ON USER ONBOARDING — STEP 7: INTEGRATING “SALES COACHES”
Selling Smoothly: How Sales Enhances User Onboarding
PQLs, SQLs, and the Art of Sales-Backed Onboarding Success
The 7 steps approach to user onboarding
Step 0: From First Moments to Lasting Engagement
Step 2: Understanding the users
Step 3: Defining success and its milestones
Enhancing user onboarding: The power of sales assistance
User onboarding is a critical phase in the journey of any product or service. It’s the moment when a potential user transitions into an active customer. Traditionally, the focus of this phase has been on teaching users how to use a product or service effectively. However, a new paradigm is emerging — one that places customer needs and goals at the forefront, rather than just pushing products or services.
The days of one-size-fits-all user onboarding are behind us. Sales-assisted onboarding represents a paradigm shift towards a more customer-centric approach, focusing on solving problems and achieving goals. Understanding when and how to employ this strategy is crucial for modern businesses aiming to enhance their onboarding experiences and drive growth. Sales-assisted onboarding is not about selling a product; it’s about guiding customers toward solutions and success.
The importance of good sales practices
Before we dive into the world of sales-assisted user onboarding, it’s crucial to address the elephant in the room — negative sales experiences. We’ve all encountered the stereotypical pushy salesperson who seems more interested in closing a deal than in understanding our needs. Such experiences leave a lasting impression, often for the worse. Therefore, as we venture into sales-assisted onboarding, we must recognize the importance of ethical and customer-centric sales practices. The aim is not to push products onto users but to genuinely help them find solutions and achieve their goals.
The impact of sales on onboarding
Sales-assisted onboarding is gaining momentum for a good reason — it works as it can boost conversion rates compared to the conventional low-touch, product-led method. The presence of a sales team during onboarding can make a world of difference in user adoption and retention. Even companies known for their product-led approaches are acknowledging the value of sales assistance, especially for certain deals.
Sales and onboarding can collaborate synergistically to create a superior user experience
Navigating onboarding approaches: Sales-Led, Product-Led, and Sales-Assisted
User onboarding is not a one-size-fits-all process. Different products, target customers, and markets with different onboarding approaches. The three primary onboarding approaches are:
- Sales-Led onboarding: This approach is ideal when your product carries a high annual contract value (typically exceeding $100,000) and involves a complex buying process with multiple stakeholders and a lengthy sales cycle. Companies like Cisco and Marketo excel in this high-touch, sales-driven method.
- Sales-Assisted onboarding: In cases where the annual contract value ranges from $2,000 to over $100,000, a hybrid approach combining sales and product-led elements can be optimal. The choice here depends on the complexity of the buying process, which can vary from straightforward self-checkouts to intricate, multi-week sales interactions.
- Product-Led onboarding: For products with a low annual contract value, where users can easily self-checkout, a low-touch, product-led approach, like that employed by Netflix, proves highly effective.
Choosing the right approach
The path to selecting the right onboarding approach is a deliberate one, guided by a set of discerning factors and critical elements including:
- Nature of your product: The inherent nature of your product plays a significant role in determining where it fits on the onboarding continuum. Some products are inherently complex, requiring detailed explanations, and personalized guidance to unlock their full potential. Conversely, simpler products may be self-explanatory, making them suitable for a more hands-off approach. i) Highly complex products: For products laden with intricate features, configurations, or integrations, a high-touch approach may be necessary. Here, guided tours, interactive tutorials, and direct assistance from onboarding specialists are invaluable. ii) Straightforward products: If your product is intuitive and user-friendly, a self-serve, product-led approach may suffice. Users can explore and adopt these products with minimal intervention.
- Pricing structure: Your pricing model also influences your position on the onboarding continuum. The way you charge for your product can significantly impact the level of assistance users expect during onboarding. i) High-Value, High-Price: Products commanding a premium price tag often come with high expectations for personalized assistance and guidance. Customers investing substantial resources expect a level of concierge service to justify their spending. ii) Low-Cost, Self-Serve: In contrast, products offered at a lower price point are expected to be more self-explanatory. Customers purchasing these products are often more inclined to explore and learn independently.
- Buying process complexity: The nature of your product’s buying process plays a pivotal role. Some products require a straightforward purchase, while others necessitate a more intricate procurement journey. i) Complex purchasing journey: If your product entails a multi-step, multi-stakeholder buying process with substantial financial commitments, a high-touch, sales-assisted onboarding approach might be appropriate. Think of industries like enterprise software, where such complexity abounds. ii) Straightforward procurement: Conversely, products with a streamlined purchase process, such as software-as-a-service (SaaS) tools with self-checkout options, can align with a low-touch, product-led onboarding experience.
- Target market: The dynamics of your target market influence the onboarding approach. Factors like market maturity, user familiarity with your product category, and competition levels come into play. i) Emerging markets: In emerging markets, where your product or category may be relatively novel, a high-touch onboarding approach can be a trust-building mechanism. Guiding users through the initial stages can foster confidence and loyalty. ii) Mature markets: In mature markets where users are already acquainted with your product category, a self-serve approach may suffice. Savvy users prefer diving straight into the product, and excessive handholding can be counterproductive.
