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Buying Has Changed: Sellers Have Not
Mark Roberge
Professor
Harvard Business School
@markroberge
Renaissance Waverly Wifi: Renaissance_CONFERENCE / HitTheGong
Cobb Galleria Wifi: EVENTS / HitTheGong
Buyers Have Changed.
Sellers Have Not.
Mark Roberge (@markroberge)
• Senior Lecturer @Harvard Business School
• Managing Director @Stage2Capital
• Former CRO @HubSpot
3 @markroberge
Context Changes = Go-To-Market Innovation Opportunities
Internet Empowered
Buyers
Data Accessibility
Macro business evolutions …
“How can I get the data?"
“What do I do with all of this data?"
“Marketing owns brand. Sales owns customer“
“Marketing and sales aligned around customer”
1
2
… alter GTM context.
”High customer dependence on salespeople “
“Low customer dependence on salespeople"
Implications For:
1. Sales Hiring
2. Sales Training
3. Demand Generation
4. Sales Management
5. Sales Compensation
Subscription Revenue
Models “Contract is the end-game"
“Customer success is the end-game"
3
Data Accessibility
Implications For:
1. Sales Hiring
2. Sales Training
3. Demand Generation
4. Sales Management
5. Sales Compensation
The ideal sales hiring formula is
different for every company…
but the process to engineer the
formula is the same.
6 @markroberge
7 @markroberge
Engineer Your Sales Hiring Formula
Iterate sales
hiring formula
Assess and hire
candidates
against formula
6 months
post-hire, reflect
on why the hire
is great (or poor)
8 @markroberge
Engineer Your Sales Hiring Formula
9 @markroberge
Which criteria scored highest for us?
INTELLIGENT
or
COACHABLE
or
CURIOUS
10 @markroberge
The HubSpot Sales Hiring Formula
➢ Coach-ability
➢ Curiosity
➢ Intelligence
➢ Work Ethic
➢ Prior Success
11 @markroberge
My Sales Interview
➢ [Interview starts in the lobby. Let the candidate lead.]
▪ Does the candidate break the ice?
▪ Did the candidate do any research on me?
▪ Does the candidate execute a genuine, natural set of questions about me, my weekend, the company, etc.?
➢ Why are you interested in working at this company? Where do you hope to be in your career in 5 years?
▪ [Easy questions to warm the candidate up. Well articulated career goals never hurt.]
➢ I see you are an account executive at [insert their company]. How many account executives are there?
What was your rank? Is that based on bookings or revenue? Is it based on the year or the quarter?
▪ [Assess “Prior Success”. Top 5% is strong. Top 25% is the bar. If the candidate is not in the top 25%, the candidate
must be very strong in other areas.]
➢ What was it about your approach that allowed you to achieve such a high rank? Why weren’t you #1?
▪ Understand their perception of their strengths.
▪ Beware of external excuse making for the second question (i.e. bad manager, bad territory, bad product). A strong self
critique is preferable.
12 @markroberge
My Sales Interview (cont.)
➢ Let’s do a role play. I will play the VP of Marketing at a small security software company. You will play a
salesperson at HubSpot. Let’s assume I downloaded a whitepaper from your website on Inbound
Marketing, leaving my email and phone number, and this lead was provided to you this morning for follow
up.
▪ Test whether sales candidate has a naturally curious sales approach.
▪ Observe how the salesperson starts. A 10 minute pre-amble on their background and company is not good (show up
and throw up).
▪ A series of thoughtful questions about the prospect’s goals in downloading the white paper is good
➢ During the role play, ask a challenging question about how SEO or inbound marketing works?
▪ Tests candidate’s preparation and learning curve
➢ [Stop the role play] How did you do?
▪ “Excellent” is not a great response.
▪ A detailed analysis of what the candidate did well and could have improved on shows humility and the openness to
coaching.
➢ In every interview, I provide candidates with one strength and one area of improvement. [Deliver coaching]
▪ Tests openness to absorb coaching.
➢ [Repeat the role play]
▪ Tests ability to apply coaching.
13 @markroberge
Interview Process at Scale
Phone
Screen
with
Recruiter
Candidate
Completes
Assessment
Phone
Screen
with Hiring
Manager
In Person
with Hiring
Manager
and VP
Reference
Check by
Hiring
Manager
Offer,
Close,
Nurture
Until Start
Date
• Understand
compensation and role
• Describe our
compensation and role
• Explain assessment
• Identify potentially
weaknesses
• Provide guidance on where
to probe during the interview
• Not a “hire / no hire”
decision
• Probe sale abilities
• Conduct role play
[before meeting
candidates, as role was
phone only]
• Provide sales playbook
• Conduct follow on role plays
• Assess cultural fit
• Interview by VP only if passes
first in-person interview
• Soft close
• Probe on concerning
areas
• Use ranking questions
• Use back-door
references where
possible
• Nurture candidate
until start date
• Use VP to intervene
with candidates that
we want that are on
the fence
14 @markroberge
Hire Train Develop
Promote
Exit
Engineer Your Sales Hiring Formula
Salesperson
Performance
Interview
Scorecard
Step #1: Develop
interview
scorecard
Interview
Methodology
Step #2: Develop
interview
methodology
Step #3: At 6 month employee anniversary,
compare scorecard to goal attainment. Assess
hiring managers on interview performance.
