B2B Product Sales 101 for Startups : Support deck

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  • B2B PRODUCT SALES FOR STARTUPS

    PRESENTATION SUPPORT DECK

    BY @LUCBOILLY

  • B2B PRODUCT SALES FOR STARTUPS

    PRESENTATION SUPPORT DECK

    The aim of this deck is for the presenter to support the presentation of B2B Product Sales for Startups

    So not to be presented as such ! ;), still I made it available to Slideshare for the purpose of sharing

    The presentation was made for Accelerators to educate early stage startups about the different aspect of B2B sales

    Contact me here

    LUC@ROCKSVENTURES.COM @LUCBOILLY LINKEDIN ANGELLIST

    mailto:luc@rocksventures.com?subject=https://twitter.com/LucBoillyhttps://www.linkedin.com/in/lucboilly/https://angel.co/luc-boilly

  • STAGE

    LETS SALE ! :)

    Wait , lets set the stage first !

    GO TO MARKET STRATEGY

    VALUE PROPOSITION

  • STAGE

    GO TO MARKET STRATEGY

    is your product is horizontal or vertical Market?

    What is your market target SOM, SAM, TAM ?

    Which Segments , the first one aka Beachhead ?

    What are your Marketing channels ? (landing, email , social, PR,..)

    Who is your ICPs (Ideal Customer Profile) ?

    What is your revenue target ?

    Which sales channels : Self Service ; Direct : inbound, outbound; Indirect : partners

  • STAGE

    WHATS IN IT FOR ME ?

    This is the answers to your customer

    WIIFM : Whats In It For Me

    JTBD : Jobs To Be Done

    A products value proposition is composed of :

    Functional benefits (solution, utilities providers)

    Self-expressive benefits (act of using)

    Emotional benefits (results of using)

    delivered by your brand that provides value to the target customer

    Then is it a Gain or Save

    http://www.christenseninstitute.org/key-concepts/jobs-to-be-done/

  • VALUE MANAGEMENT

  • VALUE MANAGEMENT

    HOLISTIC VIEW

    Value Management is an approach to align

    Product Management

    Marketing

    Pricing

    Sales

    Other business functions

    Goal is to create a sustainable and profitable revenue growth

  • VALUE MANAGEMENT

    VALUE IN B2B

    Value is relative to an alternative

    Value is composite and decomposable in value drivers

    Primary value in B2B is economic but can be also

    Emotional

    Environmental

    Social

    Value should be quantified per use case adapted to the target

  • VALUE MANAGEMENT

    B2B VALUE SHIFT

    Shift to a Customer Value Orientation

  • VALUE MANAGEMENT

    VALUE FOR THE CUSTOMER

    Competitive advantage

    Time to market

    Increase revenues

    Business Process improvement

    Savings

    Value is always relative to an alternative !

    Competitor

    Current solution (software or/and human process)

    Building in house (software or/and human process)

    Doing nothing

  • VALUE MANAGEMENT

    ECONOMIC VALUE

    Customers now do the Math !

    Understand Customers Math and speak their language

    The Economic Value is seen

    For the Buyer as ROI and TCO

    For the Seller as EVE

    Still keep your communication aligned and simple !

  • VALUE MANAGEMENT

    EVE : ECONOMIC VALUE ESTIMATION

  • VALUE MANAGEMENT

    CREATION OF VALUE DRIVERS

    Direct impact on a customer financial metric or KPI

    [Financial Metric] * [Impact Measure]

    Impact on a non-financial customer metric or KPI

    [Non-Financial Metric] * [Impact Measure] * [Dollars]

    You may add to both, factors as time,..

  • VALUE MANAGEMENT

    FROM THE CUSTOMER VIEW

    It is not always a 1 to 1 translation !

