This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
In this week’s episode we’ve dug down into the podcast vaults to bring you some of the best insights shared by our guests about scalingsales. It’s no surprise that one of the key levers for growth as you go from startup to scale-up is your salesteam. Hiring for sales with John Barrows.
And for Intercom’s VP of Sales EMEA, Sanj Bhayro , scaling is just what you need to invest in to ensure growth becomes as constant and linear as it can be. Sanj has plenty of experience scalingsalesteams at growing businesses, and that’s precisely why, as of November of last year, he‘s overseeing EMEA sales at Intercom.
Most support teams have seen an influx of support queries since COVID-19 hit – and those issues are more complex than ever. According to recent research, however, many teams aren’t sufficiently equipped to meet these new challenges. Challenge #1: Limited team bandwidth, resources, and budget.
But as the business becomes more successful – and there are resources to build a support team – additional layers begin to separate executives from their customers. If you’re a leader, he says, don’t try to scale your job. Here are five quick takeaways: Most sales and support teams talk about their jobs as a funnel.
We remain optimistic about the prospects of cross-border SaaS. Companies in our region are good at achieving PMF and scaling to $1 million-$5 million ARR efficiently. They are hiring leaders, building teams, and attracting advisors in the US while devouring the SV SaaS playbook. Org Building Ideas for Cross-Border Companies.
The fastest growing software companies in recent years all have something in common – they started with little to no salesteam. But even for companies with this early viral growth, there comes a point in time when this organic growth needs to be supplemented with formal sales. Yes, Slack started off with no salesteam.
A little over a year ago, I got the opportunity to start a new team within our sales organization – a team of Relationship Managers dedicated to growing our current customers at scale. The opportunity emerged out of a shift in how we practice sales. We had split into two distinct but complementary functions.
As sales leaders, most of us assume that many aspects of our sales machine will become inefficient during hypergrowth. As we think of ways to improve sales performance, a number of growth pains may come in the way: High acquisition costs. Decreased revenue per rep, High turnover as you scaleheadcount.
But with so much data to consider, how can you define the help desk metrics that matter for your team? This can empower teams to take strategic action to improve their overall support experience for customers. This metric represents the average amount of time it takes your customer support team to settle a case once it’s opened.
When inbound sales and marketing works, it’s great. It’s easy, it scales well, but by definition it puts a lot of the process out of your hands. That can lead to a lot of opportunities for things to break down and for buyers to fall through the cracks. There isn’t a continual feedback loop between teams. What Is Inbound.
If you don’t have tickets, lock in Early Bird pricing today and bring your team! When you get that thing where you’re a rational person and you think it will be great and 99 out of 100 people think it’s bad, that’s when you have opportunity. I was a software developer, a product person. Get tickets here.
One of the biggest challenges businesses face when they grow is scaling effective , autonomous and quick decision-making. Google, Apple and HubSpot are just three examples of industry-leading companies which use mental models to aid quick decision-making. Again, it was an easy to use model which scaled effective decision-making.
Whether you’re at an early-stage startup that’s just made its first sales hires, or part of a fast-moving salesteam in a large organization, the key to success often comes down to efficiency. How can you capture, qualify and convert the right leads for your business while working within your means? Short on time?
Scaling a support team is challenging enough as it is. You’re investing resources in hiring and training the right people, tracking different metrics at different stages, adding more and more complexity with each increase in headcount, use cases, and customers. For Natasha, the answer is a resounding yes.
You are in trouble if you’re trying to hack sales — unless you lay a foundation first. The hard work that every company and every sales leader needs to do cannot be hacked. Sure, you can buy some tools and lead lists and send out thousands of emails, but that won’t get you very far. No high-pressure sales.
Michael is a member of Revenue Collective, but perhaps most importantly, he’s the chief sales and strategy officer for Compass, that fast-growing real estate behemoth. Michael talks about how he does that at scale and how he thinks about scale. Michael talks about how he does that at scale and how he thinks about scale.
In August of 2016, Rachel Hepworth embarked on a unique challenge: start a growth marketing team at one of the most successful startups of this generation – one that had long relied heavily on word of mouth. Adam: Rachel, you’re leading growth marketing at one of the fastest growing software companies of this generation.
Although Linda started her career in sales, she has spent the past twelve years scaling post-salesteams and moving hyper-growth companies like Zendesk, Slack, and now Gong upmarket into the enterprise realm. What “customer success” looks like evolves as your company and customers scale upmarket.
There are several different ways to successfully launch and scale a SaaS company. The two most common go-to-market strategies are sales-led growth (SLG) and, more recently, product-led growth (PLG). . In a sales-led model, sales processes and teams are the primary drivers of revenue growth.
Not too long ago, when Intercom turned 10 , we dedicated an entire episode to speed , or why startups should always strive to keep momentum as they scale. We surveyed and interviewed key people in our teams to understand how they worked and how they saw Intercom’s internal operations. So, naturally, we hatched a plan to hit the gas.
An effective sales outbound strategy needs to balance two opposing elements: efficiency vs. personal touch. On the flipside, who has the time to spend ten minutes on each prospecting email with no guarantee of returns? On the flipside, who has the time to spend ten minutes on each prospecting email with no guarantee of returns?
We’re human beings with, we come with baggage, good baggage, bad baggage, prior experience, a perspective. Sahil Patel (14:27) What I’m optimizing, great question, is can I get more people from the traffic you already get to turn into a salesprospect? Now, let’s unpack what a salesprospect means.
Culture helps a company define itself, attract the right team members and customers, and differentiate in the marketplace. It’s the “why” behind the mission and the glue that holds everyone together in good times and bad. Culture is also tricky because there’s no one-size-fits-all way to define, cultivate or scale it.
