Understanding SaaS sales models<\/strong><\/h2>\n\n\n\nThere are three main SaaS sales models, each tailored to different customer types and buying journeys.<\/p>\n\n\n\n
Chances are, your strategy already incorporates at least one of these models. What\u2019s important to note is that each model targets a distinct customer persona and, therefore, has a unique approach to the customer journey\u2014from brand awareness to sales and, ultimately, conversion.<\/p>\n\n\n\n
Here\u2019s a breakdown of each:<\/p>\n\n\n\n
1. Self-service sales model <\/strong><\/h3>\n\n\n\nThis is when customers explore and experience your product independently without needing hands-on help from your sales team. Here, customers usually find your brand through marketing channels and then engage with it through tools like interactive self-guided demos, free trials, or freemium versions of your product. <\/p>\n\n\n\n
Whether to offer a self-service model or not depends on a few factors: the product\u2019s starting price, the level of customization involved, and how much support new users need to unlock its full potential.<\/p>\n\n\n\n
🧲 PLG and self-service: same but different. <\/strong>Self-service sales often (but not always)<\/em> go hand in hand with product-led growth (PLG)-driven motions. PLG-first SaaS companies rely on their product as the primary way to engage customers, making self-service sales a natural fit for conversion after experiencing the product. Nonetheless, it doesn\u2019t prevent PLG-driven companies from incorporating other sales models for certain customer segments or needs.<\/p>\n\n\n\n\u200b\u200bSelf-service works best for simpler, low-cost products where users don\u2019t need much hand-holding, but it\u2019s not limited to just those.<\/em><\/p>\n\n\n\nSaaS companies with more complex products often use the self-service model alongside other sales models to reach different types of customers. They\u2019ll offer a simpler, entry-level version of their product for users who want to explore on their own while letting the sales team focus on customers who need a more hands-on approach\u2014often the higher-value profiles.<\/p>\n\n\n\n![\"Softr\u2019s](\"https:\/\/chartmogul.com\/blog\/wp-content\/uploads\/2025\/01\/Screenshot-2025-01-09-at-10.14.04\u202fAM-1024x420.png\")
Source:<\/em> Softr\u2019s pricing page<\/em><\/a>.<\/figcaption><\/figure>\n\n\n\n2. High-touch sales models<\/strong><\/h3>\n\n\n\nWith a high-touch model, sales reps guide prospective customers from initial interest to a purchase decision.<\/p>\n\n\n\n
🧲 This sales model is typically adopted by organizations with a sales-led growth (SLG) strategy at their core. While it can be used on its own, it\u2019s more common to create a hybrid approach that combines self-service and high-touch models to reach different audience segments effectively.<\/p>\n\n\n\n
The high-touch model can be split into two types:<\/p>\n\n\n\n
Transactional sales model<\/strong><\/h4>\n\n\n\nUnlike the enterprise model we’ll discuss next, this approach isn\u2019t limited to high-ticket or complex custom solutions. It\u2019s often blended with a self-service model, like when a website prompts users to sign up for free or <\/em>book a demo first. The main goal here is to help hesitant prospects find the right plan for their needs\u2014and, ideally, guide them toward a higher-tier plan if it really fits their needs best.<\/em><\/p>\n\n\n\nBut it\u2019s not uncommon to adopt the transactional sales model on its own, especially in innovative niches where customers aren\u2019t just switching solutions but adopting entirely new workflows. In these cases, the model helps communicate the value of the change and introduces prospects to the innovation.<\/p>\n\n\n\n
Enterprise sales model <\/strong><\/h4>\n\n\n\nThe enterprise sales model is used for high-value, complex sales. This model typically requires a more hands-on, consultative approach, with sales reps working closely with potential customers over an extended period.<\/p>\n\n\n\n
How is it different from transactional sales?<\/em> The expected length of the sales cycle and the number of stakeholders involved are the main differentiators between the transactional and enterprise sales models.<\/p>\n\n\n\nEnterprise sales are often outbound or referral-driven. Most likely, there are fewer target accounts. Your sales team may need to map out all potential targets and how to access potential buyers within those larger businesses.<\/p>\n\n\n\n
Larger ticket values may require navigating complex procurement processes to include security and compliance checks, therefore prolonging the SaaS sales cycle.<\/p>\n\n\n\n
While there may still be options like \u2018Book a Demo\u2019 or \u2018Contact Us for a Custom Quote\u2019 on the website, this model typically involves proactively identifying and reaching out to potential customers.<\/p>\n\n\n\n
💡 You can see how your self-service is performing compared to sales-led motions in ChartMogul CRM.<\/strong> Our Funnel Pipeline Analysis report <\/a>visualizes your entire sales-led pipeline and provides a snapshot of your self-service sales performance at the bottom, giving you a clear comparison of both.<\/p>\n\n\n\n![\"Compare](\"https:\/\/chartmogul.com\/blog\/wp-content\/uploads\/2025\/01\/Self-serve-vs.-sales-led-1024x576.png\")
Compare how your self-service vs sales-led revenue grows<\/em>.