  • VALUE MANAGEMENT

    YOUR VALUE PROPOSITION VS BUYERS

  • PRICING

  • PRICING

    STRATEGIC ROLE OF PRICING

    Pricing is the integration point of your Go-To-Market

    Encapsulate your Value Proposition

    Communicate your Value , your Brand

    Position you to the Customers and Markets

    Position you within your Competition

    Last but not least , make your revenues and investment !

    And Use pricing to scare away the customers you dont want ;)

    Pricing Power !

  • PRICING

    PRICING IS PARAMOUNT !

    Whats your average selling price?

    Intersection of supply and demand which measures external factors

    customer value

    competitiveness

    while it constrains operational metrics like

    Costs

    Volume

    Risk

    Your ASP places a ceiling on your CAC, which in turn draw sales model(s)

  • PRICING

    PRICING SCHEME

    Customer financial view : OPEX vs. CAPEX

    Transactional : License fee plus annual maintenance fees -> CAPEX

    Subscription based as SAAS - > OPEX

    Do not leave money on the table !

    Professional Services, Training, Certification

    Accounts Up Sell , Cross Sell . Partnerships

    Discounts management

    Freemium ? (e.g Box, Dropbox)

  • PRICING

    PRICING

  • PRICING

    MARGINS , PROFITS

    Net sales = Gross sales Discounts, Rebates

    Gross profit = Net sales COGS

    (e.g : 80% in SAAS , 20% in eCommerce)

    Operating Profit = Gross Profit OPEX

    Net profit = Operating Profit taxes interest

    Total and Segment these

  • PRICING

    TIERED PRICING

    STARTER - PRO - ENTERPRISE e.g

    Typical for SAAS

    Revenue advantage over Volume Pricing

    Segmentation , tiers fences

    How many customers you expect to enter at each tier

    How many customers you expect to upsell over what period of time

    How much churn you expect at each level

    Discount for yearly , multi year contracts with payment upfront

    http://www.hubspot.com/pricing/marketing#?currency=EUR

  • PRICING

    DISCOUNTING

    Why do you discount ??

    Investment in a Logo, references

    Contract length

    Competition, Market

    Deal size

    Because..

    Your pricing should take in account discounting upfront

    Make sure that there is a ROI for you

    Align with your Revenue Management

    Draw the red lines per segment, channels

    Do not accept upfront discount asked by a customer, acknowledge and reframe it to your value first

    Beware of not dragging down your overall pricing , get a return in exchange

    Beware of payment terms which should be discussed upfront prior negotiation

  • PRICING

    ADVANCED MODEL

  • B2B SALE

  • B2B SALE

    3 QUESTIONS

    WHY BUY ?

    WHY YOU ?

    WHY NOW ?

  • B2B SALE

    LEVERS IN A B2B SALE

    Timing

    Contract Length

    Deal Size

    Payment Terms

    Expansion

    Referrals

  • B2B SALE

    SALES IS A HUMAN PROCESS

    Beyond methods, metrics, decks

    Your Solution is not my F* Problem!

    First , it is a human relationship

    Be yourself

    Be a problem solver

    Be a partner

  • B2B SALE

    FACTORS OF THE COMPLEXITY OF B2B SALES

    STAKEHOLDERS NUMBERS

    C-level , Executive , Users, IT , Procurement, Legal,.

    INFORMATION GAP

    Educate, Evangelise your product value proposition

    THE PRESENCE OF CHOICES

    You versus Competition, substitutes, in house, doing nothing

    CUSTOMER-SPECIFIC REQUIREMENTS

    Map it to your Product Management still focus first on the value proposition

    LACK OF TRACK RECORD

    Brand building, Trust building , Reach, Testimonials and customers use cases , PR

    RFP : Request For Proposal

  • B2B SALE

    SELF SERVICE

    Low Complexity Low Price

    Sales

    None

    Marketing

    Full revenue responsibility, creating awareness, educational content and automation capable of driving business through the entire purchase process from awareness to close. Inbound

    Technical Support

    Provides automation and tools for easy on-boarding, plus templates and educational content that allow customers to resolve any issues they encounter on their own.