Step #4: Iterate
scorecard and
methodology
Data Accessibility
Implications For:
1. Sales Hiring
2. Sales Training
3. Demand Generation
4. Sales Management
5. Sales Compensation
16 @markroberge
Sales On-Boarding: Dangers of the Ride-Along
➢ Risk of spreading bad habits
➢ Over-reliance on new salesperson to
identify best practice
➢ Over-reliance on tenured salesperson
to teach best practice
➢ Minimizes opportunity to find
personal selling style
17 @markroberge
Developing a Predictable, Scalable On Boarding Process
18 @markroberge
Hire Train Develop
Promote
Exit
Salesperson
performance
Opportunity to assess hiring
manager and hiring formula
performance after 30-day
training
Training Exams
and Skill
Assessments
Interview
Methodolog
y
Interview
Scorecard
Training Program
Opportunity to assess training
program by correlating training score
to 6-month salesperson performance
Engineering Your Sales Training Formula
Internet Empowered
Buyers
Implications For:
1. Sales Hiring
2. Sales Training
3. Demand Generation
4. Sales Management
5. Sales Compensation
Who is the sales person?
Who is the sales person?
Who is the sales person?
How did sales end up here?
Is it sustainable?
The power in the buying and
selling process has shifted
from the seller to the buyer.
Modern Sales Teams
Design sales process from outside in
Legacy Sales Teams
Design sales process from inside out
Modern sales teams build a sales process the
“supports” the buying journey
Produc
tSelle
r
Buye
r
Produc
tSelle
r
Buye
r
Pothole Alert!
Alligator Selling
Big Mouth, Little Ears
Show up and throw up
27 @markroberge
https://www.gong.io/blog/deal-closing-discovery-c
all/
Buyer Journey Framework
What are the buyers top
challenges or goals?
Awareness Consideration Decision
What categories of solutions
do buyers investigate?
What is the decision criteria
and who is involved?
When does the solution need to
be in place?
How will success be measured?
Who needs to be involved?
Success
TINYpulse Buying Journey
What are the buyers top
challenges or goals?
Awareness Consideration Decision
What categories of solutions
do buyers investigate?
What is the decision criteria
and who is involved?
Poor Culture
Low Productivity
High Turnover
Boring Office
Recruiting Struggles
Aligned with TINYpulse Mis-aligned with TINYpulse
1
# Playbook to influence perspective
When does the solution need to
be in place?
How will success be measured?
Who needs to be involved?
Success
TINYpulse Buying Journey
What are the buyers top
challenges or goals?
Awareness Consideration Decision
What categories of solutions
do buyers investigate?
What is the decision criteria
and who is involved?
Poor Culture
Low Productivity
High Turnover
Boring Office
Recruiting Struggles
Pulse Technology
Pizza/Beer/Parties
Hire a consultant
Sustainable Differentiation of
“Pulse Technology”:
- Raises awareness of true issue
- Implements continual cadence
- Time and cost effective
Aligned with TINYpulse Mis-aligned with TINYpulse
1
# Playbook to influence perspective
4
3
Annual Survey
2
When does the solution need to
be in place?
How will success be measured?
Who needs to be involved?
Success
TINYpulse Buying Journey
What are the buyers top
challenges or goals?
Awareness Consideration Decision
What categories of solutions
do buyers investigate?
What is the decision criteria
and who is involved?
Poor Culture
Low Productivity
High Turnover
Boring Office
Recruiting Struggles
Pulse Technology
Pizza/Beer/Parties
Hire a consultant
TinyPulse
CultureAmp
SurveyMonkey
Sustainable Differentiation of
“Pulse Technology”:
- Raises awareness of true issue
- Implements continual cadence
- Time and cost effective
Sustainable Differentiation of
“TinyPulse”:
- Anonymous and transparent
- Proven methodology
- Data and Insight
- All-in-one
Aligned with TINYpulse Mis-aligned with TINYpulse
1
# Playbook to influence perspective
4
6
3
Annual Survey
2 5
When does the solution need to
be in place?
How will success be measured?
Who needs to be involved?
Success
TINYpulse Buying Journey
What are the buyers top
challenges or goals?
Awareness Consideration Decision
What categories of solutions
do buyers investigate?
What is the decision criteria
and who is involved?
Poor Culture
Low Productivity
High Turnover
Boring Office
Recruiting Struggles
Pulse Technology
Pizza/Beer/Parties
Hire a consultant
TinyPulse
CultureAmp
SurveyMonkey
Sustainable Differentiation of
“Pulse Technology”:
- Raises awareness of true issue
- Implements continual cadence
- Time and cost effective
Sustainable Differentiation of
“TinyPulse”:
- Anonymous and transparent
- Proven methodology
- Data and Insight
- All-in-one
Aligned with TINYpulse Mis-aligned with TINYpulse
1
# Playbook to influence perspective
4
6
3
Annual Survey
2 5
When does the solution need to
be in place?
How will success be measured?
Who needs to be involved?
Success
Better Glass Door
Scores
Reduced attrition
Increase in Offer
Acceptances
Win 3rd
Party
Awards
7
33
Sales Playbook Customer Success Playbook
Design the Sales Playbook to Support the Buyer Journey
Buyer Journey
Produc
tSelle
r
Buye
r
Discover Call Guide - Template
a) Attempt 1: Chit-chat that subtly transitions to exploration
a) “I noticed on LinkedIn you doubled the team last year. How did that process unfold?”
b) “Your Glassdoor reviews are impressive. Did you proactively attempt to influence them?”
c) “You are 6 months into the acquisition of TOP software. How has the company perceived the progress?”
b) Attempt 2: Basic Open Ended
a) “What peaked your interest in a meeting with us?”
c) Attempt 3:
a) “I know we only have 10 minutes so I did some homework on you and your business. Based on ACME’s strategy as well as trends that others in your industry have discussed with me, I assume your
biggest priority is either around improving new hire processes, decreasing employee turn over, or increasing employee productivity. In order to make this discussion as useful as possible to you, would
you mind indicating which is the highest priority for you? Why?”