<\/figcaption><\/figure>\n\n\n\nBefore you start selling<\/strong><\/h2>\n\n\n\nBefore you dive into selling, there\u2019s some groundwork to lay. It\u2019s not just about knowing who your customers are\u2014it\u2019s about having clear hypotheses that you can test on your journey to find product-market fit. Here are the basics you need to get started.<\/p>\n\n\n\n
Ideal customer profile (ICP) <\/h4>\n\n\n\n
This involves identifying the key characteristics of the businesses or individuals your product is built for. It\u2019s not just anyone who might sign up for your product and benefit from it, but a very specific category of potential buyers who are most likely to become high-value customers.<\/strong><\/p>\n\n\n\nBuyer personas<\/h4>\n\n\n\n
Go beyond the ICP and identify the specific decision-makers and influencers within your target companies. Look out for those individuals that are excited about new categories of tech. The best champions will have the influence and\/or authority to set strategy and make decisions.<\/p>\n\n\n\n
Clear value proposition<\/h4>\n\n\n\n
Understand and articulate why your product is the best solution for your customers\u2019 problems. What makes you stand out? Tailor your pitch and communication to address your customers\u2019 pain points and priorities. This will change over time, but to start, you need something that will capture the attention and interest of your prospects.<\/p>\n\n\n\n
The beginnings of a sales playbook<\/h4>\n\n\n\n
Develop a place where you can store fungible assets that help you throughout the sales process. This can include qualification questions, scripts, objection handling strategies, and email templates.<\/p>\n\n\n\n
CRM and tools<\/h4>\n\n\n\n
Have the right tech stack to manage leads<\/a>, track progress, and ensure no opportunities fall through the cracks.<\/p>\n\n\n\n![\"Track](\"https:\/\/chartmogul.com\/blog\/wp-content\/uploads\/2025\/01\/active-opportunities-kanban-1024x664.png\")
Track opportunities via <\/em>Kanban<\/em> in ChartMogul CRM<\/em><\/a>.<\/figcaption><\/figure>\n\n\n\nMetrics and KPIs<\/h4>\n\n\n\n
Set clear goals like conversion rates, time-to-close, and average deal size to measure success and identify areas to improve.<\/p>\n\n\n\n![\"Tracking](\"https:\/\/chartmogul.com\/blog\/wp-content\/uploads\/2025\/01\/Screenshot-2025-01-09-at-10.28.50\u202fAM-1024x646.png\")
Tracking progress to target in ChartMogul CRM<\/em>.<\/figcaption><\/figure>\n\n\n\nA typical SaaS sales process<\/strong><\/strong><\/h2>\n\n\n\nWhile it’s impossible to fit every sales process<\/a> into a one-size-fits-all model, this should give you a general idea of what a transactional or enterprise-driven sales process typically looks like:<\/p>\n\n\n\n1. Prospecting <\/strong><\/h3>\n\n\n\nOutbound prospecting involves actively reaching out to potential customers through channels like direct emails, cold calls, or social media. The goal here is to source qualified leads by identifying and connecting with people and organizations that match your ICP.<\/p>\n\n\n\n![\"Adding](\"https:\/\/chartmogul.com\/blog\/wp-content\/uploads\/2025\/01\/Screenshot-2025-01-09-at-10.37.27\u202fAM-1024x400.png\")
Adding leads to ChartMogul CRM<\/em>.<\/figcaption><\/figure>\n\n\n\nA clear ICP should guide you in deciding where to search for those target accounts, what to look for in them, and how to start conversations with them.<\/p>\n\n\n\n
💡 Customers might as well find you through your marketing efforts like paid ads or SEO; we\u2019re not covering this step as it\u2019s not a part of an outbound<\/em> sales motion.<\/p>\n\n\n\n2. Discovery<\/strong><\/h3>\n\n\n\nDiscovery is an ongoing process: it begins prior to initial outreach and continues immediately afterward. Before reaching out, your team assesses prospects to see if they align with your ideal customer profile (ICP) based on available data. After initial contact, sales reps validate these assumptions by gauging the prospect\u2019s level of interest, needs, and fit. <\/p>\n\n\n\n![\"Track](\"https:\/\/chartmogul.com\/blog\/wp-content\/uploads\/2025\/01\/all-active-opps-1024x391.png\")
Track all your active opportunities<\/em>.<\/figcaption><\/figure>\n\n\n\nWhat does “Qualified\u201d really mean for your team?<\/h4>\n\n\n\n
Qualification standards can vary widely from one business to another, depending on factors like the industry, target market, and sales goals. For some, a “qualified” lead might be someone who fits the ICP and has shown basic interest, like downloading an ebook. For others, it might mean a decision-maker with a defined budget and a pressing need for your solution. That\u2019s why it\u2019s crucial to create a clear, consistent definition of what “qualified” means for your sales process. This not only helps your team focus their efforts on the right prospects but also ensures smoother handoffs between marketing and sales. By being precise about qualification criteria\u2014such as company size, role, budget, or urgency\u2014you\u2019ll save time, improve conversions, and keep everyone aligned on what success looks like.<\/p>\n\n\n\n
3. Evaluation<\/strong><\/h3>\n\n\n\nDiscovery call<\/h4>\n\n\n\n
During a discovery call, it\u2019s your job to understand what the customer is trying to accomplish and if you can reasonably help. Come prepared with a basic understanding of the business: where are they located, what lines of product or service do they offer, what is the person you\u2019re talking with responsible for?<\/p>\n\n\n\n
On the call, start by setting the agenda and building rapport to make the prospect comfortable. <\/p>\n\n\n\n
Ask open-ended questions to uncover their challenges, goals, and decision-making process. Take notes, stay curious, and dig deeper into their pain points to understand how your solution can truly help. There\u2019s no shortage of approaches to running a discovery or qualification all. From BANT to MEDDIC to SPICED, figuring out the right approach can be overwhelming.<\/p>\n\n\n\n
At ChartMogul, we employ a simple customer-centric discovery methodology. We call it NTA-ab. NTA-ab is BANT workshopped and stands for:<\/p>\n\n\n\n
\n- Need<\/li>\n\n\n\n
- Timing<\/li>\n\n\n\n
- Alternatives<\/li>\n\n\n\n
- authority<\/li>\n\n\n\n
- budget<\/li>\n<\/ul>\n\n\n\n
The N,T, and A, are capitalized because that\u2019s what your customer cares about. They want to know: can you help them solve core business challenges in an acceptable time frame? And if they don\u2019t pursue your solution, what alternatives exist to get them to their desired outcome?<\/p>\n\n\n\n![\"customer-centric](\"https:\/\/chartmogul.com\/blog\/wp-content\/uploads\/2025\/01\/Screenshot-2025-01-09-at-10.39.36\u202fAM-1024x563.png\")
<\/figure>\n\n\n\nOnly when you have developed a keen understanding of your customer\u2019s needs can you earn the right to ask questions about their decision-making process.<\/p>\n\n\n\n
If you employ NTA-ab or something else, it\u2019s important that you avoid pitching your product too early. It’s not until you truly understand your customer’s vision (and even their customers’ vision) that you can fully demonstrate the power and value of what you built.<\/p>\n\n\n\n
Crimes of Discovery<\/h4>\n\n\n\n\n- Being a lazy listener<\/li>\n\n\n\n
- Filling the silence<\/li>\n\n\n\n
- Not being prepared for your call<\/li>\n\n\n\n
