- Accountability, personal, 116–117
- Airtable, 76
- Allstacks, , 72–75
- Apple Computer Company, 59
- Authors.me, 51–55
- Autonomy, 116–117
- Bamba Group, 90–92
- Base compensation, 138–141
- Blacklock, Kalyn, 118–119
- BlackLocus, , 12, 22, 39–40
- customer retention at, 157–158
- defining W3 at, 40–43
- measuring value with an ROI calculator, 43–45
- pricing at, 97–98
- salespeople at, 50
- Brown, David, 120–121
- Bruno, A. J., 132–135
- Business.com, –6, 12, 14–15
- compensation plan at, 137–138
- customers of, 24–28
- postsales process at, 151–154
- W3 applied to, 32–36
- Canaan Ventures, 155
- Careerbuilder, 146
- Carvajal, Dave,
- Centralized pricing efforts, 41–42
- Chowbotics, , 58
- Christiano, John, –8, 40
- Churn, 87
- Client Service, 144
- Closing of sales, 104–105
- Commission plans, 138–141
- Compensation, 131–132
- changing structures for, 135–136
- figuring out a fair base and commission plan for, 138–141
- salespeople as needy, with big egos, and with some insecurities and, 137–138
- salespeople's desire to make higher, 136–137
- traversing changes in, 132–135
- Competitive insights, 42
- Conversation, starting a sale with a, 102–103
- Convey, 37–38, 97, 111, 119, 124
- Cost plus pricing, 95
- Customer acquisition cost (CAC), 154–155
- Customer-centric cultures, 147–149
- Customer development, 46–50
- sales funnel and, 70–71, 82–84
- Customer relationship management (CRM), 66
- early sales model and blueprint for, 82–88
- evaluating progress with, 77–78
- used to track customers and data, 75–77
- Customers
- companies pivoting their focus to, 12
- identifying your, –4, , 12
- learn, find, and buy stages of, 25–27
- postsales process for, 149–154
- providing value to, , –7, 43–45, 48
- retaining, 143–147
- sales versus customer development, 46–50
- types of,
- undercharging first, 93–94
- using CRM to track data and, 75–77
- what you're selling versus what is bought by, 21–22
- and why they buy your product, 24–28
- See also Ideal customer profile (ICP)
- Decentralized pricing efforts, 42
- Disproving your theory, 19–20
- Diversity, 124–128
- DocStation,
- Drive, 131
- Emotions and negotiation, 100–101
- Gilroy, Michael, 154–155
- Goldstein, Guy, 12
- Google, 59, 65
- Google Adwords, 14, 21–22
- Granular focus on customers, 18–19
- Gray, Tim, –8
- Helper Bees,
- Henikoff, Troy, 78–79, 81–82
- Hiring
- of experienced salespeople, 112–113
- at a faster pace and training, 122–124
- finding repeatability in, 120–130
- first sales, 110–120
- of people with all five traits, 117–119
- scaling and, 107–110, 129–130
- training plan and, 119–120
- See also Salespeople
- Horne, Stacy,
- HotJobs.com, –5, 144–146
- Ideal customer profile (ICP), 12–13, 44–45, 46, 90
- how to find, 50–57
- methodology for finding, 55–57
- story of searching for your who and, 51–53
- See also Customers
- Interest versus intent, 90–92
- Johnson, Richard,
- Joust, –8
- Key performance indicators (KPIs), 78, 128
- Landers, Monica, 51–55
- Lawton, Jenny, 63–64
- Learn, find, and buy stages, 25–27
- Lifetime Value of our Customer (LTV), 146–147
- customer-centric cultures and, 147–149
- retention and revenue growing and, 154–158
- LinkedIn, 56, 84
- LIVSN, 21–22
- Loia, David, 68–69, 70, 108
- Long-term financial motivation in salespeople, 115–116
- Management of salespeople, 128–129
- Manning, Autumn, 110
- MATH Venture Partners, 79, 82
- Measuring the why, 28–30
- Meetings
- 15-minute, 56
- data collection, 56–57
- Mesur,
- Metrics, 155–156
- Monster.com, 146
- Monthly recurring revenue (MRR), 44–45
- Mountain Gear,
- MySpoonful, –7, 12
- Negotiation, pricing, 98–101
- Netflix, 54–55
- Pain, challenge, or opportunity (PCO), 38
- Passion, 162
- Perseverance in salespeople, 114–115
- Personal accountability, 116–117
- Pink, Daniel H., 131
- Postsales process, 149–154