Stage Example
Questions
Rapport
Building
AwarenessConsiderationDecision
Recap&
NextSteps
a) Culture is a broad term? How do you define it? What is your company culture and what do you want it to be?
b) Why do you think employee turn over is increasing?
c) What percentage of prospective employees accept your offer? What are the common reasons they do not?
d) Why has your culture been great? What could jeopardize it down the road?
e) Was there an event that caused the decline I employee morale you are observing?
f) What makes you think your culture is great? OR What makes you think it is not?
a) “How do you plan to increase morale?”
b) “What have you tried in the past to improve culture? Did it work? What will you try I the future?”
c) “Some organizations take a weekly pulse on employee happiness. Have you considered that option?”
a) “What criteria will you use to make the decision? What drives this decision criteria?”
b) “Have you narrowed down the list of vendors you are considering?”
c) “Is cost, time to value, or customization to your precise goals most important in your solution decision?”
d) “If you make no progress on the product development process between now and the end of the year, is that an issue? Why?”
e) “Who else needs to be involved in this decision?”
a) “Thank you for the time to catch me up to speed Sarah. If I understand you correctly, ACME Company’s executive team
sees an enormous opportunity to reduce employee turn over, specifically in the engineering and sales departments, by
implementing a simple but frequent ping to employees about their happiness. By doing so, the company hopes to decrease
annual turn over from 25% to sub 20% annually. ACME corporation explored an annual survey last year but the frequency
was no where near adequate. You have a meeting with your CEO in 6 weeks and want to have a detailed presentation
regarding your recommendation prepared by then. Do I have this information correct?”
35
Sales Playbook Customer Success Playbook
Buyer Journey
Prospecting
Guide
Discovery
Guide
Avoid the Generic Product Demo
Generic
Product
Demo
36
Sales Playbook Customer Success Playbook
Buyer Journey
Prospecting
Guide
Discovery
Guide
Presentation Option 1
Presentation Option 2
Presentation Option 3
Tailor the demo to the buyer context
Presentation Best Practices
1. Recap buyer context
2. Share company vision
3. Illustrate service capability to meet buyer needs
4. Present case study aligned with buyer context
5. Discuss price, integration, training, etc.
6. Ask for questions
7. Recap findings and ask for the business
37
Sales Playbook Customer Success Playbook
Buyer Journey
Prospecting
Guide
Discovery
Guide
Presentation Option 1
Presentation Option 2
Presentation Option 3
Similarly, avoid the generic on-boarding process
Generic Customer
On-boarding Process
38
Sales Playbook Customer Success Playbook
Buyer Journey
Prospecting
Guide
Discovery
Guide
Presentation Option 1
Presentation Option 2
Presentation Option 3
On Boarding Option 1
On Boarding Option 2
On Boarding Option 3
Step #4: Design
Go-To-Market playbook for customer success generation
Customer On-boarding Best Practices
1. Recap buyer context
2. Ask for customer verification / adjustment
3. Recommend tailored on-boarding process
Train Sales to “Live” in your Prospects’ World
Internet Empowered
Buyers
Implications For:
1. Sales Hiring
2. Sales Training
3. Demand Generation
4. Sales Management
5. Sales Compensation
41 @markroberge
How do you buy?
Cold Call?
Cold email?
Google?
Social Media?
42 @markroberge
Modern Lead Generation: Inbound Marketing
BLOG SEO SOCIAL MEDIA
“JOURNALISTS” hold the keys to the
future of Demand Generation
Create Your Content Engine
Create Your Content Calendar
1
eBook w/ LP / Month
4
Blog Posts / Month
Create Your Content Calendar
1
eBook w/ LP / Month
Create Your Content Calendar
4
Blog Posts / Month
FB Posts / Month
8
1
eBook w/ LP / Month
Create Your Content Calendar
4
Blog Posts / Month
FB Posts / Month
8
Tweets / month
16
1
eBook w/ LP / Month
Create Your Content Calendar
4
Blog Posts / Month
FB Posts / month
8
Tweets / month
16
1
eBook w/ LP / Month
Data Accessibility
Implications For:
1. Sales Hiring
2. Sales Training
3. Demand Generation
4. Sales Management
5. Sales Compensation
Sales and Marketing Alignment
Step by Step Guide to the Marketing SLA
BetterQuality
Companies
Better Lead
Engagement
Firmographi
c
Engagemen
t ABC
Blog eBook Demo
A
B
C
10K > # Employees > 1K
# Employees > 10K
1K > # Employees > 100
$100
$75
$40
$90
$55
$25
$80
$20
$10
* Data has been altered from actual HubSpot data for the purposes of this presentation.
The Sales SLA
Calculate the ideal number of sales attempts for each type of lead
The Sales SLA
Sales SLA Criteria
1. Contact new leads < 2 hours
2. Contact leads > 3 times within
7 days
3. Contact leads > 6 times within
21 days
4. Close Sales Opps in < 6
months
Monitor Sales Activity and Marketing Daily
Marketing SLA Status Sales SLA Status
Data Accessibility
Implications For:
1. Sales Hiring
2. Sales Training
3. Demand Generation
4. Sales Management
5. Sales Compensation
57 @markroberge
Coaching:
Golf vs. Sales
“Metrics-Driven Sales Coaching”
Use metrics to diagnose the skill deficiency.
Customize a coaching plan.
Implement a data-driven sales culture
* Data has been altered from actual HubSpot data for the purposes of this presentation
Each Color
Represents a
Different Sales
Rep
“Peel Back the Onion” for More Insight
* Data has been altered from actual HubSpot data for the purposes of
this presentation
Lead-Worked-to-Connect Ratio
Connect-to-Demo Ratio
Implementing a sales coaching culture
Morning
Afternoon
1st
Day of Month 2nd
Day of Month
VP Meets with Director
➢ Review Skill/Development Plans
for each sales person
Director Meets with Manager
➢ Review Skill/Development Plans
for each sales person
Manager Meets with Sales Person
➢ Discuss qualitative performance
➢ Review individual metrics
➢ Co-Create Skill/Development Plan
Sales Person / Manager Independent Reviews
➢ Think through qualitative performance
➢ Review individual metrics
➢ Think about Skill/Development Plan
Example monthly coaching plan
REP DIAGNOSIS COACHING PLAN METRICS GOAL
Brian
Over-investment in
unqualified opportunities
Weekly opportunity review of BANT post
discovery call.