- Not doing your homework<\/li>\n\n\n\n
- Bad tech<\/li>\n\n\n\n
- Offering a solution without listening<\/li>\n\n\n\n
- Asking leading questions that map to your strengths and\/or to demo<\/li>\n<\/ul>\n\n\n\n
Product demo<\/h4>\n\n\n\n
After you have a basic understanding of what it is your customer is trying to accomplish, you are now in a position to showcase how your product offering addresses this underlying need. A demo should help your customer reimagine their reality. Here you present how their approach to work might change by implementing your solution.<\/p>\n\n\n\n![\"You](\"https:\/\/chartmogul.com\/blog\/wp-content\/uploads\/2025\/01\/Screenshot-2025-01-09-at-10.48.50\u202fAM-1024x499.png\")
You can book sales demos, log calls, and take notes right in the ChartMogul CRM<\/em>.<\/figcaption><\/figure>\n\n\n\nKeep in mind: a sales demo is more than just a sales presentation; it\u2019s also another step in the ongoing qualification process. Revisit the main topics discussed in initial conversations and reaffirm your understanding of how you can best help your buyer accomplish their business objectives. In longer sales cycles, a demo is typically followed by a long sequence of discussions, negotiations, and, oftentimes, meetings with the product team planning the development of customized solutions.<\/p>\n\n\n\n
Before going all in on that opportunity, the sales team should evaluate whether the prospect truly aligns with the ICP and has the potential to convert, or if pursuing them further would result in a productive relationship for both parties.<\/p>\n\n\n\n
4. Closing<\/h3>\n\n\n\n
At this stage, the goal is to finalize the deal and get the prospect to commit. Closing involves addressing any last-minute objections, negotiating terms, and securing signatures. The goal of this stage is to get to a decision in a way that makes the client feel \u2018whole\u2019 without sacrificing key business. Sales reps might lean on tailored offers or customized contract terms to lock in high-value customers.<\/p>\n\n\n\n
5. Onboarding<\/h3>\n\n\n\n
Once the contract is signed, it\u2019s time to get the new customer up and running. Onboarding is all about setting customers up for success with your product, and it can look different depending on the complexity of the solution. <\/p>\n\n\n\n
For straightforward SaaS products, onboarding might mean giving users access to tutorials, walkthroughs, and support resources. For enterprise solutions, the process is typically more hands-on, involving training sessions, dedicated support, and regular check-ins.<\/p>\n\n\n\n![\"Managing](\"https:\/\/chartmogul.com\/blog\/wp-content\/uploads\/2025\/01\/Screenshot-2025-01-09-at-10.50.17\u202fAM-1024x504.png\")
<\/figure>\n\n\n\nManaging the customer onboarding process within ChartMogul CRM<\/em>.<\/p>\n\n\n\nAn effective onboarding process can significantly impact customer retention, as it\u2019s the first real experience the customer has with your product beyond the demo. A smooth onboarding phase builds trust and confidence and sets the customer on the path to long-term value.<\/p>\n\n\n\n
Where do sales and revenue operations fit in all this?<\/strong><\/h2>\n\n\n\nIt\u2019s the classic question for growing startups: when is the right time to bring sales and revenue operations (RevOps)<\/a> into your sales process\u2014and should you?<\/em><\/p>\n\n\n\nA general advice is to bring in Ops before starting to scale sales efforts in a major way. This way, you start with the right systems and workflows from scratch, instead of having to firefight later on.<\/p>\n\n\n\n
\n\u201cIf you\u2019re thinking \u2018Hey, I probably need an Ops person,\u2019 then it\u2019s probably too late.\u201d<\/em><\/p>\n<\/blockquote>\n\n\n\nDani Riggs, Head of Revenue & Business Operations, Accord<\/p>\n\n\n\n
But in reality, many successful startups don\u2019t follow this path. Too often, fast-growing teams build their processes on the fly to meet budget and timeline constraints, giving everyone the freedom to create their own setups. It works\u2014until it doesn\u2019t. As they scale and run into issues with those initial setups, they bring in Ops to clean up and streamline. <\/p>\n\n\n\n
\n\u201cIt makes sense to say \u2018run as fast as you can, for as long as you can,\u2019 and when the Ops person comes in, they\u2019re going to have to undo some of the tech dept that\u2019s happening. <\/p>\n\n\n\n
But the cost of that tech dept with no-code isn\u2019t actually as much as it used to be. As we get more integrations-focused, I like to wait a little longer for sales operations and rely on people\u2019s autonomy of creating what they need for their role\u2014as long as someone is keeping an eye on all of it. <\/p>\n\n\n\n
Pretty soon, more and more people will start more and more similar issues, and that\u2019s a sign to you that you need an Ops person that\u2019s going to solve a lot of these problems…\u201d<\/p>\n<\/blockquote>\n\n\n\n
Graham Hunter, former Head of Segment\u2019s Startups Program<\/p>\n\n\n\n
Setting SaaS sales targets<\/strong><\/h2>\n\n\n\nHitting<\/em> sales quotas is one thing; setting<\/em> realistic, aligned quotas to actually drive your revenue goals is a whole different challenge. Setting targets is a bit of art and science. You want to set ambitious but attainable goals that push the boundary of what\u2019s possible without <\/strong>setting yourself or your team up for failure. For SaaS sales, where long-term value heavily relies on retaining those first-time customers, setting sales targets goes beyond simply aiming for high numbers.<\/p>\n\n\n\nWhat\u2019s that about?<\/em><\/h4>\n\n\n\nIn SaaS, your goals can\u2019t just be about filling the pipeline with anyone willing to sign up. Setting quotas too high can lead to a flurry of new customers who aren\u2019t well-qualified, driving up acquisition costs without much payoff in terms of long-term retention.<\/p>\n\n\n\n
Your sales targets should factor in both acquisition and retention. <\/strong>In your calculations, consider not only how many new customers you need to reach revenue goals but also how many of those customers are likely to stay on board and ideally expand their subscription. <\/em><\/p>\n\n\n\nIn the beginning, it will be challenging to set revenue targets\u2014largely because you have little to no data. For this reason, it can be prudent to set a customer count or logo target. <\/p>\n\n\n\n
A basic sales target might look like this: close 10 customers in Q4.<\/p>\n\n\n\n
The majority of SaaS startups grow from $1M to $10M ARR by growing their subscriber base. For any startup, there are only two components to growth \u2014 subscriber growth and ARPA growth. Most startups grow by increasing their subscriber base. A small subset (<5%) of startups grow predominantly by increasing their ARPA. What this tells us is that in the early days, it\u2019s best to focus speed when it comes to logo acquisition.<\/p>\n\n\n\n![\"The](\"https:\/\/chartmogul.com\/blog\/wp-content\/uploads\/2025\/01\/15_SaaS_Growing_10x-3-1024x599.png\")