- as critical to retention, 156–158
- Pricing
- cost plus, 95
- efforts in, 41–42
- insights on, 93–94
- negotiation in, 98–101
- optimizing trade in value and, 97–98
- strategies for, 95–97
- time required to optimize, 94
- value-based, 95
- value trading and, 92–98
- wild guessing in, 96
- Product-market direction, 58–62
- Product-market fit, 58–59
- Prospectify, , 17, 49
- Rathmann, Kurt, 21, 46
- REI,
- Repeatability
- in hiring, 120–130
- how do you know when you've made a sale and, 90–92
- Retention of customers, 144–147, 154–158
- Revenue base, growing the, 154–158
- Richter, Chris, 37–38
- Rodriguez, Alexis, –4
- ROI calculator, 43–45, 97–98
- Sales, –2
- cost of, 87
- versus customer development, 46–50
- how do you know when you've made, 90–92
- interest versus intent in, 90–92
- keeping momentum going with, 144–147
- knowing when to close, 104–105
- passion and, 162
- postsales process and, 149–154
- pricing and (See Pricing)
- starting with a conversation, 102–103
- taking the long view with, 160
- truth and transparency in, 103
- See also W3 Framework
- Salesforce.com, 59, 75–76
- Sales funnel, 70–71, 82–84
- Sales model
- built through (not) guessing, 78–82, 84–86
- CRM blueprint and early, 82–88
- Salespeople, 49–50, 86–87
- assessing need for multiple, 121–122
- desire to make more money in, 136–137
- diversity of, 124–128
- finding repeatability in hiring, 120–130
- hiring of experienced, 112–113
- long-term financial motivation in, 115–116
- managing, 128–129
- as needy, with big egos, and some insecurities, 137–138
- paying, 131–141
- scaling of teams and, 107–110
- self-motivation and ability to persevere through tough times in, 114–115
- tenure in early stage companies, 113–114
- with track records of working with lots of autonomy and strong personal accountability, 116–117
- training plans for, 119–120, 122–124
- See also Hiring
- Sales plans, 13–14
- base pay and commissions in, 138–141
- connecting the dots from thoughts to, 14–16
- as essential for growth, 16
- Sales process, 63–64
- as Allstacks, 72–75
- defined, 67
- importance of having and knowing your, 65–67
- seeing the benefits of a repeatable, 68–69
- teasing out your first, 69–78
- ScaleFactor, , 21, 46, 107–108
- Scaling, team, 107–110, 129–130
- Sekar, Deepak, 58
- Self-motivation of salespeople, 114–115
- Selling vs. buying, difference between, 21–22
- Shoreline Mountain Products, –4,
- Shores, Tom, –4
- Skipper,
- Slack, 61–62
- Spirakus, Noah, 17, 49
- Startups, –9
- sales plan development in, 13–14
- Storyfit, , 51, 53, 55
- Streak, 75
- Tapadia, Hersh, 72–74
- Taylor, Rob, , 96–97, 110–111, 124
- Techstars Austin, , , 12, 51, 56, 64, 68, 72, 76, 162
- hiring and diversity at, 121, 124–128
- identifying the customers of, 17–18
- Testing the W3 Framework, 38–39
- Thompson, Jason, 125–128
- Training plans for salespeople, 119–120, 122–124
- Transmute, , 17–18
- Trendkite, 132–135
- Truth and transparency, 103
- Value
- measured with ROI calculator, 43–45
- providing, , –7, 48
- Value-based pricing, 95
- Value trading, 92–98
- optimizing pricing and, 97–98
- W3 Framework, , 15–16, 159–160
- Business.com example, 32–36
- implementing, 160–162
- introduction to, 11–13
- putting together the, 30–36
- sales versus customer development in, 46–50
- testing the, 38–39
- using the wrong, 39–46
- What is your customer buying? in, 21–23, 31–32, 34–35
- Who are you selling to? in, 17–20, 31, 32–34
- Why is your customer buying it? in, 24–30, 35–36
- See also Sales
- What is your customer buying?, 21–23, 31–32, 34–35
- Who are you selling to?, 17–20, 31, 32–34
- Why is your customer buying it?, 24–30, 35–36
- Wild guessing in pricing,
- Winebaum, Jake, –6, 15, 16
- Work.com, –6
- WriterDuet, , 12
- Yahoo!, –5
- YouEarnedIt, 110
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