Demo-to-Customer ratio >
30%
Erin
Developing Sense of
Urgency
Pre-call planning and post mortem reviews on
urgency
Discovery-call-to-customer
% > 15%
Fred Time management issues
Place 2 hours of prospecting into daily calendar.
Send daily email to manager of new leads
contacted and appointments set.
Average 10+ new
appointments per week
Carlos Lack of personal goals
Personal conversation on financial goals. Map
to daily activity.
Average 10+ new
appointments per week
Hold team, especially management, accountable
to coaching progress
R
E
P
DIAGNOSIS COACHING PLAN METRICS GOAL
Bri
an
Over-investment in unqualified
opportunities
Weekly opportunity review of BANT post discovery call. Demo-to-Customer ratio > 30%
Eri
n
Developing Sense of Urgency Pre-call planning and post mortem reviews on urgency
Discovery-call-to-customer % >
30%
Fre
d
Time management issues
Place 2 hours of prospecting into daily calendar. Send daily email
to manager of new leads contacted and appointments set.
Average 5+ new appointments per
week
Car
los
Lack of personal goals Personal conversation on financial goals. Map to daily activity.
Average 5+ new appointments per
week
June Coaching
Plans R
E
P
DIAGNOSIS COACHING PLAN METRICS GOAL
Bri
an
Over-investment in unqualified
opportunities
Weekly opportunity review of BANT post discovery call. Demo-to-Customer ratio > 30%
Eri
n
Developing Sense of Urgency Pre-call planning and post mortem reviews on urgency
Discovery-call-to-customer % >
30%
Fre
d
Time management issues
Place 2 hours of prospecting into daily calendar. Send daily email
to manager of new leads contacted and appointments set.
Average 5+ new appointments per
week
Car
los
Lack of personal goals Personal conversation on financial goals. Map to daily activity.
Average 5+ new appointments per
week
July Coaching
Plans R
E
P
DIAGNOSIS COACHING PLAN METRICS GOAL
Bri
an
Over-investment in unqualified
opportunities
Weekly opportunity review of BANT post discovery call. Demo-to-Customer ratio > 30%
Eri
n
Developing Sense of Urgency Pre-call planning and post mortem reviews on urgency
Discovery-call-to-customer % >
30%
Fre
d
Time management issues
Place 2 hours of prospecting into daily calendar. Send daily email
to manager of new leads contacted and appointments set.
Average 5+ new appointments per
week
Car
los
Lack of personal goals Personal conversation on financial goals. Map to daily activity.
Average 5+ new appointments per
week
August Coaching Plans
64 @markroberge
Data-Driven Sales Management Applicable to Enterprise Sales
www.insightsquared.com
Internet Empowered
Buyers Implications For:
1. Sales Hiring
2. Sales Training
3. Demand Generation
4. Sales Management
5. Sales Compensation
Subscription
Revenue Models
Evolving Sales Compensation in a Startup Context
HubSpot Example
2007
•$500 per customer
•2x commission on revenue above quota
•4 month claw-back
Evolving Sales Compensation in a Startup Context
HubSpot Example
* Data has been altered from actual HubSpot data for the purposes of this presentation
Evolving Sales Compensation in a Startup Context
HubSpot Example
*DatahasbeenalteredfromactualHubSpotdataforthepurposesofthispresentation
MonthlyCustomerLTVperSalesperson
Individual Salespeople
Evolving Sales Compensation in a Startup Context
HubSpot Example
2007
•$500 per customer
•2x commission on revenue above quota
•4 month clawback
2009
•1st
LTV tier = $1000 per customer
•2nd
LTV tier = $750 per customer
•3rd
LTV tier = $500 per customer
•4th
LTV tier = $250 per customer
2014
•For new product line, paid 20% more for expansion revenue
from existing customers than new revenue from new
customers
•Sales cycles 50% lower and PPR 70% higher
70 @markroberge
Jay PoJill Rowley Mark Roberge
www.stage2.capital
OUR LPs ARE SALES, MARKETING, AND CUSTOMER SUCCESS EXPERTS
• Jay Simons – President, VP S&M @ Atlassian
• Emmanuelle Skala – SVP Customer Success @ Toast, Digital Ocean
• Oliver Jay – Head of Sales @ Asana, DropBox
• Syndey Sloan – CMO @ Salesloft, Jive, Adobe
• Brian Halligan – CEO @ HubSpot
• Hilary Headlee – Head of Sales Ops @ Zoom, MindBody
• Josh Allen – CRO @ Drift, CarGurus
• Carol Meyers – CMO @ Rapid7
• Jed Nachman – COO, CRO @ Yelp
• Lesley Young – Global Sales @ Facebook Workplace, Box
• John Boucher – SVP @ Oracle, ServiceSource
• Kara Gilbert – Chief People Officer @ Turbonomic
• Andrew Rains – CRO @ Automotive Mastermind, VTS
• David Meerman Scott – Speaker & Best Selling Author
• Jeetu Mahtani – SVP International Sales @ HubSpot
• Lou Shipley – CEO @ Blackduck Software
• Tom Chavez – CEO @ Superset, Krux
• Bill Vellante – GM @Infor, Workday, Oracle
• Jim Norton – CRO@ Dosh, Conde Nast, AOL, Google
• Larry D’Angelo – Chief Sales Officer @ LogMeIn
• Mike Volpe – CEO @ Lola, CMO @ HubSpot
• Michael Manne – CRO @ Reonomy, Namely
• Mike McGuinness – Chief Customer Officer @ Veracode
• Mike Arntz – SVP Sales @ SmartSheet, NetSuite
72 @markroberge
All proceeds go to
Ayele
Shakur
Build.org CEO
Thanks!