<\/a>The majority of SaaS companies grow by increasing their subscriber count.<\/figcaption><\/figure>\n\n\n\nOver time, you can shift to setting revenue targets by looking at how much new business MRR you can expect in any time interval. To ensure that your team is onboarding right-fit customers, consider rewarding them credit for an account that expands within the first three months of purchase. On the flip side, consider docking reps when they onboard a customer who contracts or churns shortly after becoming a paid subscriber. Limiting this to just three months keeps the focus on hunting for new business.<\/p>\n\n\n\n
💡 How to align sales and revenue tracking<\/strong><\/h4>\n\n\n\nTo make sure your sales team isn\u2019t just meeting quotas but also contributing to overall revenue growth, you need to align their goals with company-wide financial targets. <\/p>\n\n\n\n
But how do you do that? <\/em>ChartMogul combines lead, trial, opportunity, and subscription data together in a single system. ChartMogul CRM gives your sales team a clear overview of their pipeline and helps you track progress toward sales targets. At the same time, ChartMogul Subscription Analytics can break down metrics like monthly recurring revenue (MRR)<\/a> and customer lifetime value (LTV)<\/a>, showing how each customer or cohort performs post-sale.<\/p>\n\n\n\n![\"Analyze](\"https:\/\/chartmogul.com\/blog\/wp-content\/uploads\/2025\/01\/sales-pipeline-funnel.png\")
Analyze your sales pipeline and self-service funnel.<\/em><\/figcaption><\/figure>\n\n\n\nAll things considered, here are a few examples of SaaS sales metrics to watch:<\/strong><\/h4>\n\n\n\n\n- Leads<\/li>\n\n\n\n
- Average Deal Size<\/li>\n\n\n\n
- Sales Cycle Length<\/li>\n\n\n\n
- Average Sale Price<\/li>\n\n\n\n
- Win Rate by Source (tip: you can also compare the rest of the metrics by source to gauge the effectiveness of your sales-led motions versus self-service sales)<\/em><\/li>\n\n\n\n
- Customer Acquisition Cost (CAC)<\/li>\n\n\n\n
- Customer Lifetime Value (CLV) <\/li>\n\n\n\n
- Monthly Recurring Revenue (MRR)<\/li>\n\n\n\n
- Churn Rate<\/li>\n<\/ul>\n\n\n\n
Once you\u2019ve selected your sales KPIs, you can set them as targets directly from your ChartMogul dashboard. From there, you\u2019ll be able to easily track your progress toward those targets by clicking the “Target” button.<\/p>\n\n\n\n![\"targets\"](\"https:\/\/chartmogul.com\/blog\/wp-content\/uploads\/2025\/01\/Screenshot-2025-01-09-at-10.53.27\u202fAM-1024x544.png\")
<\/figure>\n\n\n\nHiring sales people<\/h2>\n\n\n\n
Hiring your first salesperson at a startup is a big step\u2014you\u2019ll ask this person for a lot. They\u2019ll need to represent your product, be the voice of your customer, and juggle sales targets without a lot of well-defined sales resources. That means your first two sales hires should be credible go-getters that are comfortable working towards ambitious goals while operating in an environment of uncertainty.<\/p>\n\n\n\n
When you\u2019re no longer able to manage sales yourself, it is ideal to hire two salespeople. The logic here is that (1) if you hire one you\u2019ll be unsure of what constitutes good and (2) you\u2019ll have some redundancy if a hire doesn\u2019t work out.<\/p>\n\n\n\n
For most SaaS companies, it is prudent to hire salespeople who have worked similar deal sizes and sales cycle lengths. <\/p>\n\n\n\n
Following a structured recruitment process, will help you make an objective decision and avoid the feeling of \u2018being sold to\u2019 during an interview. Begin by evaluating what you need in a sales rep. Define the core skills and knowledge that will ensure success. <\/p>\n\n\n\n
Here is a sample list of characteristics we evaluate during our AE hiring process:<\/p>\n\n\n\n
\n- Business acumen<\/li>\n\n\n\n
- Consistent execution<\/li>\n\n\n\n
- Storytelling<\/li>\n\n\n\n
- Likeability<\/li>\n\n\n\n
- Offers a unique perspective<\/li>\n\n\n\n
- Drives two-way communication<\/li>\n\n\n\n
- Credible as an expert in SaaS<\/li>\n\n\n\n
- Comfortable discussing money<\/li>\n\n\n\n
- Can pressure the customer<\/li>\n<\/ul>\n\n\n\n
It\u2019s possible that you find a candidate that you\u2019re ready to hire, but who does not excel at every targeted competency. With a structured interviewing process like this, you can identify areas of potential concern and proactively work them into your onboarding and management strategy. <\/em><\/p>\n\n\n\nBe upfront about what the role has to offer and try to clearly articulate what constitutes success. Sales is a profit center and needs to be producing relatively consistent results from one quarter to the next.<\/p>\n\n\n\n
On scaling the team<\/h3>\n\n\n\n
At some point, you will no longer have the knowledge, skills, or time required to coach your initial sales team. And so you\u2019ll likely hire a sales manager. This person should have a clear understanding of your go-to-market motion and your ambitions for the business. Their primary responsibilities are to the leadership team and the business\u2014not to their reps.<\/p>\n\n\n\n
They should be focused on setting up the right infrastructure and playbooks to hit ARR growth targets in a sustainable way.<\/p>\n\n\n\n
What makes a great SaaS salesperson<\/h3>\n\n\n\n
SaaS businesses have a different approach to sales, depending on its maturity.<\/p>\n\n\n\n
Founder-led sales<\/strong><\/h4>\n\n\n\nFounder-led sales in SaaS startups can be both exciting and challenging. As a founder, you’re likely passionate about your product and know it inside out, which makes you the perfect person to sell it early on. But it\u2019s tough because selling isn\u2019t just about explaining features\u2014it\u2019s about understanding the customer\u2019s needs, handling objections, and navigating rejection, all while juggling a hundred other priorities. <\/p>\n\n\n\n
It\u2019s hard to stay consistent with sales when you\u2019re also focused on fundraising, building the product, and growing the team. Plus, founders often lack formal sales training, which means learning on the job, making mistakes, and refining the pitch as they go. It\u2019s a rewarding but intense phase that helps shape the company’s early growth.<\/p>\n\n\n\n
Hiring your first salesperson<\/strong><\/h4>\n\n\n\nHiring your first salesperson at a startup is a big step\u2014it\u2019s like passing the torch on something deeply personal. This person will be the voice of your product, so finding someone who aligns with your vision is key. But it\u2019s tricky because you\u2019re often hiring before you\u2019ve nailed a repeatable sales process. You need someone scrappy, adaptable, and willing to experiment, not just someone who thrives in established playbooks. Cultural fit matters too\u2014they should share your passion for the mission and be ready to wear many hats. <\/p>\n\n\n\n
Most importantly, this hire isn\u2019t just about closing deals; they\u2019ll help you shape the foundation of your sales strategy, so choose someone who\u2019s as excited about building as they are about selling.<\/p>\n\n\n\n
Growing a sales team<\/strong><\/h4>\n\n\n\nGrowing SaaS sales teams at a startup is all about finding balance\u2014scaling fast enough to meet demand but not so fast that you lose focus. Early on, you need a mix of builders and closers: people who can sell but also help refine your processes and tools. It\u2019s a challenge because every new hire changes the team dynamic, and culture can evolve quickly if you\u2019re not intentional about preserving it. Training is key too; you\u2019re likely still tweaking your pitch and value propositions, so you need to make sure everyone\u2019s aligned. <\/p>\n\n\n\n
