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13 results for “business model copying”
And the components that I'm gonna talk about today, there's four big ones, measuring, managing, planning, and communicating. These are the four main pillars of your revenue operating system. And when this is done right, it it's gonna accelerate your
4:31 / 5:35
from transcript4:31 – 5:35
...your growth model. You have to translate, you know, we want to double in revenue this year. Okay. Well, show me the math of how to get there. Unless you have that math, it's gonna be really hard to to pilot your organization there. And it's not the k
32:55 / 34:05
from transcript32:55 – 34:05
So we have, like, a top pipeline number, and that is revenue. Who sets that? How is it distilled down to the org? There's two different ways that I think you think about a plan. And for us, historically, we start with usually something that Parker is
13:30 / 14:35
from transcript13:30 – 14:35
...and make sure that, you wanna give people some of the flexibility, like their managers some flexibility, but they've got to work in your framework. Steve, I need your help on this one. I believe strongly something. Many others disagree with me on thi
27:35 / 28:51
from transcript27:35 – 28:51
And then we build, like, a tops down plan from there, based off of how many demos are we gonna get in what segment and, you know, how many people do we wanna staff against us and so on and so forth. Okay. So when we think about the different segments
16:25 / 17:32
from transcript16:25 – 17:32
...should add up to revenue. Right? Let me take actually a step back. You can actually
25:28 / 26:35
from transcript25:28 – 26:35
Don't go all into marquee logos. If you're a mid market company, figure out how to diversify your pipeline. I also find that actually people do it because they think it will lead to subsequent immense customer acquisition. And actually, it has a much
33:35 / 34:50
from transcript33:35 – 34:50
...in as a business. Like if you're an early stage founder, early stage company, velocity matters, like you might have a sales comp plan that is a bit more indexed towards like simply raw acquisition. But as you grow bigger, you're going to start like t
34:19 / 35:36
from transcript34:19 – 35:36
to show them what the capabilities are. Right? That is the only way you actually expand a deal. But not only that, like the most important question is how do you retain them forever? Because if there is only one team that uses you, that team at some
19:04 / 20:39
from transcript19:04 – 20:39
Let's start with what I would describe as like the happy path is you have a founder led sales startup, couple sales reps that are successful, ready to bring in your VP of sales. And this is, the playbook might be the wrong word, but like a bit of the
28:22 / 29:37
from transcript28:22 – 29:37
Yeah. 30 to 40, something like that. We did a three to four x the next year. Yeah. Somewhere around that. So we might have got to 50. Did the leadership team put pressure on you to hit targets? I mean, now Lee and I kinda built in the founders, you k
35:11 / 36:20
from transcript35:11 – 36:20
...business, it's actually a a long funnel, but you've gotta build that and you've gotta, to Lindsay's point, build it per segment. The key to this actually is it gives you a diagnostic either when things are going well or poorly. Particularly as you mo
19:28 / 20:33
from transcript19:28 – 20:33
And that means that planning is gonna be helpful. Yeah. Why did in order to triple revenue, you can't be winging it. Mhmm. You've gotta be saying, okay, we're gonna triple revenue by tripling the number of customers, or we're going to double the numb
1:18:45 / 1:19:45
from transcript1:18:45 – 1:19:45
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