Mark Roberge (@markroberge)
• Senior Lecturer @Harvard Business School
• Managing Director @Stage2Capital
• Former CRO @HubSpot

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SLS07. Buying Has Changed: Sellers Have Not

  • 1. Buying Has Changed: Sellers Have Not Mark Roberge Professor Harvard Business School @markroberge Renaissance Waverly Wifi: Renaissance_CONFERENCE / HitTheGong Cobb Galleria Wifi: EVENTS / HitTheGong
  • 2. Buyers Have Changed. Sellers Have Not. Mark Roberge (@markroberge) • Senior Lecturer @Harvard Business School • Managing Director @Stage2Capital • Former CRO @HubSpot
  • 3. 3 @markroberge Context Changes = Go-To-Market Innovation Opportunities Internet Empowered Buyers Data Accessibility Macro business evolutions … “How can I get the data?" “What do I do with all of this data?" “Marketing owns brand. Sales owns customer“ “Marketing and sales aligned around customer” 1 2 … alter GTM context. ”High customer dependence on salespeople “ “Low customer dependence on salespeople" Implications For: 1. Sales Hiring 2. Sales Training 3. Demand Generation 4. Sales Management 5. Sales Compensation Subscription Revenue Models “Contract is the end-game" “Customer success is the end-game" 3
  • 4. Data Accessibility Implications For: 1. Sales Hiring 2. Sales Training 3. Demand Generation 4. Sales Management 5. Sales Compensation
  • 5. The ideal sales hiring formula is different for every company… but the process to engineer the formula is the same.
  • 7. 7 @markroberge Engineer Your Sales Hiring Formula Iterate sales hiring formula Assess and hire candidates against formula 6 months post-hire, reflect on why the hire is great (or poor)
  • 8. 8 @markroberge Engineer Your Sales Hiring Formula
  • 9. 9 @markroberge Which criteria scored highest for us? INTELLIGENT or COACHABLE or CURIOUS
  • 10. 10 @markroberge The HubSpot Sales Hiring Formula ➢ Coach-ability ➢ Curiosity ➢ Intelligence ➢ Work Ethic ➢ Prior Success
  • 11. 11 @markroberge My Sales Interview ➢ [Interview starts in the lobby. Let the candidate lead.] ▪ Does the candidate break the ice? ▪ Did the candidate do any research on me? ▪ Does the candidate execute a genuine, natural set of questions about me, my weekend, the company, etc.? ➢ Why are you interested in working at this company? Where do you hope to be in your career in 5 years? ▪ [Easy questions to warm the candidate up. Well articulated career goals never hurt.] ➢ I see you are an account executive at [insert their company]. How many account executives are there? What was your rank? Is that based on bookings or revenue? Is it based on the year or the quarter? ▪ [Assess “Prior Success”. Top 5% is strong. Top 25% is the bar. If the candidate is not in the top 25%, the candidate must be very strong in other areas.] ➢ What was it about your approach that allowed you to achieve such a high rank? Why weren’t you #1? ▪ Understand their perception of their strengths. ▪ Beware of external excuse making for the second question (i.e. bad manager, bad territory, bad product). A strong self critique is preferable.
  • 12. 12 @markroberge My Sales Interview (cont.) ➢ Let’s do a role play. I will play the VP of Marketing at a small security software company. You will play a salesperson at HubSpot. Let’s assume I downloaded a whitepaper from your website on Inbound Marketing, leaving my email and phone number, and this lead was provided to you this morning for follow up. ▪ Test whether sales candidate has a naturally curious sales approach. ▪ Observe how the salesperson starts. A 10 minute pre-amble on their background and company is not good (show up and throw up). ▪ A series of thoughtful questions about the prospect’s goals in downloading the white paper is good ➢ During the role play, ask a challenging question about how SEO or inbound marketing works? ▪ Tests candidate’s preparation and learning curve ➢ [Stop the role play] How did you do? ▪ “Excellent” is not a great response. ▪ A detailed analysis of what the candidate did well and could have improved on shows humility and the openness to coaching. ➢ In every interview, I provide candidates with one strength and one area of improvement. [Deliver coaching] ▪ Tests openness to absorb coaching. ➢ [Repeat the role play] ▪ Tests ability to apply coaching.
  • 13. 13 @markroberge Interview Process at Scale Phone Screen with Recruiter Candidate Completes Assessment Phone Screen with Hiring Manager In Person with Hiring Manager and VP Reference Check by Hiring Manager Offer, Close, Nurture Until Start Date • Understand compensation and role • Describe our compensation and role • Explain assessment • Identify potentially weaknesses • Provide guidance on where to probe during the interview • Not a “hire / no hire” decision • Probe sale abilities • Conduct role play [before meeting candidates, as role was phone only] • Provide sales playbook • Conduct follow on role plays • Assess cultural fit • Interview by VP only if passes first in-person interview • Soft close • Probe on concerning areas • Use ranking questions • Use back-door references where possible • Nurture candidate until start date • Use VP to intervene with candidates that we want that are on the fence
  • 14. 14 @markroberge Hire Train Develop Promote Exit Engineer Your Sales Hiring Formula Salesperson Performance Interview Scorecard Step #1: Develop interview scorecard Interview Methodology Step #2: Develop interview methodology Step #3: At 6 month employee anniversary, compare scorecard to goal attainment. Assess hiring managers on interview performance. Step #4: Iterate scorecard and methodology
  • 15. Data Accessibility Implications For: 1. Sales Hiring 2. Sales Training 3. Demand Generation 4. Sales Management 5. Sales Compensation
  • 16. 16 @markroberge Sales On-Boarding: Dangers of the Ride-Along ➢ Risk of spreading bad habits ➢ Over-reliance on new salesperson to identify best practice ➢ Over-reliance on tenured salesperson to teach best practice ➢ Minimizes opportunity to find personal selling style
  • 17. 17 @markroberge Developing a Predictable, Scalable On Boarding Process
  • 18. 18 @markroberge Hire Train Develop Promote Exit Salesperson performance Opportunity to assess hiring manager and hiring formula performance after 30-day training Training Exams and Skill Assessments Interview Methodolog y Interview Scorecard Training Program Opportunity to assess training program by correlating training score to 6-month salesperson performance Engineering Your Sales Training Formula
  • 19. Internet Empowered Buyers Implications For: 1. Sales Hiring 2. Sales Training 3. Demand Generation 4. Sales Management 5. Sales Compensation
  • 20. Who is the sales person?
