Designing & Optimizing a Sales Machine for Hyper Growth by Jake Dunlap, CEO, Skaled
2 likes5,248 views
Jake Dunlap, founder and CEO of Skaled, gave a presentation on designing and optimizing a sales machine for hyper growth. He discussed hiring the right sales team early, building a replicable sales process, and deploying the right technology. For hiring, he emphasized focusing on behaviors for specific tasks rather than generic skills. For process, he outlined a three-phase process including discovery, initial evaluation, and formal evaluation. For technology, he provided an overview of common sales, customer success, and predictive tools and predicted that sales automation and analytics will rise in importance.
Designing & Optimizing a Sales Machine for Hyper Growth by Jake Dunlap, CEO, Skaled
- 2. Jake Dunlap SKALED | FOUNDER & CEO ● First scaling VP of Sales at ● Head of Sales at Chartbeat ● Helped recent and current clients raise over $300 million through Skaled’s engagements ● Works with global 2000 and startup companies @JakeTDunlap #SalesMachineTalk About Me
- 4. ● Part I: HIRING o How to build out a sales team early on that scales over4me ● Part II: SALES PROCESS o How to build out a replicable sales process that gets you to mid and long tail faster ● Part III: TECHNOLOGY o When and how to deploy technology to accelerate growth and efficiency at various stages Agenda
- 5. Live Poll
- 7. ● 29% of sales orgs are planning on growing. However, these teams are badling… o Long ramp: 40% orgs report 7–12 month ramp 4me o High turnover: Average rep turnover now 34% 2016 Hiring Stats Source: Qvidian Accelera4ng Sales Rep Ramp Time
- 11. Outsourced Help ● Build and scrub lists Sales Development Reps ● Build lists, call & email leads, use prospec4ng tools ● SDRs can be brought on immediately to help bring in more leads/can also be outsourced Account ExecuCves ● Complete demos, nego4ate terms, uncover pain points ● Hire an AE when you don’t have enough 4me to take all the incoming mee4ngs Which Roles Should You Fill?
- 12. Onboarding ● As this becomes a 4me suck, you should consider making this its own func4on. Very repe44ve and easy to hire into Account Management ● Manage the business rela4onship - renewal and upsell ● Focused on partnering with CS to build a holis4c account strategy Customer Success ● Client deployment & success, nurture customer advocacy, iden4fy upsell opportuni4es ● Specialize when you’re bringing customers in rapidly and need to train them to ensure success Hiring Roles: AM & CS - What’s The Difference?
- 13. Sales Ops - usually aJer about 10 people in the department ● Ask every CEO the one role they should have hired earlier in the sales org . . . Sales Ops will be a top choice ● Repor4ng and forecas4ng ● Determine key metrics & tools, ensure transparency & adop4on, manage training & change ● Liaison between sales and marke4ng, finance, ops and product at 4mes Sales Enablement ● Training, collateral, liaison between marke4ng and sales Hiring Roles: Support Roles
- 14. ● End managers cloning bias - DON’T try to clone yourself - you don’t exist anywhere else but in the seat you are in now! ● Stop looking for universal “sales effec4veness” characteris4cs ● Understand the relevant sales tasks in your market and strategy ● Focus on behavior...not just culture fit - the hard things about hard things methodology Hire For The Task & Focus On Behavior
- 16. ● Guaranteed, compe44ve base salary ● Commission that is a rela4vely low % of the deal o 8-11% of the first year ACV, some4mes less ● Quarterly kicker and 50% floor o Lots of accelerators and decelerators ● Rela4vely high quota - shoot for 1 6 ra4o ● Almost complete hand-off of customers to “others” Simple Guidelines for Compensa4on Sources: Matrix Partners and Skaled | Jason Lemkin, Saastr and Jake Dunlap
- 17. What Sales Costs Should Look Like CAC Payback ● Good 24 months ● Beder 12-24 months ● Best < 12 months LTV divided by CAC ● Good 3x ● Beder 3-5x ● Best 5x+
- 19. ● Start by observing ● Map your observa4on to a generic example ● Define the prospect ac4on that moves them to the next stage ● Iterate over 4me Create a Sales Process Map
- 21. 1. They idenCfy the need BUT…..do 2. They want it solved and… 3. They feel comfortable with the next steps You have to address all three! Address All Key Reasons People Buy
- 22. Three DisCnct Phases: 1. Discovery Phase: Qualify & Engage 2. Ini4al Evalua4on: Prescribe, not Propose 3. Formal Evalua4on: Finalize details for partnership and roll-out Designing The Ul4mate Sales Process
- 23. ● Qualify ● Understand buying process and key areas of opportunity ● Create the need ● Create excitement ● Close for next mee4ng with relevant stakeholders 6 key steps: Credibility & Control Role & Fit Self Discovery & Pains World View Alignment Matching Progress Agreement PHASE I: Discovery
- 24. ● Create the right environment ● Recap known key points and enable addi4onal discovery ● Worldview high level and company specifics ● Lay out plan to solve cri4cal, agreed upon gaps ● Implementa4on plan ● Layout the complete prescrip4on PHASE II: Ini4al Evalua4on
- 25. ● Bringing together addi4onal stakeholders ● Walking through the ini4al outline of partnership ● Gain agreement to have end-user test the product ● This is not a final proposal! It’s the ini4al thought on how we could partner based on the first conversa4on PHASE II: Ini4al Evalua4on
- 28. ● Always have KPIs and success metrics established ● Establish that 4ming is right to run a trial now ● Separate out end-user mee4ngs from decision maker mee4ngs Mastering the POC (Proof of Concept)
- 29. Ini4al evalua4on, engaging end-users and presen4ng final partnership plan Decision Maker Track ● Revising outline from ini4al evalua4on ● Con4nuing reconfirm priori4es ● Working through the T&Cs Walkthrough Final Proposal ● Make necessary adjustments, as needed ● Lay out the decision making 4meline PHASE III: Formal Evalua4on
- 30. ● Understand why people buy and adapt your process to your prospect ● Educate first and then sell o Educa4on on the industry/trends, no product dumping! ● If you don’t remove barriers and project manage implementa4on, the big deals won’t get done Main Takeaways About The Sales Process
- 34. PredicCve ● Velocify ● 6sense ● Infer ● DataHug Sourcing/Research ● InsideView ● Datanyze ● Clearbit ● ZoomInfo ● Spiderbooks SDR Tech
- 35. Outreach - this is the Cp of iceberg! ● ConnectAndSell ● SalesLo{ Cadence ● Outreach.io ● PersistIQ ● Toutapp ● Yesware ● Engagio ● Growbots Social Selling ● Socedo ● InsightPool SDR Tech (cont.)
- 36. Opportunity management ● RingLead ● Adach.io ● Pipedrive ● InsideSales.com ● InsightSquared ● La•ce Sales cycle management ● Salesforce Sales Tech
- 37. Customer Success Tech Customer success ● GainSight ● Totango Customer engagement ● Handwri4ng.io ● Videolicious ● SkillJar
- 40. High-Performing Sales Teams Are 3.5x More Likely to Use Sales Analytics than Underperforming Teams Source: Salesforce State of Sales report
- 41. Sales automa4on and predic4ve analy4cs to rise. How do you keep up? ● Changing buyer behavior -> growing need to automate the sales process ● Successful teams are already adop4ng tech -> can’t compete without it ● You need a process to decide on tech investments ● Your systems and teams must be agile and experiment with new tech ● You must commit to training & support Predic4ons for Tech Trends