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Leaders Fund: Go to market fit

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A proven operating model that enables your company to achieve sustained growth.

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Leaders Fund: Go to market fit

  1. 1. Go-to-Market Fit ACHIEVING SUSTAINED GROWTH C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .D A V I D S T E I N
  2. 2. Leaders Fund is a $100M B2B SaaS focused fund, investing in Series A and B companies. C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  3. 3. Experience David Stein Co-Founder & Managing Partner @ d s t e i n Co-Founder of Leaders Fund 1 2 3 Co-Founder of Workbrain, bought by Infor Scaled to $100M+ in annual revenue in 6 years Co-Founder of Rypple, bought by Salesforce Created category of enterprise social performance $100M fund co-founded w/ Steve Debacco & Gideon Hayden C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  4. 4. CONGRATS! YOU’V E A C H IEV ED PRODUC T/MA RKET F IT! C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  5. 5. What does product market fit look like? Customers are paying for and recommending your solution Customers are increasing their product usage Customers are generating an ROI Customers are renewing C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  6. 6. How did you do it? Founding team of A-players Deep domain expertise Customer centric product design Founder-led, tenacious sales effort C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  7. 7. Few companies raise money beyond the seed or A… Source: Mattermark 0% 25% 50% 75% 100% SEED A B C D E F SERIES %OFCOMPANIESWHICHRAISEDATSERIES C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  8. 8. and even fewer make the transition to a big business STAGE ARR $100M+ $0.1M $0.5M $1.5M $5M+ Early Traction Product Market Fit Sustained GrowthGo to Market Fit SMALL BIG ? C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  9. 9. HOW DO YOU ACHIEVE SUSTAINED GROWTH? Go to Market Fit C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  10. 10. What sustained growth looks like 50% 50-100% 100%+ CARR ( C O N T R A C T E D A N N U A L R E C U R R I N G R E V E N U E ) 24 12-24 <12 CAC PAYBACK ( C O S T O F A C Q U I S T I O N P A Y B A C K - M O N T H S ) 1-3% <1% N e t N e ga ti ve CHURN ( M O N T H L Y ) 3x 3-5x 5x+ CLTV/CAC Source: BVP State of the cloud report 2016 ( L I F E T I M E V A L U E / C O S T O F A C Q U I S I T I O N ) C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  11. 11. Companies that have nailed go-to-market fit are… ASP User/account # referrals # advocates NPS GROWING: Time to sell Time to deploy Time to value Time to rep ramp Supporttime COMPRESSING: C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  12. 12. What are the blockers to achieving sustained growth? Market size too small Ramping sales/ marketing too early Unstructured customer success Lacks a winning culture C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  13. 13. 1. RECRUITING 2. MARKETING 3. SALES 4. PRODUCT 6. CULTURE 5. CUSTOMERS Go to Market Fit is an operating system that ensures sustained growth C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  14. 14. Every time you double in size, refine the process for each function 2x 2x 2x C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  15. 15. Establishing the GTMF Operating System RECRUITING MARKETING SALES PRODUCT CUSTOMERS CULTURE C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  16. 16. 1. Recruiting 'A' talent attracts 'A' talent RECRUITING MARKETING SALES PRODUCT CUSTOMERS CULTURE C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  17. 17. Process RECRUITING MARKETING SALES PRODUCT CUSTOMERS CULTURE Recruiting is E-team led, and hires are aligned with your mission Build a systematic process, metrics to measure, org structure Identify needs 12 months in advance Hire capability over competency C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  18. 18. Metrics that matter RECRUITING MARKETING SALES PRODUCT CUSTOMERS CULTURE IDENTIFY Source leads (target referrals) SIGN Close leads quickly, time is the enemy (lead to hire) ONBOARD Time to productivity PLAN Key roles, 12 months out PRIORITIZE Experienced, team leaders first C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  19. 19. 2. Marketing RECRUITING MARKETING SALES PRODUCT CUSTOMERS CULTURE KEY ATTRIBUTES 3. LEADS Testing/executing multiple lead channels 2. TEAM An experienced leader is in place 4. VALUE Moving from touting features to outcomes 1. OFFER Value prop appeals to “early majority” 5. SPREAD Recruiting/engaging customer advocates C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  20. 20. Metrics that matter RECRUITING MARKETING SALES PRODUCT CUSTOMERS CULTURE METRICS CHANNELS Overall Content Paid SEO SEM Outbound CAC LTV GM% ASP Payback LTV:CAC Churn Sales Cycle C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  21. 21. 3. Sales RECRUITING MARKETING SALES PRODUCT CUSTOMERS CULTURE KEY ATTRIBUTES 3. PLAYBOOK Repeatable approach to selling 2. STRATEGY Selling model, segments defined 4. PRICING Consistent, value-based 1. ONBOARDING Repeatable process to get “smart” 5. WIN Working as a team C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  22. 22. Refine sales approach every 2X RECRUITING MARKETING SALES PRODUCT CUSTOMERS CULTURE ADJUST MEASURE HIRE TRAIN RAMP 1 REP 2 REPS 4 REPS 8 REPS 16 REPS C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  23. 23. Metrics that matter RECRUITING MARKETING SALES PRODUCT CUSTOMERS CULTURE RAMP TIME Time to ramp, time to first sale PRODUCTIVITY $/rep, max productivity ATTAINMENT Quota attainment by rep, MoM, QoQ EFFICIENCY Funnel/channel analysis, CAC ratio C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  24. 24. 4. Product – build a valuable product to delight users RECRUITING MARKETING SALES PRODUCT CUSTOMERS CULTURE VISION ROADMAP PRIORITIZE MEASURE KILL Product leader with clear plan for the future Balancing customer’s asks with differentiators Work on capabilities that decrease time to value & be ruthless All behaviours and usage Sunset features/ customers no longer of use… C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  25. 25. Metrics that matter RECRUITING MARKETING SALES PRODUCT CUSTOMERS CULTURE CADENCE Predictable dev cycles, hitting deadlines USAGE Active user trends, usage of features BEHAVIORS User interviews, screen capture SIMPLIFY Time to launch, time to go live, time to use C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  26. 26. 5. Customer success RECRUITING MARKETING SALES PRODUCT CUSTOMERS CULTURE Customer success Asking for a renewal once a year= C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  27. 27. Playbook RECRUITING MARKETING SALES PRODUCT CUSTOMERS CULTURE Focus on outputs, not activities ACHIEVE INITIAL VALUE QUICKLY ONBOARD PLAN OUTCOMES RENEW & UPSELL ACHIEVE LONGER TERM VALUE REFINE BEST PRACTICES C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  28. 28. Metrics that matter RECRUITING MARKETING SALES PRODUCT CUSTOMERS CULTURE DEPLOY Time to go live LAUNCH Time to value EMBED # integrations, # monthly active users CONSULT # touchpoints, ROI UNLEASH # of advocates C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  29. 29. 6. Culture RECRUITING MARKETING SALES PRODUCT CUSTOMERS CULTURE C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  30. 30. Summary: Building a GTMF system is essential to succeed GTM operating system, optimized for speed Depth in leadership and operating team Build with a "franchise-model" mindset Whole product solution delivered 1 2 3 4 C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  31. 31. Remember: you are winning if you... ASP User/account # referrals # advocates NPS GROW: Time to sell Time to deploy Time to value Time to rep ramp Supporttime COMPRESS: C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .
  32. 32. Thank You! C O P Y R I G H T © 2 0 1 7 L E A D E R S F U N D , I N C .

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