  • B2B SALE

    TRANSACTIONAL MODEL

    Low Complexity , High Price

    Sales

    Inside sales reps supported by online content and automation, tools, training, incentives and metrics that enable high efficiency and many transactions per rep.

    Marketing

    Feeds highly qualified leads to the sales team to build pipeline and improves efficiency by removing roadblocks through educational content and automation that drive complexity out of the purchase.

    Technical Support

    Inside support reps that meet a range of SLAs from limited pre-sale support through premium post-sale support with tools, training and metrics that enable high efficiency and many transactions per rep, complemented by customer self-service tools, templates and educational content

  • B2B SALE

    ENTERPRISE SALES

    High Complexity , High Price

    Sales

    Territory-based sales reps focused on a narrow set of target prospects directly supported by product marketing and sales engineering resources at a deal level.

    Marketing

    High-end marketing that facilitates brand awareness, education, relationship building and trust, complemented by direct support of the sales team, including telemarketing speeding access to target prospects and detailed sales tools such as product roadmaps, ROI calculators, etc.

    Technical Support

    High touch support up to onsite issue resolution complemented by educational tools and training tailored to the specific needs of individual customers.

  • B2B SALE

    SOME RULES

    Expect long sales cycles, budget for it and select

    Are you addressing their top 3 problems

    Decisions are made by stakeholders, not "the company

    Sell to multiple stakeholders

    Deals might fall apart even if you done right

    Don't underprice

    They have budgets for each FY and some others bucket available

    Even you negotiated with the buyer, procurement could negotiate again

  • B2B SALE

    CALL HIGH VS CALL LOW

    The aim in both case is to have

    A champion who will help you take ownership for your success

    The air cover of a senior executive

    A buyer who has influence and authority

    http://www.bothsidesofthetable.com/2013/06/30/the-one-key-person-that-will-help-you-improve-sales/

  • B2B SALE

    CALL HIGH

    Reach the highest level appropriate and get him refer to the person making decision

    Get Higher priority

    Avoid gate keeper

    Avoid time wasters

    Learn internal politics

    Sales support

  • B2B SALE

    CALL LOW

    Find a BU leader with a positive and quantifiable impact

    Run a quantifiable pilot , better payable ;)

    Make this BU leader a champion if this is the one

    Provide data and proof in hand for the Sr Exec.

  • B2B SALE

    B2B OUTLIERS

    Good marketing replaces the need for sales

    Good branding replaces the need for marketing

    Product virality make the brand story

    Bottom up from the users to the management

    SaaS Kills Sales People? thoughts by @Steli @hajak @LucBoilly via @saascribe bit.ly/1UawRA2 #sales #SaaS

    http://bit.ly/1UawRA2

  • CUSTOMERS

  • CUSTOMERS

    ICP : IDEAL CUSTOMER PROFILE

    It all start with your ICP

    What type of companies

    Which companies fit that mold ?

    What are they buying, where are they buying it, what are they spending? What other products might they be using?

    Who at that company is the decision maker, user, buyer

  • CUSTOMERS

    CUSTOMERS SEGMENTATION

    Segment by group of Customers , ICP

    1. Market

    2. SMBs , Enterprise ?

    3. Getting the same value

    4. Same Buying process

    5. Act as references to each other

    6. See your differentiated value as high

  • CUSTOMERS

    IDENTIFY YOUR STAKEHOLDERS

    Identify analyse each stakeholders

    Identify the buying process

    Identify a champion , the mobiliser

    Identify Showstoppers, Enemies, IAs, NINAs

    Do not forget the Technical experts, Security folks

  • CUSTOMERS

    MAP YOUR CUSTOMERS

    Model and visualise all your stakeholders with relations between them

    Quantify their Influence

    Quantify their Authority

    Quantify willingness to pay

    Quantify the time to purchase

    Scoring : SQL

    BANT (Budget, Authority, Needs, Timeline)