  • 21. Who is the sales person?
  • 22. Who is the sales person?
  • 23. How did sales end up here? Is it sustainable?
  • 24. The power in the buying and selling process has shifted from the seller to the buyer.
  • 25. Modern Sales Teams Design sales process from outside in Legacy Sales Teams Design sales process from inside out Modern sales teams build a sales process the “supports” the buying journey Produc tSelle r Buye r Produc tSelle r Buye r
  • 26. Pothole Alert! Alligator Selling Big Mouth, Little Ears Show up and throw up
  • 28. Buyer Journey Framework What are the buyers top challenges or goals? Awareness Consideration Decision What categories of solutions do buyers investigate? What is the decision criteria and who is involved? When does the solution need to be in place? How will success be measured? Who needs to be involved? Success
  • 29. TINYpulse Buying Journey What are the buyers top challenges or goals? Awareness Consideration Decision What categories of solutions do buyers investigate? What is the decision criteria and who is involved? Poor Culture Low Productivity High Turnover Boring Office Recruiting Struggles Aligned with TINYpulse Mis-aligned with TINYpulse 1 # Playbook to influence perspective When does the solution need to be in place? How will success be measured? Who needs to be involved? Success
  • 30. TINYpulse Buying Journey What are the buyers top challenges or goals? Awareness Consideration Decision What categories of solutions do buyers investigate? What is the decision criteria and who is involved? Poor Culture Low Productivity High Turnover Boring Office Recruiting Struggles Pulse Technology Pizza/Beer/Parties Hire a consultant Sustainable Differentiation of “Pulse Technology”: - Raises awareness of true issue - Implements continual cadence - Time and cost effective Aligned with TINYpulse Mis-aligned with TINYpulse 1 # Playbook to influence perspective 4 3 Annual Survey 2 When does the solution need to be in place? How will success be measured? Who needs to be involved? Success
  • 31. TINYpulse Buying Journey What are the buyers top challenges or goals? Awareness Consideration Decision What categories of solutions do buyers investigate? What is the decision criteria and who is involved? Poor Culture Low Productivity High Turnover Boring Office Recruiting Struggles Pulse Technology Pizza/Beer/Parties Hire a consultant TinyPulse CultureAmp SurveyMonkey Sustainable Differentiation of “Pulse Technology”: - Raises awareness of true issue - Implements continual cadence - Time and cost effective Sustainable Differentiation of “TinyPulse”: - Anonymous and transparent - Proven methodology - Data and Insight - All-in-one Aligned with TINYpulse Mis-aligned with TINYpulse 1 # Playbook to influence perspective 4 6 3 Annual Survey 2 5 When does the solution need to be in place? How will success be measured? Who needs to be involved? Success
  • 32. TINYpulse Buying Journey What are the buyers top challenges or goals? Awareness Consideration Decision What categories of solutions do buyers investigate? What is the decision criteria and who is involved? Poor Culture Low Productivity High Turnover Boring Office Recruiting Struggles Pulse Technology Pizza/Beer/Parties Hire a consultant TinyPulse CultureAmp SurveyMonkey Sustainable Differentiation of “Pulse Technology”: - Raises awareness of true issue - Implements continual cadence - Time and cost effective Sustainable Differentiation of “TinyPulse”: - Anonymous and transparent - Proven methodology - Data and Insight - All-in-one Aligned with TINYpulse Mis-aligned with TINYpulse 1 # Playbook to influence perspective 4 6 3 Annual Survey 2 5 When does the solution need to be in place? How will success be measured? Who needs to be involved? Success Better Glass Door Scores Reduced attrition Increase in Offer Acceptances Win 3rd Party Awards 7
  • 33. 33 Sales Playbook Customer Success Playbook Design the Sales Playbook to Support the Buyer Journey Buyer Journey Produc tSelle r Buye r
  • 34. Discover Call Guide - Template a) Attempt 1: Chit-chat that subtly transitions to exploration a) “I noticed on LinkedIn you doubled the team last year. How did that process unfold?” b) “Your Glassdoor reviews are impressive. Did you proactively attempt to influence them?” c) “You are 6 months into the acquisition of TOP software. How has the company perceived the progress?” b) Attempt 2: Basic Open Ended a) “What peaked your interest in a meeting with us?” c) Attempt 3: a) “I know we only have 10 minutes so I did some homework on you and your business. Based on ACME’s strategy as well as trends that others in your industry have discussed with me, I assume your biggest priority is either around improving new hire processes, decreasing employee turn over, or increasing employee productivity. In order to make this discussion as useful as possible to you, would you mind indicating which is the highest priority for you? Why?” Stage Example Questions Rapport Building AwarenessConsiderationDecision Recap& NextSteps a) Culture is a broad term? How do you define it? What is your company culture and what do you want it to be? b) Why do you think employee turn over is increasing? c) What percentage of prospective employees accept your offer? What are the common reasons they do not? d) Why has your culture been great? What could jeopardize it down the road? e) Was there an event that caused the decline I employee morale you are observing? f) What makes you think your culture is great? OR What makes you think it is not? a) “How do you plan to increase morale?” b) “What have you tried in the past to improve culture? Did it work? What will you try I the future?” c) “Some organizations take a weekly pulse on employee happiness. Have you considered that option?” a) “What criteria will you use to make the decision? What drives this decision criteria?” b) “Have you narrowed down the list of vendors you are considering?” c) “Is cost, time to value, or customization to your precise goals most important in your solution decision?” d) “If you make no progress on the product development process between now and the end of the year, is that an issue? Why?” e) “Who else needs to be involved in this decision?” a) “Thank you for the time to catch me up to speed Sarah. If I understand you correctly, ACME Company’s executive team sees an enormous opportunity to reduce employee turn over, specifically in the engineering and sales departments, by implementing a simple but frequent ping to employees about their happiness. By doing so, the company hopes to decrease annual turn over from 25% to sub 20% annually. ACME corporation explored an annual survey last year but the frequency was no where near adequate. You have a meeting with your CEO in 6 weeks and want to have a detailed presentation regarding your recommendation prepared by then. Do I have this information correct?”