As the team grows, it\u2019s also crucial to establish clear roles, goals, and accountability. The ultimate goal is to create a repeatable, scalable sales engine\u2014but in the meantime, it\u2019s a lot of experimentation, feedback loops, and learning as you go.<\/p>\n\n\n\n
Sales management<\/h3>\n\n\n\n
Sales management is categorically different from managing other disciplines within the business. This is in large part because as much as 100% (but more typically 40-50%) of sales team compensation is based on performance. Sales is a volatile high-performance sport and requires quite a bit of mental fortitude. <\/p>\n\n\n\n
Managing salespeople requires a balance of empathy and steeliness. So what should you keep in mind when managing a sales team?<\/p>\n\n\n\n
\n- Creating a sense of purpose and alignment with company goals.<\/li>\n\n\n\n
- Non-monetary incentives (e.g., recognition, career growth opportunities).<\/li>\n\n\n\n
- Avoiding burnout in high-pressure sales environments.<\/li>\n<\/ul>\n\n\n\n
Encouraging teamwork while maintaining healthy competition.<\/p>\n\n\n\n
FAQ: SaaS Sales in Startups<\/strong><\/h3>\n\n\n\nWhat is a typical SaaS sales process for startups?<\/h5>\n\n\n\n
A SaaS sales process usually involves identifying target customers, qualifying leads, conducting product demos, handling objections, and closing deals. Startups often iterate on this process as they learn more about their market and customers, so flexibility and experimentation are key early on.<\/p>\n\n\n\n
When should a SaaS startup hire its first sales rep?<\/h5>\n\n\n\n
You should consider hiring your first sales rep when you\u2019ve validated your product-market fit and have a rough idea of your ideal customer profile and sales process. A good sales rep at this stage should be adaptable, able to refine your sales approach, and comfortable working with minimal structure. Your SaaS sales reps need to prioritize tasks, follow up with leads, and keep track of their progress through the sales funnel.<\/p>\n\n\n\n\n","protected":false},"excerpt":{"rendered":"
You\u2019ve built an amazing product\u2014something you\u2019re genuinely proud of. But now comes the part that can feel a little overwhelming: selling it. For many founders, it\u2019s not just about convincing others\u2014it\u2019s stepping into a whole new role, figuring out what works, and hearing \u201cno\u201d more than you\u2019d like. It\u2019s challenging, no doubt, but it\u2019s also …<\/p>\n","protected":false},"author":28,"featured_media":22253,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[12],"tags":[25,324,21,67],"class_list":["post-22241","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-gtm","tag-chartmogul","tag-plg","tag-saas","tag-sales"],"yoast_head":"\n
SaaS sales for startup leaders | ChartMogul<\/title>\n<meta name=\"description\" content=\"A SaaS sales guide for startup leaders and founders. From choosing the right model, establishing a process, and setting clear targets.\" \/>\n<meta name=\"robots\" content=\"index, follow\" \/>\n<link rel=\"canonical\" href=\"https:\/\/chartmogul.com\/blog\/saas-sales-for-startup-leaders\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"SaaS sales for startup leaders | ChartMogul\" \/>\n<meta property=\"og:description\" content=\"A SaaS sales guide for startup leaders and founders. 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This is when customers explore and experience your product independently without needing hands-on help from your sales team. Here, customers usually find your brand through marketing channels and then engage with it through tools like interactive self-guided demos, free trials, or freemium versions of your product. <\/p>\n\n\n\n
Whether to offer a self-service model or not depends on a few factors: the product\u2019s starting price, the level of customization involved, and how much support new users need to unlock its full potential.<\/p>\n\n\n\n
🧲 PLG and self-service: same but different. <\/strong>Self-service sales often (but not always)<\/em> go hand in hand with product-led growth (PLG)-driven motions. PLG-first SaaS companies rely on their product as the primary way to engage customers, making self-service sales a natural fit for conversion after experiencing the product. Nonetheless, it doesn\u2019t prevent PLG-driven companies from incorporating other sales models for certain customer segments or needs.<\/p>\n\n\n\n \u200b\u200bSelf-service works best for simpler, low-cost products where users don\u2019t need much hand-holding, but it\u2019s not limited to just those.<\/em><\/p>\n\n\n\n SaaS companies with more complex products often use the self-service model alongside other sales models to reach different types of customers. They\u2019ll offer a simpler, entry-level version of their product for users who want to explore on their own while letting the sales team focus on customers who need a more hands-on approach\u2014often the higher-value profiles.<\/p>\n\n\n\n With a high-touch model, sales reps guide prospective customers from initial interest to a purchase decision.<\/p>\n\n\n\n 🧲 This sales model is typically adopted by organizations with a sales-led growth (SLG) strategy at their core. While it can be used on its own, it\u2019s more common to create a hybrid approach that combines self-service and high-touch models to reach different audience segments effectively.<\/p>\n\n\n\n The high-touch model can be split into two types:<\/p>\n\n\n\n Unlike the enterprise model we’ll discuss next, this approach isn\u2019t limited to high-ticket or complex custom solutions. It\u2019s often blended with a self-service model, like when a website prompts users to sign up for free or <\/em>book a demo first. The main goal here is to help hesitant prospects find the right plan for their needs\u2014and, ideally, guide them toward a higher-tier plan if it really fits their needs best.<\/em><\/p>\n\n\n\n But it\u2019s not uncommon to adopt the transactional sales model on its own, especially in innovative niches where customers aren\u2019t just switching solutions but adopting entirely new workflows. In these cases, the model helps communicate the value of the change and introduces prospects to the innovation.<\/p>\n\n\n\n The enterprise sales model is used for high-value, complex sales. This model typically requires a more hands-on, consultative approach, with sales reps working closely with potential customers over an extended period.<\/p>\n\n\n\n How is it different from transactional sales?<\/em> The expected length of the sales cycle and the number of stakeholders involved are the main differentiators between the transactional and enterprise sales models.<\/p>\n\n\n\n Enterprise sales are often outbound or referral-driven. Most likely, there are fewer target accounts. Your sales team may need to map out all potential targets and how to access potential buyers within those larger businesses.<\/p>\n\n\n\n Larger ticket values may require navigating complex procurement processes to include security and compliance checks, therefore prolonging the SaaS sales cycle.<\/p>\n\n\n\n While there may still be options like \u2018Book a Demo\u2019 or \u2018Contact Us for a Custom Quote\u2019 on the website, this model typically involves proactively identifying and reaching out to potential customers.