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Creating a formal sales organization will help accelerate revenue and product adoption, as well as result in more satisfied customers.Įxcerpt from “ Hire a Head of Sales. Although a sales organization might seem too expensive, the revenue it will add can far exceed the cost (you want your sales organization to generate 3x its loaded cost). That’s why combining a top-down and bottom-up approach by layering a formal sales function yields the best results. This reflects an individual user’s ascribing a fixed value to a given product: However, as a product achieves broader adoption, the dollar per customer tends to flatten. The number of customers increases, and the dollars per customer correspondingly grow. Many great products see exciting initial revenue traction. This is not to say that bottom-up adoption is bad strategy quite the opposite. The result is greater penetration into the enterprise, higher product appreciation, and more revenue from a given customer. Sales people can demonstrate the importance of features across the board, including criteria-setting, pricing, and packaging that unlocks more of the value the product is materially creating for an organization. For example, a security or audit feature that is crucial to a CIO might be completely irrelevant to an individual user.Ī formal sales function promotes the value of a product to an organization in ways that individual adoption and usage can’t. Most users view a product only through the lens of their own use, not through the needs and habits of all the users in their enterprise (which is a view someone at the top, such as a Chief Information Officer, is more likely to have). If you build it, they may come … but they probably won’t discover – or take advantage of – every feature you want them to.
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The answer is that unstructured, bottom-up, user-generated sales do not unlock the full value of a given product. “A formal sales function promotes the value of a product to an organization in ways that individual adoption and usage can’t” Why not simply invest in hiring more engineers and let the targeted end-user virally adopt the product of their choice?
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The “Why sales?” question becomes even more pressing given the trend toward “bottom-up” product adoption – i.e., offering a given product for free or without a formal top-down sales motion, as is common with SaaS. I’m often asked the question of “Why sales?” by entrepreneurs and technical founders. Peter Levine, General Partner, Andreessen Horowitz 12 expert tips to build a world-class sales team 1.
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Taken together, their advice is a blueprint for how to build a modern sales team. So we asked a few top practitioners from companies such as Shopify, Terminus, Close and many more to talk about how they’ve built sales teams from the ground up.
When done right, your sales team won’t just accelerate your company’s growth they’ll enrich your company’s culture and help build a better product too. Only then will you have the foundation to consistently win new customers, upsell existing ones and see the kind of predictable growth that’ll be the making of your company.Īn efficient and profitable sales org is the product of many strategic decisions – who you’ll hire, what you’ll pay them, how you’ll onboard and train them, and much more. If you want to build a revenue engine that will fuel long-term growth, you need to build and scale your sales org with intention. But this approach rarely succeeds in today’s environment. Sure, you might get a few more deals across the finish line and maybe even score a lighthouse logo. Growing a sales team isn’t as simple as putting a bunch of A players in a room and getting them to start selling your product.
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