As I mentor startup CEOs, one of the most common struggles I see is figuring out the path to develop the right systems, process and talent to drive new sales.
Depending on the nature of the startup’s business, driving new customer acquisition might be online transaction oriented which can be more about inbound marketing and UI/UX. But many others, particularly those with B2B offerings and a higher ticket price, have to rely on sales people to make and close deals.
Creating a sales force from scratch is never a slam dunk. Doing so when your product may be carving out a new market niche adds to the challenge.
CEO WHO DOESN’T KNOW HOW TO SELL
Back in my earliest days of TriNet, I struggled mightily to get our first customers. As nothing was happening, I made the rookie mistake of thinking that since I had no sales experience the solution would be to find someone with a solid sales background to bring on as VP to figure this out.
I wasn’t equipped then to know what qualities were needed for our situation plus the initial TriNet product was so unusual in the market at that time, that I can now say in retrospect the experienced sales guy I ended up hiring was set up for failure the day he arrived.
Being severely undercapitalized, his inability to generate new sales meant I couldn’t keep experimenting and he was cut loose after a few months.
Instead of bringing on a replacement, I invested in getting professional sales training that included hiring a coach who could mentor me on an ongoing basis. One of my luckiest breaks was finding Don France as that coach. He taught me the Sandler Sales methodology and mentored me through all kinds of sales transactions and challenges over the next year.
At the time, fees for that arrangement seemed high. However, it proved to be the best investment I ever made. I embarked on what was to become a transformational journey from being an “HR guy” to a “sales driven CEO” and have never looked back.
FOUNDER/CEOs HAVE A POWERFUL ADVANTAGE IN SELLING
The next five years saw me as the only sales rep for the company. Yet we grew to about 25 other people on the team who were all supported from the volume of new business I was able to bring on from my own selling efforts.
Now I’m not suggesting that in today’s faster moving world that same stretch would make sense for a new tech startup. But I am a passionate believer that if you’re selling a big ticket item the founder has a lot to gain by being out in front of that initial selling effort.
No one is better equipped than the Founder/CEO to relate to prospects with passion and can also come back and direct the service team to make necessary adjustments to the platform or offering so that it lines up with what the market feedback is saying.
LAYING THE FOUNDATION FOR SALES SYSTEMS & PROCESS
Since high ticket sales don’t close by themselves, I was under time pressure to have a tight system and process in order to maximize the number of selling hours I could get with my direct prospect contact.
The professional training and mentoring Don gave me also put me on path to develop structure around organizing that sales system and process. By the time we got to hiring reps 2, 3 and 4 we had a clearly defined system and process that that made a big difference in getting new people up to speed in selling within a reasonable period of time – even if they had no prior experience in our industry.
From those early days, TriNet’s sales systems have continuously evolved with increasing sophistication. My successor CEO Burton Goldfield and team have taken it now to levels we believe are best in class yet still consistent with several aspects of our original approach to sales process.
FIND A COACH – LEARN A SALES SYSTEM
I’ve looked for Don France but been unable to locate him – I would love to thank him for all that he did to help put me on the right track.
These days the guy who I point my startup CEOs to is Jack Daly (www.JackDaly.net). He has a pretty extensive online library but his full day sessions are worth traveling to as he packs a ton of professional sales insight to include both foundational elements of sales systems/process and selecting/managing sales talent.
I’m sure there are many others out there too. Ask a bunch of people you know who have deep sales management experience and find out who they recommend for both sales systems/process and mentoring. Someone local can be an advantage if they’re the right fit.
Readers of this post please respond with comments if you have resources you recommend.