<\/p>\n\n\n\n 💡 You can see how your self-service is performing compared to sales-led motions in ChartMogul CRM.<\/strong> Our Funnel Pipeline Analysis report <\/a>visualizes your entire sales-led pipeline and provides a snapshot of your self-service sales performance at the bottom, giving you a clear comparison of both.<\/p>\n\n\n\n Before you dive into selling, there\u2019s some groundwork to lay. It\u2019s not just about knowing who your customers are\u2014it\u2019s about having clear hypotheses that you can test on your journey to find product-market fit. Here are the basics you need to get started.<\/p>\n\n\n\n This involves identifying the key characteristics of the businesses or individuals your product is built for. It\u2019s not just anyone who might sign up for your product and benefit from it, but a very specific category of potential buyers who are most likely to become high-value customers.<\/strong><\/p>\n\n\n\n Go beyond the ICP and identify the specific decision-makers and influencers within your target companies. Look out for those individuals that are excited about new categories of tech. The best champions will have the influence and\/or authority to set strategy and make decisions.<\/p>\n\n\n\n Understand and articulate why your product is the best solution for your customers\u2019 problems. What makes you stand out? Tailor your pitch and communication to address your customers\u2019 pain points and priorities. This will change over time, but to start, you need something that will capture the attention and interest of your prospects.<\/p>\n\n\n\n Develop a place where you can store fungible assets that help you throughout the sales process. This can include qualification questions, scripts, objection handling strategies, and email templates.<\/p>\n\n\n\n Have the right tech stack to manage leads<\/a>, track progress, and ensure no opportunities fall through the cracks.<\/p>\n\n\n\n Set clear goals like conversion rates, time-to-close, and average deal size to measure success and identify areas to improve.<\/p>\n\n\n\n While it’s impossible to fit every sales process<\/a> into a one-size-fits-all model, this should give you a general idea of what a transactional or enterprise-driven sales process typically looks like:<\/p>\n\n\n\n Outbound prospecting involves actively reaching out to potential customers through channels like direct emails, cold calls, or social media. The goal here is to source qualified leads by identifying and connecting with people and organizations that match your ICP.<\/p>\n\n\n\n A clear ICP should guide you in deciding where to search for those target accounts, what to look for in them, and how to start conversations with them.<\/p>\n\n\n\n 💡 Customers might as well find you through your marketing efforts like paid ads or SEO; we\u2019re not covering this step as it\u2019s not a part of an outbound<\/em> sales motion.<\/p>\n\n\n\n Discovery is an ongoing process: it begins prior to initial outreach and continues immediately afterward. Before reaching out, your team assesses prospects to see if they align with your ideal customer profile (ICP) based on available data. After initial contact, sales reps validate these assumptions by gauging the prospect\u2019s level of interest, needs, and fit. <\/p>\n\n\n\n Qualification standards can vary widely from one business to another, depending on factors like the industry, target market, and sales goals. For some, a “qualified” lead might be someone who fits the ICP and has shown basic interest, like downloading an ebook. For others, it might mean a decision-maker with a defined budget and a pressing need for your solution. That\u2019s why it\u2019s crucial to create a clear, consistent definition of what “qualified” means for your sales process. This not only helps your team focus their efforts on the right prospects but also ensures smoother handoffs between marketing and sales. By being precise about qualification criteria\u2014such as company size, role, budget, or urgency\u2014you\u2019ll save time, improve conversions, and keep everyone aligned on what success looks like.<\/p>\n\n\n\n During a discovery call, it\u2019s your job to understand what the customer is trying to accomplish and if you can reasonably help. Come prepared with a basic understanding of the business: where are they located, what lines of product or service do they offer, what is the person you\u2019re talking with responsible for?<\/p>\n\n\n\n On the call, start by setting the agenda and building rapport to make the prospect comfortable. <\/p>\n\n\n\n Ask open-ended questions to uncover their challenges, goals, and decision-making process. Take notes, stay curious, and dig deeper into their pain points to understand how your solution can truly help. There\u2019s no shortage of approaches to running a discovery or qualification all. From BANT to MEDDIC to SPICED, figuring out the right approach can be overwhelming.<\/p>\n\n\n\n At ChartMogul, we employ a simple customer-centric discovery methodology. We call it NTA-ab. NTA-ab is BANT workshopped and stands for:<\/p>\n\n\n\n The N,T, and A, are capitalized because that\u2019s what your customer cares about. They want to know: can you help them solve core business challenges in an acceptable time frame? And if they don\u2019t pursue your solution, what alternatives exist to get them to their desired outcome?<\/p>\n\n\n\n Only when you have developed a keen understanding of your customer\u2019s needs can you earn the right to ask questions about their decision-making process.<\/p>\n\n\n\n If you employ NTA-ab or something else, it\u2019s important that you avoid pitching your product too early. It’s not until you truly understand your customer’s vision (and even their customers’ vision) that you can fully demonstrate the power and value of what you built.<\/p>\n\n\n\n After you have a basic understanding of what it is your customer is trying to accomplish, you are now in a position to showcase how your product offering addresses this underlying need. A demo should help your customer reimagine their reality. Here you present how their approach to work might change by implementing your solution.<\/p>\n\n\n\n Keep in mind: a sales demo is more than just a sales presentation; it\u2019s also another step in the ongoing qualification process. Revisit the main topics discussed in initial conversations and reaffirm your understanding of how you can best help your buyer accomplish their business objectives. In longer sales cycles, a demo is typically followed by a long sequence of discussions, negotiations, and, oftentimes, meetings with the product team planning the development of customized solutions.<\/p>\n\n\n\n Before going all in on that opportunity, the sales team should evaluate whether the prospect truly aligns with the ICP and has the potential to convert, or if pursuing them further would result in a productive relationship for both parties.<\/p>\n\n\n\n At this stage, the goal is to finalize the deal and get the prospect to commit. Closing involves addressing any last-minute objections, negotiating terms, and securing signatures. The goal of this stage is to get to a decision in a way that makes the client feel \u2018whole\u2019 without sacrificing key business. Sales reps might lean on tailored offers or customized contract terms to lock in high-value customers.