    GPCT (Goals, Plans, Challenges, Timeline) and BA (Budget Authority)

    MEDDIC (Metrics, Economic Buyer, Decision Criteria, Decision Process, Identify Pain, Champion)

  • CUSTOMERS

    B2B CUSTOMERS SHIFT

    More people (5.4) than ever before are involved in the decision-making process

    Diversity of stakeholders has changed

    The customer is far more informed than before

    The customer know, do not know or ignore their pains

    The informed customer can engage you at a later stage in the sales

    Still no shift on risk adverse for the incumbents

  • CUSTOMERS

    BUYERS VIEWS

  • CUSTOMERS

    CROSSING THE CHASM

  • SALES PEOPLE

  • SALES PEOPLE

    CORE SALES ROLES

    Farmers

    AM

    CS

    Hunters

    AE

    Sales

    Qualifiers

    SDR

    BDR

  • SALES PEOPLE

    SALES ROLES

    Qualifiers

    Outbound SDRs

    Inbound SDRs

    Hunters

    Inside Sales

    Account Executives

    Farmers

    Account Managers

    Customer Success Reps

  • SALES PEOPLE

    OUTBOUND SALESPEOPLE PROFILES

    5 Profiles depending on your product positioning

    https://youtu.be/JOPDk0yLOMQ?t=910

  • SALES PEOPLE

    SDR AND SALES REP

    1. Revenue Target Average Deal Size = Number of Deals Needed

    2. Number of Deals Needed Conversion Rate of SQLs to Closed Deals = Number of SQLs Needed

    3. Total SQLs Needed Individual SDR Quota = Number of SDRs Required

    5. Optimal ratio for SDR to Sales Rep (AE) is 1 to 3 still often 1 to 1

  • SALES PEOPLE

    EARLY STAGE ENTERPRISE SALES

    First sales person should be one of the founder

    Then hire a first Sales person as a Closer/Hunter, not an Sales VP !

    Consultative, Evangelical

    Do sales together

    Then hire a SDR to generate leads to the first sales person when this one is spending more than 20% on Lead yen

    When an SDR spend more than 20% on inbound lead qualifications , time to consider to split the Outbound and Inbound roles

    Hold on partnership until you have a sales machine in place ; unless this is your core sales channel

    Align from the start Marketing and Sales !

  • SALES PROCESS

  • SALES PROCESS

    HOW TO CREATE YOUR SALES PROCESS

    Sell process should be aligned with your customers buying journey

    Observe your previous deals (won and lost), identify

    Steps

    Touchpoints

    Timelines

    Map your observations to a workflow with steps (6 to 10 max)

    Define prospect actions to move from step to another

  • SALES PROCESS

    SALES FUNNEL

    Lead Nurturing

    LEAD PROSPECT CUSTOMER

  • SALES PROCESS

    INITIATION

    KYC

    Identify the Customer Champion which will support you

    Identify the Customer Mobiliser

    Sell by teaching, tailoring

    Control the sales process

    Build credibility by relevant data or insight.

    Reframe the conversation

    Teach the customer that their current view is not optimal

    Prove the Business Case

    Involve emotionally by story telling where the pain points are identified and come to believe that his view needs to evolve

    Paint the new way forward in which your solution, product has a key role

  • SALES PROCESS

    BASIC SALES PROCESS

    Leads

    Prospect : Source leads or gather leads from your marketing (MQL)

    Qualify : Leads match with your ideal customer persona (SQL)

    Prospect

    Connect : Call, email, social , meet the prospect

    Identify Pain and Needs : Ask prospect questions to understand their issue

    Buying process : identify stakeholders and buying process , timeline

    Present : demo , presentations to stakeholders

    Handle Objections : Address any doubts of your prospect

    Issue Proposal : Deliver a proposal and present it to stakeholders , negotiation

    Customer

    Close : Close the deal

    Deliver Product/Service : Onboarding , support, consulting

    Customer success : measure the customer experience, identify opportunity and churn

