payback 3% Logo Churn Size of Customer SourceofCustomer SMB Mid-Market Enterprise Inbound Outbound Partners * Low Product Setup and Usage
  • 25. 25 @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 Fit IGNORE Prod-Mkt Fit GTM Fit EXPERIMENT 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 Market Channel SMB Mid-Market Enterprise Inbound Outbound Partners
  • 26. 26 @markroberge Scale teams where there is Product-Market and GTM Fit Setup small cross-functional teams for experiment segments SMB Inbound (Experiment) MKT AE AE CS M Mid-Market Outbound (Experiment) AE AE CS M SDR SDR Enterprise Inbound (Experiment) AE CS M Mid-Market Inbound (Scale) AE AE AE AE AE AE AE AE AE AE CS M CS M CS M MKT MKT MKT Existing Employee New Hire
  • 27. Goal of Phase Target Market GTM Process Compensation Demand Gen. Pricing Sales Hiring Early Adopter Personal Network + Referrals Early Majority 1 Scalable, Measurable Medium Expand Many Mediums. Tightly Aligned with Sales. Step-by-Step Guide to Revenue Growth When to scale? How fast? #1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat Experiment Scale Customer Success Unit Economics Growth & Moat Customer Success Focused Codify Customer Success + Unit Economics Solve for Customer Commitment Solve for Unit Economics Process Builder Process Executor Based on Customer Success
  • 28. Sales and Marketing Alignment
  • 29. Step by Step Guide to the Marketing SLA BetterQualityCompanies Better Lead Engagement Firmographic Engagement ABC Blog Sign- eBook Download Demo Request A B C 10K > # Employees > 1K # Employees > 10K 1K > # Employees > 100 $100 $75 $40 $90 $55 $25 $80 $20 $10
  • 30. * 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
  • 31. 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 Opps in < 6 months
  • 32. 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
  • 33. Goal of Phase Target Market GTM Process Compensation Demand Gen. Pricing Sales Hiring Early Adopter Personal Network + Referrals Early Majority 1 Scalable, Measurable Medium Expand Many Mediums. Tightly Aligned with Sales. Role Specialist Step-by-Step Guide to Revenue Growth When to scale? How fast? #1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat Experiment Scale Customer Success Unit Economics Growth & Moat Customer Success Focused Codify Customer Success + Unit Economics Solve for Customer Commitment Solve for Unit Economics Process Builder Process Executor Based on Customer Success
  • 34. 34 @markroberge What do you look for in a sales hire?
  • 35. The ideal sales hiring formula is different for every company… but the process to engineer the formula is the same.
  • 37. 37 @markroberge Engineer Your Own Sales Hiring Formula
  • 38. 38 @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)
  • 39. 39 @markroberge Which criteria scored highest for HubSpot? INTELLIGENT or COACHABLE or CURIOUS
  • 40. 40 @markroberge The HubSpot Sales Hiring Formula  Coach-ability  Curiosity  Intelligence  Work Ethic  Prior Success
  • 41. 41 @markroberge My Sales Interview Process  [Interview starts in the lobby. Let the candidate lead.]  Does the candidate break the ice?  Did the candidate do any research on me?  Does the candidate execute a genuine, natural set of questions about me, my weekend, the company, etc.?  Why are you interested in working at this company? Where do you hope to be in your career in 5 years?  [Easy questions to warm the candidate up. Well articulated career goals never hurt.]  I see you are an account executive at [insert their company]. How many account executives are there? What was your rank? Is that based on bookings or revenue? Is it based on the year or the quarter?  [Assess “Prior Success”. Tope 5% is strong. Top 25% is the bar. If the candidate is not in the top 25%, the candidate must be very strong in other areas.]  What was it about your approach that allowed you to achieve such a high rank? Why weren’t you #1?  Understand their perception of their strengths.  Beware of external excuse making for the second question (i.e. bad manager, bad territory, bad product). A strong self critique is preferable.
  • 42. 42 @markroberge My Sales Interview Process (cont.)  Let’s do a role play. I will play the VP of Marketing at a small security software company. You will play a salesperson at HubSpot. Let’s assume I downloaded a whitepaper from your website on Inbound Marketing, leaving my email and phone number, and this lead was provided to you this morning for follow up.  Test whether sales candidate has a naturally curious sales approach.  Observe how the salesperson starts. A 10 minute pre-amble on their background and company is not good (show up and throw up).  A series of thoughtful questions about the prospect’s goals in downloading the white paper is good  During the role play, ask a challenging question about how SEO or inbound marketing works?  Tests candidate’s preparation and learning curve  [Stop the role play] How did you do?  “Excellent” is not a great response.  A detailed analysis of what the candidate did well and could have improved on shows humility and the openness to coaching.  In every interview, I provide candidates with one strength and one area of improvement. [Deliver coaching]  Tests openness to absorb coaching.  [Repeat the role play]  Tests ability to apply coaching.