<\/p>\n\n\n\n Once the contract is signed, it\u2019s time to get the new customer up and running. Onboarding is all about setting customers up for success with your product, and it can look different depending on the complexity of the solution. <\/p>\n\n\n\n For straightforward SaaS products, onboarding might mean giving users access to tutorials, walkthroughs, and support resources. For enterprise solutions, the process is typically more hands-on, involving training sessions, dedicated support, and regular check-ins.<\/p>\n\n\n\n Managing the customer onboarding process within ChartMogul CRM<\/em>.<\/p>\n\n\n\n An effective onboarding process can significantly impact customer retention, as it\u2019s the first real experience the customer has with your product beyond the demo. A smooth onboarding phase builds trust and confidence and sets the customer on the path to long-term value.<\/p>\n\n\n\n It\u2019s the classic question for growing startups: when is the right time to bring sales and revenue operations (RevOps)<\/a> into your sales process\u2014and should you?<\/em><\/p>\n\n\n\n A general advice is to bring in Ops before starting to scale sales efforts in a major way. This way, you start with the right systems and workflows from scratch, instead of having to firefight later on.<\/p>\n\n\n\n \u201cIf you\u2019re thinking \u2018Hey, I probably need an Ops person,\u2019 then it\u2019s probably too late.\u201d<\/em><\/p>\n<\/blockquote>\n\n\n\n Dani Riggs, Head of Revenue & Business Operations, Accord<\/p>\n\n\n\n But in reality, many successful startups don\u2019t follow this path. Too often, fast-growing teams build their processes on the fly to meet budget and timeline constraints, giving everyone the freedom to create their own setups. It works\u2014until it doesn\u2019t. As they scale and run into issues with those initial setups, they bring in Ops to clean up and streamline. <\/p>\n\n\n\n \u201cIt makes sense to say \u2018run as fast as you can, for as long as you can,\u2019 and when the Ops person comes in, they\u2019re going to have to undo some of the tech dept that\u2019s happening. <\/p>\n\n\n\n But the cost of that tech dept with no-code isn\u2019t actually as much as it used to be. As we get more integrations-focused, I like to wait a little longer for sales operations and rely on people\u2019s autonomy of creating what they need for their role\u2014as long as someone is keeping an eye on all of it. <\/p>\n\n\n\n Pretty soon, more and more people will start more and more similar issues, and that\u2019s a sign to you that you need an Ops person that\u2019s going to solve a lot of these problems…\u201d<\/p>\n<\/blockquote>\n\n\n\n Graham Hunter, former Head of Segment\u2019s Startups Program<\/p>\n\n\n\n Hitting<\/em> sales quotas is one thing; setting<\/em> realistic, aligned quotas to actually drive your revenue goals is a whole different challenge. Setting targets is a bit of art and science. You want to set ambitious but attainable goals that push the boundary of what\u2019s possible without <\/strong>setting yourself or your team up for failure. For SaaS sales, where long-term value heavily relies on retaining those first-time customers, setting sales targets goes beyond simply aiming for high numbers.<\/p>\n\n\n\n In SaaS, your goals can\u2019t just be about filling the pipeline with anyone willing to sign up. Setting quotas too high can lead to a flurry of new customers who aren\u2019t well-qualified, driving up acquisition costs without much payoff in terms of long-term retention.<\/p>\n\n\n\n Your sales targets should factor in both acquisition and retention. <\/strong>In your calculations, consider not only how many new customers you need to reach revenue goals but also how many of those customers are likely to stay on board and ideally expand their subscription. <\/em><\/p>\n\n\n\n In the beginning, it will be challenging to set revenue targets\u2014largely because you have little to no data. For this reason, it can be prudent to set a customer count or logo target. <\/p>\n\n\n\n A basic sales target might look like this: close 10 customers in Q4.<\/p>\n\n\n\n The majority of SaaS startups grow from $1M to $10M ARR by growing their subscriber base. For any startup, there are only two components to growth \u2014 subscriber growth and ARPA growth. Most startups grow by increasing their subscriber base. A small subset (<5%) of startups grow predominantly by increasing their ARPA. What this tells us is that in the early days, it\u2019s best to focus speed when it comes to logo acquisition.<\/p>\n\n\n\n Over time, you can shift to setting revenue targets by looking at how much new business MRR you can expect in any time interval. To ensure that your team is onboarding right-fit customers, consider rewarding them credit for an account that expands within the first three months of purchase. On the flip side, consider docking reps when they onboard a customer who contracts or churns shortly after becoming a paid subscriber. Limiting this to just three months keeps the focus on hunting for new business.<\/p>\n\n\n\n To make sure your sales team isn\u2019t just meeting quotas but also contributing to overall revenue growth, you need to align their goals with company-wide financial targets. <\/p>\n\n\n\n But how do you do that? <\/em>ChartMogul combines lead, trial, opportunity, and subscription data together in a single system. ChartMogul CRM gives your sales team a clear overview of their pipeline and helps you track progress toward sales targets. At the same time, ChartMogul Subscription Analytics can break down metrics like monthly recurring revenue (MRR)<\/a> and customer lifetime value (LTV)<\/a>, showing how each customer or cohort performs post-sale.<\/p>\n\n\n\n Once you\u2019ve selected your sales KPIs, you can set them as targets directly from your ChartMogul dashboard. From there, you\u2019ll be able to easily track your progress toward those targets by clicking the “Target” button.<\/p>\n\n\n\n Hiring your first salesperson at a startup is a big step\u2014you\u2019ll ask this person for a lot. They\u2019ll need to represent your product, be the voice of your customer, and juggle sales targets without a lot of well-defined sales resources. That means your first two sales hires should be credible go-getters that are comfortable working towards ambitious goals while operating in an environment of uncertainty.<\/p>\n\n\n\n When you\u2019re no longer able to manage sales yourself, it is ideal to hire two salespeople. The logic here is that (1) if you hire one you\u2019ll be unsure of what constitutes good and (2) you\u2019ll have some redundancy if a hire doesn\u2019t work out.<\/p>\n\n\n\n For most SaaS companies, it is prudent to hire salespeople who have worked similar deal sizes and sales cycle lengths. <\/p>\n\n\n\n Following a structured recruitment process, will help you make an objective decision and avoid the feeling of \u2018being sold to\u2019 during an interview. Begin by evaluating what you need in a sales rep. Define the core skills and knowledge that will ensure success. <\/p>\n\n\n\n Here is a sample list of characteristics we evaluate during our AE hiring process:<\/p>\n\n\n\n It\u2019s possible that you find a candidate that you\u2019re ready to hire, but who does not excel at every targeted competency. With a structured interviewing process like this, you can identify areas of potential concern and proactively work them into your onboarding and management strategy. <\/em><\/p>\n\n\n\n Be upfront about what the role has to offer and try to clearly articulate what constitutes success. Sales is a profit center and needs to be producing relatively consistent results from one quarter to the next.