    Upsell/Cross-Sell : AE to follow up and expand the account

  • SALES PROCESS

    SALES TIMELINE ON AVERAGE

    1. Deals < $2,000 in ACV should close on average within 14 days

    2. Deals < $5,000 in ACV should close on average within 30 days

    3. Deals < $25,000 in ACV should close on average within 90 days

    4. Deals < $100,000 in ACV should close on average within 90-180 days depending on # of stakeholders and gates

    5. Deals > $100,000 in ACV will take on average 3-12 months to close.

    Of course, some faster, some shorter

    Depending also on the business process change and if within an RFP

  • SALES PROCESS

    CHECK-UP

  • SALES PROCESS

    BUYERS JOURNEY

    Stage 1: The customer becomes aware of a business problem. Alternatively, the salesperson creates a pre-stage 1 opportunity by introducing an idea or challenge that is not yet on a customers agenda, or raises the visibility of an issue the customer has underestimated.

    Stage 2: Customers are doing their homework and assessing how much of a priority the issue is, determining their options, and developing decision criteria and decision process. It takes a knowledgeable and skilled salesperson to learn and add value at this stage.

    Stage 3: Customers research, compare solutions, narrow down choices, and refine decision criteria. The salesperson must differentiate, focus on business outcomes, and prove value.

    Stage 4: Knowledgeable customers make selection and negotiate. Involvement of procurement prior to this stage.

    Step 5: Customers make the purchase. You support implementation and follow-up.

    Step 6: Customers are in an evaluation mode. In the post-purchase stage, customers implement, measure outcomes, and evaluate performance against the sales promise

  • SALES PROCESS

    BUYING AND SELLING PROCESS EXAMPLE LINK

    http://www.rainsalestraining.com/blog/the-7-phases-of-the-buying-and-selling-process-pdf/?utm_campaign=enewsletter&utm_source=hs_email&utm_medium=email&utm_content=27959947&_hsenc=p2ANqtz-8Ge4WqKQECaAFTJ4riMhUjDSxEgufFCt-rftXnCtyByRdAidBekGoR0dZADqlFr2hUXLqDD-9fV_AdFPm4A0PeKSVpRQ&_hsmi=27959947

  • SALES PROCESS

    PROCUREMENT

    Large companies have dedicated Procurement service

    They have Procurement playbook

    They manage the product and services purchase portfolio

    They have relationship with Legal

    They have a power to negotiate your contract

    Understand the pricing thresholds , DOA and process

    First and not last get your champion to prepare the ground

  • SALES PROCESS

    MARKETING AND SALES : FRIENDS OF FOES

    Mark Roberge from Hubspot puts it well in his book, The Sales Acceleration Formula

    Marketing sits in one corner of the office, harboring the perception that the sales team is a group of overpaid, self-centered brats who fail to see the big picture strategy.

    Sales is in the other corner of the office thinking the marketing team sits around doing arts and crafts all day, and has no idea what qualified leads look like.

    Obviously, Not good !

  • METRICS

  • METRICS

    MEASURING YOUR SALES PROCESS

    Usual suspect ! If you cant measure, you cant manage

    Measure the time for each prospect spent in each step

    Measure the prospects move across each steps across the timeline

    Do not delete the Lost deals ! Analyse Win/Loss !