  • 35. 35 Sales Playbook Customer Success Playbook Buyer Journey Prospecting Guide Discovery Guide Avoid the Generic Product Demo Generic Product Demo
  • 36. 36 Sales Playbook Customer Success Playbook Buyer Journey Prospecting Guide Discovery Guide Presentation Option 1 Presentation Option 2 Presentation Option 3 Tailor the demo to the buyer context Presentation Best Practices 1. Recap buyer context 2. Share company vision 3. Illustrate service capability to meet buyer needs 4. Present case study aligned with buyer context 5. Discuss price, integration, training, etc. 6. Ask for questions 7. Recap findings and ask for the business
  • 37. 37 Sales Playbook Customer Success Playbook Buyer Journey Prospecting Guide Discovery Guide Presentation Option 1 Presentation Option 2 Presentation Option 3 Similarly, avoid the generic on-boarding process Generic Customer On-boarding Process
  • 38. 38 Sales Playbook Customer Success Playbook Buyer Journey Prospecting Guide Discovery Guide Presentation Option 1 Presentation Option 2 Presentation Option 3 On Boarding Option 1 On Boarding Option 2 On Boarding Option 3 Step #4: Design Go-To-Market playbook for customer success generation Customer On-boarding Best Practices 1. Recap buyer context 2. Ask for customer verification / adjustment 3. Recommend tailored on-boarding process
  • 39. Train Sales to “Live” in your Prospects’ World
  • 40. Internet Empowered Buyers Implications For: 1. Sales Hiring 2. Sales Training 3. Demand Generation 4. Sales Management 5. Sales Compensation
  • 41. 41 @markroberge How do you buy? Cold Call? Cold email? Google? Social Media?
  • 42. 42 @markroberge Modern Lead Generation: Inbound Marketing BLOG SEO SOCIAL MEDIA
  • 43. “JOURNALISTS” hold the keys to the future of Demand Generation
  • 45. Create Your Content Calendar 1 eBook w/ LP / Month
  • 46. 4 Blog Posts / Month Create Your Content Calendar 1 eBook w/ LP / Month
  • 47. Create Your Content Calendar 4 Blog Posts / Month FB Posts / Month 8 1 eBook w/ LP / Month
  • 48. Create Your Content Calendar 4 Blog Posts / Month FB Posts / Month 8 Tweets / month 16 1 eBook w/ LP / Month
  • 49. Create Your Content Calendar 4 Blog Posts / Month FB Posts / month 8 Tweets / month 16 1 eBook w/ LP / Month
  • 50. Data Accessibility Implications For: 1. Sales Hiring 2. Sales Training 3. Demand Generation 4. Sales Management 5. Sales Compensation
  • 51. Sales and Marketing Alignment
  • 52. Step by Step Guide to the Marketing SLA BetterQuality Companies Better Lead Engagement Firmographi c Engagemen t ABC Blog eBook Demo A B C 10K > # Employees > 1K # Employees > 10K 1K > # Employees > 100 $100 $75 $40 $90 $55 $25 $80 $20 $10
  • 53. * Data has been altered from actual HubSpot data for the purposes of this presentation. The Sales SLA Calculate the ideal number of sales attempts for each type of lead
  • 54. The Sales SLA Sales SLA Criteria 1. Contact new leads < 2 hours 2. Contact leads > 3 times within 7 days 3. Contact leads > 6 times within 21 days 4. Close Sales Opps in < 6 months
  • 55. Monitor Sales Activity and Marketing Daily Marketing SLA Status Sales SLA Status
  • 56. Data Accessibility Implications For: 1. Sales Hiring 2. Sales Training 3. Demand Generation 4. Sales Management 5. Sales Compensation
  • 58. “Metrics-Driven Sales Coaching” Use metrics to diagnose the skill deficiency. Customize a coaching plan.
