Article Competition Sales 
Both Sides of the Table
NOVEMBER 2, 2010
This is part of a series on sales & marketing. The original post of this article on appeared on GigaOm in a more concise version here. I previously covered how early phase sales teams should be “evangelical&# and consultative in nature. More experienced sales leaders seldom compete on price.
Both Sides of the Table
FEBRUARY 5, 2011
This article originally appeared on TechCrunch. Specifically what is often not in the DNA of founders are sales skills. The result is a lack of knowledge of the process and of sales people themselves. I had never had any sales training so everything we did for the first couple of years was instinctual. Here are mine.
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Both Sides of the Table
OCTOBER 31, 2010
This article was originally posted in a much more concise version over GigaOm if you prefer the shorter version. This is part of my ongoing Sales & Marketing Series. The next few posts are going to talk about scaling your sales operations as you move out of the evangelical phase.
Both Sides of the Table
MARCH 31, 2012
Jeff (also an HBS alum) co-teaches the LTV course with Professor Eisenmann about a student of theirs who had written a blog post about sales taking on some of my previous assertions. That student is Erin McCann who formerly worked in sales at Google, so she has some ground to stand on in her assertions.
Both Sides of the Table
JULY 21, 2014
It’s when the noise stops and you can actually get customer attention, press articles and VC meetings. Have sales bonus plans based on more than just sales targets. These can’t be the main event – sales are sales after all – but can help shape good behavior. Sales Startup Lessons'
Both Sides of the Table
DECEMBER 27, 2011
I find it amusing when a journalist writes an article about a prominent startup (either privately held or preparing for an IPO) and decries that, “They’re not even profitable!” The most obvious way to explain this is with sales people. “COGS” represents the amount that each sale costs you.
Both Sides of the Table
NOVEMBER 3, 2010
The path I went down after a few years was to hire more process driven people and devolved more daily operational ownership to people running individual functions such as product management, sales management, finance, etc. One of the most obvious places where you see this is in sales & marketing. Ditto the CFO. I was the laggard.
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