    Get the Not Now into nurturing

    Use a CRM / SFA / Analytics

  • METRICS

    SALES KEY METRICS

    AVERAGE SIZE OF SALE

    SALES CYCLE TIME

    CONVERSION RATE

    CLOSING RATE (WIN RATE)

    SALES FUNNEL LEAKAGE

    PIPELINE VALUE

    Set , refine your metrics goals , and segment

    Analyse the datas to refine your processes and targets

  • SALES VELOCITY

    Let you identify predictable revenue

    METRICS

  • METRICS

    S&M COST EFFICIENCY METRIC

    Customer Acquisition (Customer Acquisition Cost)

    CAC = Sum of S&M costs / Number of Cust. acquired

    Ratio CAC: CAC / LTV

    Customer Retention (Customer Retention Cost)

    CRC = Sum of M/CS/AE costs / Number of Cust. retained

    Ratio CRC : CRC (Customer Retention Cost) / Retained-Renewal LTV - Churn

    Customer Expansion

    CEC = Sum of M/CS/AE costs / Number of Cust. expanded

    Ratio CEC : CEC (Customer Retention Cost) / Upsell Cross-sell LTV

    Again average and segment ! and LTV > 3X CAC Months to recover CAC < 12 months

  • METRICS

    MORE COMPLETE SALES METRICS

    Sales Metrics

    SAAS Metrics

    https://drive.google.com/file/d/0B8aTnLd3Rej5NE5kNXJFR3NnZTA/view?usp=sharinghttp://www.forentrepreneurs.com/saas-metrics-2/

  • SALES CONVERSATION

  • SALES CONVERSATION

    CONVERSE

    Asking , listening, teaching

    Questions help to engage , connect, relate, collaborate

    Open ended Questions from the seller help the buyer then to clarify their objectives , challenges, objections, priorities,

    Open-ended Questions : Answer are lengthier

    How, Which, What, Why

    Close-ended Questions : Answer are a Yes or a No , or X or Y

    Can, Do, Are

  • SALES CONVERSATION

    LEADS TO PROSPECT

    Create a playbook, scripts

    Call , Email, Social content and structure

    Touches Cadence

    Per lead Average of 8 touches in 2-4 weeks

    Answer within 5 minutes

    Triple touch : Call, Email, Social

    Call length under 10 minutes

    Always plan for the Next Step

  • SALES CONVERSATION

    CUSTOMER DISCOVERY CALL

    For ICP non-BANT SQLs

    Call structure

    30 second value proposition

    Discovery questions

    Buyer personas (BANT)

    Use cases relevant to the ICP

    Recap and set next step

  • SALES CONVERSATION

    PROSPECTING

    Create a Playbook, scripts, objection handling

    Quality of your sales depends on the conversation quality

    Find the time Balance between you and them

    Adapt to culture

    Always plan for the Next Steps

    Lead the process, cadence

  • SALES CONVERSATION

    HOW TO HANDLE NON-EXISTENT FEATURE REQUESTS

    1. Ask why Certain Capabilities Are Important

    2. Ask Them to Prioritize Features in Order of Importance

    3. Find Out Who is asking for This Feature

    4. Challenge the Customer

    5. Be Wary of Competitors

  • SALES CONVERSATION

    HOW TO HANDLE OBJECTIONS ?

    Buyers Reasons

    Lack of knowledge

    Warranted concern (e.g Price)

    Hidden agenda

    Perception issue

    Risks working with you

    Not clear on their interests or priorities

    Not the right stakeholder or change in company

  • SALES CONVERSATION

    HOW TO HANDLE OBJECTIONS ?

    Be Grateful to receive an objection

    Be Empathetic

    Restart the discovery

    Ask, Probe, Confirm

    Show the value

    Back It Up With Proof and Customer References

    Reframe Turn a sales objection into an opportunity

    Objection Chunking Take a step back and look at the big picture

    The Best Friend Formula (Relate - Bridge the gap - Ask again )

    Curiosity Gain Their Interest By Asking new Questions

  • SALES CONVERSATION

    BUT WHEN A DEAL WILL CLOSED ?

    Strong Business Case

    Painkiller / Vitamin

    Gain / Save

    Timeframe driver (urgency)

    What is their project timeframe

    What is their urgency

    Buying process

    Identify Initiator, Influencer, Decider, Buyer, User, and Gatekeeper (Procurement, legal, ..)