<\/p>\n\n\n\n At some point, you will no longer have the knowledge, skills, or time required to coach your initial sales team. And so you\u2019ll likely hire a sales manager. This person should have a clear understanding of your go-to-market motion and your ambitions for the business. Their primary responsibilities are to the leadership team and the business\u2014not to their reps.<\/p>\n\n\n\n They should be focused on setting up the right infrastructure and playbooks to hit ARR growth targets in a sustainable way.<\/p>\n\n\n\n SaaS businesses have a different approach to sales, depending on its maturity.<\/p>\n\n\n\n Founder-led sales in SaaS startups can be both exciting and challenging. As a founder, you’re likely passionate about your product and know it inside out, which makes you the perfect person to sell it early on. But it\u2019s tough because selling isn\u2019t just about explaining features\u2014it\u2019s about understanding the customer\u2019s needs, handling objections, and navigating rejection, all while juggling a hundred other priorities. <\/p>\n\n\n\n It\u2019s hard to stay consistent with sales when you\u2019re also focused on fundraising, building the product, and growing the team. Plus, founders often lack formal sales training, which means learning on the job, making mistakes, and refining the pitch as they go. It\u2019s a rewarding but intense phase that helps shape the company’s early growth.<\/p>\n\n\n\n Hiring your first salesperson at a startup is a big step\u2014it\u2019s like passing the torch on something deeply personal. This person will be the voice of your product, so finding someone who aligns with your vision is key. But it\u2019s tricky because you\u2019re often hiring before you\u2019ve nailed a repeatable sales process. You need someone scrappy, adaptable, and willing to experiment, not just someone who thrives in established playbooks. Cultural fit matters too\u2014they should share your passion for the mission and be ready to wear many hats. <\/p>\n\n\n\n Most importantly, this hire isn\u2019t just about closing deals; they\u2019ll help you shape the foundation of your sales strategy, so choose someone who\u2019s as excited about building as they are about selling.<\/p>\n\n\n\n Growing SaaS sales teams at a startup is all about finding balance\u2014scaling fast enough to meet demand but not so fast that you lose focus. Early on, you need a mix of builders and closers: people who can sell but also help refine your processes and tools. It\u2019s a challenge because every new hire changes the team dynamic, and culture can evolve quickly if you\u2019re not intentional about preserving it. Training is key too; you\u2019re likely still tweaking your pitch and value propositions, so you need to make sure everyone\u2019s aligned. <\/p>\n\n\n\n As the team grows, it\u2019s also crucial to establish clear roles, goals, and accountability. The ultimate goal is to create a repeatable, scalable sales engine\u2014but in the meantime, it\u2019s a lot of experimentation, feedback loops, and learning as you go.<\/p>\n\n\n\n Sales management is categorically different from managing other disciplines within the business. This is in large part because as much as 100% (but more typically 40-50%) of sales team compensation is based on performance. Sales is a volatile high-performance sport and requires quite a bit of mental fortitude. <\/p>\n\n\n\n Managing salespeople requires a balance of empathy and steeliness. So what should you keep in mind when managing a sales team?<\/p>\n\n\n\n Encouraging teamwork while maintaining healthy competition.<\/p>\n\n\n\n A SaaS sales process usually involves identifying target customers, qualifying leads, conducting product demos, handling objections, and closing deals. Startups often iterate on this process as they learn more about their market and customers, so flexibility and experimentation are key early on.<\/p>\n\n\n\n You should consider hiring your first sales rep when you\u2019ve validated your product-market fit and have a rough idea of your ideal customer profile and sales process. A good sales rep at this stage should be adaptable, able to refine your sales approach, and comfortable working with minimal structure. Your SaaS sales reps need to prioritize tasks, follow up with leads, and keep track of their progress through the sales funnel.<\/p>\n\n\n\n\n","protected":false},"excerpt":{"rendered":" You\u2019ve built an amazing product\u2014something you\u2019re genuinely proud of. But now comes the part that can feel a little overwhelming: selling it. For many founders, it\u2019s not just about convincing others\u2014it\u2019s stepping into a whole new role, figuring out what works, and hearing \u201cno\u201d more than you\u2019d like. It\u2019s challenging, no doubt, but it\u2019s also …<\/p>\n","protected":false},"author":28,"featured_media":22253,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[12],"tags":[25,324,21,67],"class_list":["post-22241","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-gtm","tag-chartmogul","tag-plg","tag-saas","tag-sales"],"yoast_head":"\n2. High-touch sales models<\/strong><\/h3>\n\n\n\n
Transactional sales model<\/strong><\/h4>\n\n\n\n
Enterprise sales model <\/strong><\/h4>\n\n\n\n
<\/figcaption><\/figure>\n\n\n\nBefore you start selling<\/strong><\/h2>\n\n\n\n
Ideal customer profile (ICP) <\/h4>\n\n\n\n
Buyer personas<\/h4>\n\n\n\n
Clear value proposition<\/h4>\n\n\n\n
The beginnings of a sales playbook<\/h4>\n\n\n\n
CRM and tools<\/h4>\n\n\n\n
Metrics and KPIs<\/h4>\n\n\n\n
A typical SaaS sales process<\/strong><\/strong><\/h2>\n\n\n\n
1. Prospecting <\/strong><\/h3>\n\n\n\n
2. Discovery<\/strong><\/h3>\n\n\n\n
What does “Qualified\u201d really mean for your team?<\/h4>\n\n\n\n
3. Evaluation<\/strong><\/h3>\n\n\n\n
Discovery call<\/h4>\n\n\n\n
\n
<\/figure>\n\n\n\nCrimes of Discovery<\/h4>\n\n\n\n
\n
Product demo<\/h4>\n\n\n\n
4. Closing<\/h3>\n\n\n\n
5. Onboarding<\/h3>\n\n\n\n
<\/figure>\n\n\n\nWhere do sales and revenue operations fit in all this?<\/strong><\/h2>\n\n\n\n
\n
\n
Setting SaaS sales targets<\/strong><\/h2>\n\n\n\n
What\u2019s that about?<\/em><\/h4>\n\n\n\n
<\/a>💡 How to align sales and revenue tracking<\/strong><\/h4>\n\n\n\n
All things considered, here are a few examples of SaaS sales metrics to watch:<\/strong><\/h4>\n\n\n\n
\n
<\/figure>\n\n\n\nHiring sales people<\/h2>\n\n\n\n
\n
On scaling the team<\/h3>\n\n\n\n
What makes a great SaaS salesperson<\/h3>\n\n\n\n
Founder-led sales<\/strong><\/h4>\n\n\n\n
Hiring your first salesperson<\/strong><\/h4>\n\n\n\n
Growing a sales team<\/strong><\/h4>\n\n\n\n
Sales management<\/h3>\n\n\n\n
\n
FAQ: SaaS Sales in Startups<\/strong><\/h3>\n\n\n\n
What is a typical SaaS sales process for startups?<\/h5>\n\n\n\n
When should a SaaS startup hire its first sales rep?<\/h5>\n\n\n\n