Published on November 8, 2014
What I Learned Scaling from 2-80 Salespeople in Under a Year - Sam Blond
Sales Hacker Conference San Francisco - November 6, 2014
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1. How we grew from 2 to 80 reps in under a year (and the lessons we learned along the way)
2. Agenda - Overview of Zenefits and 2014 Growth - Recruiting - Quotas and Compensation - Controlling Cycle Times - Specialization & Sales Development - Training - Org Structure & Promoting - Q&A
3. So, what is Zenefits?
4. Payrol l Health Insurance Employee Onboardin g 401(k ) Commute r And much more :)
5. Growth Overview - Started Jan 1, 2014 with 20 employees; 2 in sales - Currently 400 employees; 60 closing reps; 55 SDR’s - Will finish 2014 with 80 closing reps; 70 SDR’s
6. Recruiting - What to look for in a rep? - When is it time to hire a VP of Sales? - What should that VP bring to the table? - Outside recruiters (we use several: Betts, Lions, RJR, Premier) - When is it time to hire an internal recruiter?
7. Quotas and Compensation - Quotas should be challenging, but attainable - I like 70% or more of reps hitting quota - You get what you pay for - Pay for performance, not attendance - You want to create a reputation of paying above market – this will help tremendously with recruiting
8. Controlling Cycle Times - Why is this important? - The role of discounting - Get creative - Don’t back down
9. Specialization & Sales Development - Specialization allow reps to be more efficient - If the margins support specialization, do it. If not, get creative to find an alternative solution - Sales Dev should roll up into Marketing - Specialization can go beyond Sales Dev and closing reps
10. Training - Hire strategically; you should not be spending time training reps on how to sell - You can wing it for a while, but only up to about 10 reps - When you are hiring more than 2 reps/month, hire them in classes - Over-invest in training as soon as you are hiring in classes - Hire someone dedicated to run training and enablement - Make culture a priority and include it in training
11. Org Structure & Promoting - Each closing rep manager should have 8-10 direct reports. SDR managers can handle a bit more - Keep the org structure simple - Promote from within if it’s the best option, but don’t force it - Be careful not to set unrealistic expectations around promoting
12. Q&A Thank you. Sam Blond [email protected]