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15 results for “startup sales”
Concept2 mentions across episodes
startup
...spend or sales or building out a new product. As a new startup you're still figuring it out and you just need to get your initial product in customers' hands. One of the most important things if you're following this strategy is to find a constant so
16:04 / 17:36
from transcript16:04 – 17:36
...sales motions. Last year, we decided to put together a dedicated pilot team. We wanted to see what the impact would be if we treated our sales cycles like they were real customers.
34:28 / 35:31
from transcript34:28 – 35:31
...demos. I would also do, like, the marketing and websites. So I would write content. And I and I kind of start building, I would say, like, a a very efficient customer acquisition engine, if I can call it that way. And to sum it up, you know, like, be
7:24 / 8:30
from transcript7:24 – 8:30
...stage startups that hired up to 10 sales reps over the last five years, That's a large number of startups and that's a large number of people.
19:27 / 20:39
from transcript19:27 – 20:39
...if your sales process is longer and you take your time to generate revenue, but you don't also show up figure out a way to build your credibility in that market particularly, And it will be very dangerous. So I often tell founders today, like, don't
17:56 / 19:01
from transcript17:56 – 19:01
...sales team to be acting in service of the company and the customer, not acting in what they need to do to be able to make the most money. Your early sales team is also effectively user researchers. Have them focused on building and scaling, not focus
26:17 / 27:16
from transcript26:17 – 27:16
or sales team. Like, you'll need to, like, spend your money on marketing. It's gonna be very hard to try to sell to your company when you're on your own, and nobody knows if the product's gonna stay there tomorrow. So I don't think it's, like, the ri
15:41 / 16:44
from transcript15:41 – 16:44
...sales for the West, which was really amazing. And so much of that success is because I chose the right company versus going and chasing that title. Choose that rocket ship and you will ride it far. And presumably if you do great work, all those new r
53:14 / 54:16
from transcript53:14 – 54:16
underestimate how long it takes to close a customer anyways because they close maybe a couple of their friends, and they just assume everything kinda, like, fall the same pace. Right? Right? That's one often first trap I need to get rid of them first
17:13 / 18:18
from transcript17:13 – 18:18
...the sales team at Sierra when you joined as employee number 23? Well, when you join a startup and you come from a, you know, traditional company, there's this thing called a pay cut. So one of the jobs that one of the challenges I had was convincing
30:42 / 31:46
from transcript30:42 – 31:46
...sales prospecting. Then, you know, when I was in meetings with these founders, they would say, I'm not sure if cold email actually works. So I I would say, how the hell are we having this conversation right now? And then they would say through cold e
8:07 / 9:20
from transcript8:07 – 9:20
...early stage startup. If what we're thinking about is first couple of hires and what they actually need, their job is to go out into market and collect information about your addressable market feedback from the customer that can inform the product ro
10:26 / 11:38
from transcript10:26 – 11:38
...to a sales team. Speaking of selling outside the friendlies, I do wanna ask about the outbound element. You mentioned it being a big learning from Slack. When you think about building outbound today, when's the right time and how does one do it prope
19:18 / 20:49
from transcript19:18 – 20:49
...sales leaders of the last decade. Most recently, OJ spent six years as CRO at Asana and grew the team from less than 20 to over 450.
2:15 / 3:24
from transcript2:15 – 3:24
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