For the fifth year running, we’ve recognized five customer success teams who achieved remarkable results in one of five categoriesonboarding, adoption, renewals and expansion, advocacy, and innovation. The Ollie team reimagined the process, using ChurnZero to structure and systemize their onboarding and keep customers on track.
And yet, downplaying your team’s needs undermines CS’s current impact and future revenue-driving potential. According to our 2022 Customer Success Leadership Study, CS teams are already underfunded and under-resourced. I lead the Customer Success function here at MarketSource. A lot of times, my COO might know about it.
As VP of Corporate Strategy at Twitter, Elad Gil was a key player as company headcount skyrocketed from 90 to 1,500 employees. This wasn’t Elad’s first experience with hyper growth – Google grew headcount 10x during his time as a product manager there – nor the last. If you enjoy the it, check out more episodes.
Pipeline analytics: Offers sales managers a view of their teams’ pipelines that goes beyond what’s available in their native SFA applications. Here’s what we use: CRM (SFDC), Sales Acceleration (SalesLoft), Forecasting (SalesLoft), Conversation Intelligence (Gong), Data (custom in-house), Automation (Momentum).
Poorly phrased or missing questions and unclear instructions lead to communication friction and subpar responses from vendors. We all know that meeting invite lists carry a certain political connotation , which often leads to participant pandering, bloated meetings, and counterproductive conversations.
While this is generally true for most companies, it’s particularly true for SaaS businesses, which invest heavily in product development, sales, and marketing upfront and get payments from customers over a delayed period of time, usually several years. The main reason is that your customer acquisition costs are highly front-loaded.
Like most things in life, hiring sales talent is a matter of timing. Especially since the best candidates with strong sales skills are usually snatched up within 10 days. That’s why it’s critical to overcome indecision and move quickly when recruiting sales talent. Is it unrealistic sales quotas? Is compensation too low?
Does your Customer Success team have the right structure, workload, and engagement model to hit its goals? Re-segmenting your customer base is a natural evolution of your company, product, and team’s growth. All CS leaders eventually undertake this exercise to scale engagement and improve the customer experience.
I saw this as a client partner and then regional managing director at an eBusiness firm that scaled from 0 to 2,000 people in three years, organically. The same was true when I ran the People function at a software development consultancy that doubled its headcount to ~100 while reducing attrition from 40% to 5% voluntary in 18 months.
If you don’t want to manage all of the infrastructure around Iceberg (plus allocating headcount to do this!) One key component of a modern cloud-native data architecture is the data lake - which allows for cost-efficient storage of large amounts of data used for analytics and ML at scale.
I was managing a team of 15 and the company had grown to about 140 employees. In light of the sale of Buildium last month I figured now is as good of a time as any to reflect on the most important ones. This is a strategy that we’re replicating at Outseta, so far with James our lead designer. We mostly succeeded.
Here are a few key takeaways: An Internal Quality Score offers a more holistic view of an agent’s strengths and opportunities for growth and helps organizations gain insight into their teams’ work. To maintain quality as you scale, don’t compromise your bars on hiring – even if you’re doing it under pressure.
That’s certainly true in developer tooling (AWS), sales and support (Salesforce), MarTech (Adobe), commerce (Square), HR tech (Workday) and even vertical markets (Veeva). Those on the front lines know that more competition means greater saturation of traditional marketing and sales channels, increasing customer acquisition costs (CAC).
Take Stack Overflow , the world’s largest software developer network, community, and platform, serving close to 100 million monthly visitors. In fact, the team intentionally takes a non-dualistic approach that relies more on empathy, flexibility, and context than on the concept of right versus wrong. .
Revenue Operations (RevOps) is a business function that focuses on maximizing revenue by aligning the teams that directly impact the bottom line. … Or, simply put, it’s a connecting link between your sales, marketing, and customer success teams. Is it a Head of Sales? But who’s this mystical “RevOps” creature?
As teams grow, it gets harder to rally around key goals. We both noticed a similar pattern: alignment on key metrics breaks as headcount grows: More teams means more silos in processes and tools used to follow metrics. As you grow, complexity will increase and new departments, teams, initiatives will require focus on new goals.
As teams grow, it gets harder to rally around key goals. We both noticed a similar pattern: alignment on key metrics breaks as headcount grows: More teams means more silos in processes and tools used to follow metrics. As you grow, complexity will increase and new departments, teams, initiatives will require focus on new goals.
Businesses were forced to wise up to this fact during the pandemic when new sales shriveled. Once you do, you’ll get allotted more budget, you’ll get more space in the decision-making rooms, and you’ll get more time from internal teams to dedicate to customer needs. Your team will start to get pushed on the money side of things.
While this is generally true for most companies, it’s particularly true for SaaS businesses, which invest heavily in product development, sales, and marketing upfront and get payments from customers over a delayed period of time, usually several years. The main reason is that your customer acquisition costs are highly front-loaded.
As Customer Success as a discipline has grown, it has also developed an accompaniment of misconceptions and myths, generating a lot of confusion about how to do it right and scale successfully. Myth #1: You can create a powerful digital engagement model and scale your Customer Success organization without investing in Operations.
That’s certainly true in developer tooling (AWS), sales and support (Salesforce), MarTech (Adobe), commerce (Square), HR tech (Workday) and even vertical markets (Veeva). Those on the front lines know that more competition means greater saturation of traditional marketing and sales channels, increasing customer acquisition costs (CAC).
We organize all of the trending information in your field so you don't have to. Join 80,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content