    RFI, RFQ , RFP

    Customers Workflow to purchase , budget threshold and management

    P.S : Technical fit

    Make sure that there are no technical showstoppers to integrate your solution ;)

  • SALES CONVERSATION

    CLOSING

    Use Champion

    Relationship

    Persistance, resilience

    Negotiation pressure on timeline

    Circle back and reposition on a No

    Do not force a fit

    Establish closing question

  • CUSTOMER SUCCESS

  • CUSTOMER SUCCESS

    LAND AND EXPAND

    easier and cheaper to expand within your customer base

  • CUSTOMER SUCCESS

    CUSTOMER JOURNEY

  • CUSTOMER SUCCESS

    MEASURE YOUR CUSTOMER HEALTH ?

    Relevant data points help your diagnosis and actions

  • CUSTOMER SUCCESS

    OBJECTIVES

    Measure Customer happiness

    Measure usages and patterns

    Grow your revenue

    Reduce Customer Churn

    Achieve Negative Revenue Churn

    As more you grow , replace churn with new booking become harder

  • PARTNERSHIPS

  • PARTNERSHIPS

    THINK OF IT LIKE A MARRIAGE

    Do not expect your partners to do all the heavy lifting

    The most productive partnerships require effort from both parties

    Good fit Partnerships

    my partners products or services should complement mine, and vice versa

    My partner should also possess skills or resources I lack

    Build and maintain a healthy relationship

    Provide them with the right tools: Empowered with the right training, resources and tools

  • PARTNERSHIPS

    PARTNERSHIPS TYPE

    Co-marketing partnerships

    cross pollinate audience

    Reseller Sales

    Value Added Resellers , System Integrators

    When product require heavy implementation

    Refer clients

    Product Partnerships/Integrations / OEM

    Cross sell

    Marketplaces

    Yours as an ecosystem via your API , Platform

    Others ones (e.g : Salesforce )

  • PARTNERSHIPS

    MISCONCEPTIONS

    Leverage for growth otherwise we do not scale ?

    Maybe , still it depends on the Partner size

    Easier and less expensive than direct sale?

    Wrong , it is hard to build your own direct sale, harder to have an indirect sale

    Partners want to sell your product

    Well, you may just end up in their catalog if too few sales success, or interest conflicts

    I need a build channel

    Well, only if it satisfies your customers needs and reach (e.g : geography , specific markets)

  • PARTNERSHIPS

    INDIRECT SALES ECONOMICS

    Consider the costs associated with a direct sales team versus the overhead for an indirect sales team

    Indirect Sales means you provide a Commission which should be part of your Pricing and Revenue strategy

    Commission are in average between15% to 45% depending of the deals

    Take in account the cost overhead to manage the partnerships relation, content, marketing and operations

  • THANKS YOU !

    CONTACT ME AT

    LUC@ROCKSVENTURES.COM @LUCBOILLY LINKEDIN ANGELLIST

    mailto:luc@rocksventures.com?subject=https://twitter.com/LucBoillyhttps://www.linkedin.com/in/lucboilly/https://angel.co/luc-boilly

  • CREDITS AND REFERENCES

    Pictures by

    https://unsplash.com/

    Content Source references

    http://www.saleshacker.com/

    http://www.bothsidesofthetable.com/

    http://www.inflexion-point.com/

    http://www.bridgegroupinc.com/

    http://www.rainsalestraining.com/

    http://www.saastr.com/

    http://www.priceintelligently.com/

    http://www.totango.com/

    https://unsplash.com/http://www.saleshacker.com/http://www.bothsidesofthetable.com/category/sales/http://www.inflexion-point.com/http://www.bridgegroupinc.com/inside-sales-resourceshttp://www.rainsalestraining.com/sales-resources/http://www.saastr.com/http://www.priceintelligently.com/http://www.totango.com/