EARLY STAGE SALES AND BUSINESS DEVELOPMENT Marcy Campbell Senior - - PowerPoint PPT Presentation

EARLY STAGE SALES AND BUSINESS DEVELOPMENT

Marcy Campbell Senior VP, Worldwide Sales and Business Development

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Starting Point Starting Point

Word class product and engineering team from:

70+ people

Qubole

When we got started at Qubole…

We had a great pipeline of over 100 prospects …most of whom were totally unqualified and never going to close We had made some easy sales …by tapping the rolodexes of our founders and board We had some real clients …by “throwing a proposal” at absolutely everyone

Lessons Learned

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We learned a few things.

Sales is not magic. Sales is not magic.

We called pr

e called prospects who did not buy and asked why

• spects who did not buy and asked why.

. We listened to the questions pr e listened to the questions prospects asked.

• spects asked.

We looked for r e looked for repeatable pr epeatable problems to solve.

• blems to solve.

We came up with 5 qualifying questions. e came up with 5 qualifying questions. We deter e determined who was not our customer mined who was not our customer. .

It It’s about maximizing r s about maximizing resour esources & time. ces & time.

Lessons Learned

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“Just Close 10 Customers” “Just Close 10 Customers” Doesn’ Doesn’t Make Sense. t Make Sense.

Assumes you know:

Why customers buy Who your customers are What the complete sales cycle is Messaging is correct & company is well positioned in the market You have a sales process in place Know who to call, what to say, how to generate interest

Assumes you already built a Flywheel

Strategy Strategy What does your product do best? When Do You Bring in Sales? What Model Do You Use? Who is the right Sales Person?

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Building Your Sales Flywheel

At a High Level: At a High Level: GTM Strategy is determined by market Market is determined by product Sales Strategy is a series of tactics helping you to determine a repeatable process

Building a Sales Flywheel

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Pipeline management is Key Pipeline management is Key Activity incr Activity increases pr eases probability - doesn’

• bability - doesn’t guarantee r

t guarantee results esults Know why and how customers bought Know why and how customers bought Measur Measure Everything e Everything Build a sales framework, then focus on Build a sales framework, then focus on shortening it shortening it Look for Repeatable Patter Look for Repeatable Patterns in Every Step ns in Every Step

Understaning the Target Customer at Qubole

Publishing Retail MarkeDng/ Ad Tech “Bor “Born n in the in the Cloud Cloud ” ”

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Test for your Target Customer – At Qubole..

We thought it was mid market But it really was anyone willing to put their data in the cloud…. Adjust Accordingly.

When Do I Need Sales People ?

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For Most Products It’s Later than You Think…

ü Cloud Allows You To Use Lean GTM Principles ü Most Products - Early Adopters Can Be Acquired via Website ü Lean Principles Work When Price Point & Product Complexity Are Low ...And You Have Nailed Ease of Use. Sales People Ar Sales People Are W e Warranted When: arranted When:

• Product Has to be Sold to More than One Person For Acceptance
• Messaging is Complex
• You Are In a Very Early Market that Needs Some Evangelism
• Competition Is High And You Need To Create A Different Market Entry

Strategy

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• Qualify customers based on your unique value

Qualify customers based on your unique value – Simple, memorable qualification pr Simple, memorable qualification process – Qubole has COMSA

• cess – Qubole has COMSA
• Position your outside your battlefield in the qualifying pr

Position your outside your battlefield in the qualifying process

• cess
• Cr

Create an elevator pitch that is the r eate an elevator pitch that is the reverse of your qualification questions. everse of your qualification questions.

• Establish a POC that is dif

Establish a POC that is differ ferentiated entiated

Sales Entry - Building a Defensible Battlefield Sales Entry - Building a Defensible Battlefield

Competition

• Weakest T

eakest Tar arget First – T get First – Tar arget Wher get Where They Can’ e They Can’t W t Win in – Then Everybody Else Then Everybody Else

• Pr

Promote W

• mote Wins Everywher

ins Everywhere – Claim V e – Claim Victory Early & Often ictory Early & Often

• Plant Land Mines for Y

Plant Land Mines for Your Competition

• ur Competition

– Know what they ar Know what they are saying about you, and say it first e saying about you, and say it first – Use their exact wor Use their exact words if you can ds if you can

• So when they say it, it will sound like a sales pitch

So when they say it, it will sound like a sales pitch

• Use Y

Use Your Sales model as a way to disrupt your competition.

• ur Sales model as a way to disrupt your competition.

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Based on Your Battlefield – Pick One Enemy.

Building a Team

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Repeatable Process, Now What?

Dogs vs.Cats - Which Do you Need When?

All Sales

• generaDng interest
• qualifying
• Tie needs to features and benefits
• negoDaDng and closing
• public speaking

Early Stage Sales

• Good PaSern RecogniDon
• Experimental
• PosiDonsoluDons creaDvely
• Feedback to engineering
• CreaDve Closers

Conclusion

• Build Behind Y

Build Behind Yourself – Str

• urself – Stretch befor

etch before you Expand e you Expand

• Experiment Constantly

Experiment Constantly

• Condense Messages to Sound Bites, Repeat, Repeat, Repeat

Condense Messages to Sound Bites, Repeat, Repeat, Repeat

• Build Repeatable Model that is Easy to Understand, Easy to Lear

Build Repeatable Model that is Easy to Understand, Easy to Learn n

• Claim V

Claim Victory Early ictory Early

• Sales is A Pr

Sales is A Process, A Lear

• cess, A Learned Skill, Not an Inherited T

ned Skill, Not an Inherited Trait rait

Qubole Confidential: Subject to NDA Provisions 12

And Finally..

Questions Marcy Campbell marcy@qubole.com