Some Thoughts about Selling at Startups
Summary
- The article discusses the nuances of sales in early-stage startups versus later-stage companies, responding to a student's critique of the author's previous post. - Key points from the critique include that feedback from sales reps can be valuable, early-stage employees may be motivated by equity over cash, and complaints about support might indicate a need to scale. - The author clarifies that his previous advice was primarily for early-stage companies and outlines specific recommendations: - Founders should handle early sales to gather feedback. - Avoid hiring overly senior sales people who may be accustomed to established processes and higher commissions. - "Maverick" sales types, who thrive in less structured environments, are often best for early startups. - As the company grows, processes become crucial, leading to specialization (e.g., account executives, sales engineers, inside sales, sales ops) and segmentation (hunters vs. farmers). - The author also emphasizes the integration of marketing and sales, with marketing responsible for "arming" (providing collateral) and "aiming" (identifying target customers). - The core message is that selling is about listening and reacting, not just pitching.