  • 43. Goal of Phase Target Market GTM Process Compensation Demand Gen. Pricing Sales Hiring Early Adopter Personal Network + Referrals Early Majority 1 Scalable, Measurable Medium Expand Many Mediums. Tightly Aligned with Sales. Role Specialist Step-by-Step Guide to Revenue Growth When to scale? How fast? #1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat Experiment Scale Customer Success Unit Economics Growth & Moat Customer Success Focused Codify Codify into Systems Customer Success + Unit Economics Solve for Customer Commitment Solve for Unit Economics Process Builder Process Executor Based on Customer Success
  • 45. “Data-Driven Sales Coaching” Use data to diagnose the skill deficiency. Customize a coaching plan.
  • 46. Engineer a data-driven sales culture * Data has been altered from actual HubSpot data for the purposes of this presentation Each Color Represents a Different Sales Rep
  • 47. * Data has been altered from actual HubSpot data for the purposes of this presentation Lead-Worked-to-Connect Ratio Connect-to-Demo Ratio “Peel Back the Onion” for More Insight
  • 48. 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
  • 49. Example monthly coaching plan REP DIAGNOSIS COACHING PLAN METRICS GOAL Brian Over-investment in unqualified opportunities Weekly opportunity review of BANT post discovery call. Demo-to-Customer ratio > 30% Erin Developing Sense of Urgency Pre-call planning and post mortem reviews on urgency Discovery-call-to- customer % > 30% 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 week Carlos Lack of personal goals Personal conversation on financial goals. Map to daily activity. Average 5+ new appointments per week
  • 50. 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
  • 51. 51 @markroberge Data-Driven Sales Management Applicable to Enterprise Sales www.insightsquared.com
  • 52. Goal of Phase Target Market GTM Process Compensation Demand Gen. Pricing Sales Hiring Early Adopter Personal Network + Referrals Early Majority 1 Scalable, Measurable Medium Expand Many Mediums. Tightly Aligned with Sales. Role Specialist Step-by-Step Guide to Revenue Growth When to scale? How fast? #1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat Experiment Scale Customer Success Unit Economics Growth & Moat Customer Success Focused Codify Codify into Systems Customer Success + Unit Economics Add Promotion Path Solve for Customer Commitment Solve for Unit Economics Assess Disruption Risk Process Builder Process Executor Based on Customer Success
  • 53. Opportunity to remove subjectivity from promotions and compensation adjustments Success and failure in sales is highly quantifiable. Take advantage.
  • 54. Goal of Phase Target Market GTM Process Compensation Demand Gen. Pricing Sales Hiring Early Adopter Personal Network + Referrals Early Majority 1 Scalable, Measurable Medium Expand Many Mediums. Tightly Aligned with Sales. Role Specialist Step-by-Step Guide to Revenue Growth When to scale? How fast? #1 Product-Market Fit #2 Go-to-Market Fit #3 Growth and Moat Experiment Scale Customer Success Unit Economics Growth & Moat Customer Success Focused Codify Codify into Systems Customer Success + Unit Economics Add Promotion Path Solve for Customer Commitment Solve for Unit Economics Assess Disruption Risk Process Builder Process Executor Based on Customer Success
  • 55. 55 @markroberge Jay PoJill Rowley Mark Roberge
  • 56. OUR LPs ARE SALES, MARKETING, AND CUSTOMER SUCCESS EXPERTS • Jay Simons – President, VP S&M @ Atlassian • 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 • Jed Nachman – COO, CRO @ Yelp • Lesley Young – Global Sales @ Facebook Workplace, Box • 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
  • 57. 57 @markroberge All proceeds go to Ayele Shakur Build.org CEO
  • 58. Molly Ford Sr. Director, Global Equality Programs Salesforce @QueenMollyMol How we did it: Gender Equality, Equal Pay, and Racial Equality with Salesforce Leyla Seka EVP, Mobile Salesforce @LeylaSeka
  • 59. Thanks! Mark Roberge Managing Director @ Stage 2 Capital Senior Lecturer, Harvard Business School Former CRO @ HubSpot @markroberge