  • 59. Implement a data-driven sales culture * Data has been altered from actual HubSpot data for the purposes of this presentation Each Color Represents a Different Sales Rep
  • 60. “Peel Back the Onion” for More Insight * Data has been altered from actual HubSpot data for the purposes of this presentation Lead-Worked-to-Connect Ratio Connect-to-Demo Ratio
  • 61. Implementing a sales coaching culture Morning Afternoon 1st Day of Month 2nd Day of Month VP Meets with Director ➢ Review Skill/Development Plans for each sales person Director Meets with Manager ➢ Review Skill/Development Plans for each sales person Manager Meets with Sales Person ➢ Discuss qualitative performance ➢ Review individual metrics ➢ Co-Create Skill/Development Plan Sales Person / Manager Independent Reviews ➢ Think through qualitative performance ➢ Review individual metrics ➢ Think about Skill/Development Plan
  • 62. Example monthly coaching plan REP DIAGNOSIS COACHING PLAN METRICS GOAL Brian Over-investment in unqualified opportunities Weekly opportunity review of BANT post discovery call. Demo-to-Customer ratio > 30% Erin Developing Sense of Urgency Pre-call planning and post mortem reviews on urgency Discovery-call-to-customer % > 15% Fred Time management issues Place 2 hours of prospecting into daily calendar. Send daily email to manager of new leads contacted and appointments set. Average 10+ new appointments per week Carlos Lack of personal goals Personal conversation on financial goals. Map to daily activity. Average 10+ new appointments per week
  • 63. Hold team, especially management, accountable to coaching progress R E P DIAGNOSIS COACHING PLAN METRICS GOAL Bri an Over-investment in unqualified opportunities Weekly opportunity review of BANT post discovery call. Demo-to-Customer ratio > 30% Eri n Developing Sense of Urgency Pre-call planning and post mortem reviews on urgency Discovery-call-to-customer % > 30% Fre d Time management issues Place 2 hours of prospecting into daily calendar. Send daily email to manager of new leads contacted and appointments set. Average 5+ new appointments per week Car los Lack of personal goals Personal conversation on financial goals. Map to daily activity. Average 5+ new appointments per week June Coaching Plans R E P DIAGNOSIS COACHING PLAN METRICS GOAL Bri an Over-investment in unqualified opportunities Weekly opportunity review of BANT post discovery call. Demo-to-Customer ratio > 30% Eri n Developing Sense of Urgency Pre-call planning and post mortem reviews on urgency Discovery-call-to-customer % > 30% Fre d Time management issues Place 2 hours of prospecting into daily calendar. Send daily email to manager of new leads contacted and appointments set. Average 5+ new appointments per week Car los Lack of personal goals Personal conversation on financial goals. Map to daily activity. Average 5+ new appointments per week July Coaching Plans R E P DIAGNOSIS COACHING PLAN METRICS GOAL Bri an Over-investment in unqualified opportunities Weekly opportunity review of BANT post discovery call. Demo-to-Customer ratio > 30% Eri n Developing Sense of Urgency Pre-call planning and post mortem reviews on urgency Discovery-call-to-customer % > 30% Fre d Time management issues Place 2 hours of prospecting into daily calendar. Send daily email to manager of new leads contacted and appointments set. Average 5+ new appointments per week Car los Lack of personal goals Personal conversation on financial goals. Map to daily activity. Average 5+ new appointments per week August Coaching Plans
  • 64. 64 @markroberge Data-Driven Sales Management Applicable to Enterprise Sales www.insightsquared.com
  • 65. Internet Empowered Buyers Implications For: 1. Sales Hiring 2. Sales Training 3. Demand Generation 4. Sales Management 5. Sales Compensation Subscription Revenue Models
  • 66. Evolving Sales Compensation in a Startup Context HubSpot Example 2007 •$500 per customer •2x commission on revenue above quota •4 month claw-back
  • 67. Evolving Sales Compensation in a Startup Context HubSpot Example * Data has been altered from actual HubSpot data for the purposes of this presentation
  • 68. Evolving Sales Compensation in a Startup Context HubSpot Example *DatahasbeenalteredfromactualHubSpotdataforthepurposesofthispresentation MonthlyCustomerLTVperSalesperson Individual Salespeople
  • 69. Evolving Sales Compensation in a Startup Context HubSpot Example 2007 •$500 per customer •2x commission on revenue above quota •4 month clawback 2009 •1st LTV tier = $1000 per customer •2nd LTV tier = $750 per customer •3rd LTV tier = $500 per customer •4th LTV tier = $250 per customer 2014 •For new product line, paid 20% more for expansion revenue from existing customers than new revenue from new customers •Sales cycles 50% lower and PPR 70% higher
  • 70. 70 @markroberge Jay PoJill Rowley Mark Roberge www.stage2.capital
  • 71. OUR LPs ARE SALES, MARKETING, AND CUSTOMER SUCCESS EXPERTS • Jay Simons – President, VP S&M @ Atlassian • Emmanuelle Skala – SVP Customer Success @ Toast, Digital Ocean • Oliver Jay – Head of Sales @ Asana, DropBox • Syndey Sloan – CMO @ Salesloft, Jive, Adobe • Brian Halligan – CEO @ HubSpot • Hilary Headlee – Head of Sales Ops @ Zoom, MindBody • Josh Allen – CRO @ Drift, CarGurus • Carol Meyers – CMO @ Rapid7 • Jed Nachman – COO, CRO @ Yelp • Lesley Young – Global Sales @ Facebook Workplace, Box • John Boucher – SVP @ Oracle, ServiceSource • Kara Gilbert – Chief People Officer @ Turbonomic • Andrew Rains – CRO @ Automotive Mastermind, VTS • David Meerman Scott – Speaker & Best Selling Author • Jeetu Mahtani – SVP International Sales @ HubSpot • Lou Shipley – CEO @ Blackduck Software • Tom Chavez – CEO @ Superset, Krux • Bill Vellante – GM @Infor, Workday, Oracle • Jim Norton – CRO@ Dosh, Conde Nast, AOL, Google • Larry D’Angelo – Chief Sales Officer @ LogMeIn • Mike Volpe – CEO @ Lola, CMO @ HubSpot • Michael Manne – CRO @ Reonomy, Namely • Mike McGuinness – Chief Customer Officer @ Veracode • Mike Arntz – SVP Sales @ SmartSheet, NetSuite
  • 72. 72 @markroberge All proceeds go to Ayele Shakur Build.org CEO
  • 73. Thanks! Mark Roberge (@markroberge) • Senior Lecturer @Harvard Business School • Managing Director @Stage2Capital • Former CRO @HubSpot