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

STAGE

LET’S SALE ! :)

▸ Wait , let’s 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

“WHAT’S IN IT FOR ME” ?

▸ This is the answers to your customer

▸ WIIFM : What’s In It For Me

▸ JTBD : Jobs To Be Done

▸ A product’s 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

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 don’t want ;)

▸ Pricing Power !

PRICING

PRICING IS PARAMOUNT !

▸ What’s 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 <- REVENUE MODEL <- STRATEGY

▸ What’ s your Pricing Strategy

▸ Value based pricing is based on product benefits

▸ Competitor Pricing is based on being below, at, above competition pricing

▸ Cost Plus pricing is based on cost to plus margin

▸ Gain vs. Save and Vitamin vs. Painkiller , ROI and TCO

▸ Start with a Value Based Pricing aligned with your GTM and value position

▸ Identify your discounts policies, pricing structure by segments, compensations

▸ What’s your CAC and LTV ? does it allow you to be sustainable and grow ?

▸ And likely , you are undercharging !

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

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

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

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

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

BUYER’S 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 customer’s 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

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 can’t measure, you can’t 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

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 ?

▸ Buyer’s 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

▸ Customer’s 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 partner’s 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

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/