- Customer preferences: Ultimately, the preferences of your user base are the compass guiding your onboarding approach. Conducting user research and soliciting feedback can yield invaluable insights into the level of support your audience seeks. Demographic Variations: Different segments within your customer base may exhibit varying preferences. Tailoring your onboarding to cater to these unique preferences can significantly enhance the overall user experience.
The continuum of onboarding and the power of adaptation
The ability to move along the onboarding continuum, shifting your approach as needed, is a powerful tool in your user onboarding arsenal. It allows your business to adapt to changing circumstances, accommodate diverse user needs, and stay ahead of the competition.
For example, a product-led company, which traditionally emphasizes self-service, might choose to integrate a sales-assisted approach for specific scenarios. Perhaps they’re pursuing larger enterprise deals, where a personal touch is essential. By transitioning along the continuum, they can cater to a broader spectrum of users and revenue streams.
Conversely, a sales-led organization looking to explore new markets or serve smaller customers might venture into a more product-led approach. This shift can streamline onboarding processes, reduce costs, and create a frictionless experience for users who prefer a more hands-on introduction.
This adaptability ensures that you can meet the diverse needs of your users effectively, setting the stage for enhanced user satisfaction and long-term success.
The evolution of sales in B2B SaaS onboarding
Numerous successful SaaS companies are embracing what is known as a sales-assisted onboarding strategy. This transformation is particularly evident as these organizations set their sights on larger deal sizes. Even companies traditionally associated with the heralded approach of product-led growth (PLG), such as Slack, Dropbox, and Drift, are now acknowledging the indispensable value that sales assistance brings to the table in addressing the diverse needs of their customer base.
To comprehend the significance of this shift, one must understand the complex landscape of the B2B SaaS where competition is fierce, and user expectations are continually on the rise. While the PLG model — founded on the principles of self-service, intuitive interfaces, and minimal human intervention — has long been hailed as the gold standard, it isn’t a one-size-fits-all solution.
The change dynamics in the SaaS landscape are evident in two key aspects:
- Diverse customer base: SaaS companies cater to a vast and diverse clientele, ranging from startups and small businesses to colossal enterprises. Each segment possesses distinct needs, preferences, and levels of complexity in its adoption journey.
- Deal sizes: The financial aspect of SaaS deals varies dramatically. Some customers seek straightforward, low-cost solutions, while others engage in high-value, enterprise-level agreements.
Sales assistance, often regarded as a high-touch approach, brings a human element into the onboarding process. It’s the bridge that connects the intricacies of a product with the unique requirements of different user segments. This assistance isn’t about pushing products but about facilitating solutions.
- Catering to complexity: In scenarios where a product is highly sophisticated, necessitating a comprehensive understanding of its features and functionalities, sales personnel step in as guides. They streamline the onboarding process, offer personalized training, and ensure that users harness the full potential of the product. This level of engagement is particularly critical for B2B SaaS companies serving larger enterprises with intricate needs.
- Building trust: Sales-assisted onboarding isn’t solely about imparting knowledge; it’s about building trust. Enterprises, especially, seek assurance that their substantial investments will yield significant returns. Sales professionals provide reassurance, offering insights into how the product aligns with the client’s specific goals.
The growing consensus among successful SaaS companies is that onboarding isn’t a binary choice between self-service and high-touch; it’s a dynamic spectrum. In response to this, many have transitioned towards a hybrid onboarding approach. This allows them to serve a broader spectrum of clients, from small businesses that prefer autonomy to large enterprises demanding tailored solutions
The evolving role of sales in B2B SaaS onboarding is a testament to the industry’s adaptability and commitment to customer-centricity. Successful companies recognize that user onboarding isn’t a static process but a dynamic one. As they venture into the realm of larger deal sizes and more complex customer profiles, sales assistance emerges as a vital tool for success.
This evolution isn’t a rejection of the PLG model but an augmentation — an acknowledgment that, in the vast tapestry of the SaaS ecosystem, there’s room for both self-service simplicity and personalized human guidance. As the SaaS landscape continues to evolve, companies that embrace this nuanced approach are poised to thrive in an ever-changing marketplace.
How Sales elevates self-serve onboarding
Sales in the context of self-serve onboarding is far from obsolete. It serves as a guiding tool, directing users to the product’s value, expanding its influence within organizations, and smoothing complex buying processes.
While the role of salespeople has evolved, their ability to coach users, adapt product framing for diverse audiences, and leverage product engagement data has become increasingly critical. In the PLG era, sales isn’t about manipulation; it’s about providing support and ensuring users realize the full potential of the product.
Directing users to realize product value
When it comes to self-serve onboarding, where users are encouraged to independently explore a product, it’s easy to assume that everything is straightforward and intuitive. However, this is not always the case. Even products with seemingly simple interfaces can have hidden layers of complexity or undiscovered features that users might overlook. This is where the role of sales, acting more like “coaches,” becomes pivotal in directing users towards realizing the full value of the product. Here’s a more detailed exploration of this concept:
- Understanding user needs: i) In-depth analysis: Sales teams, now functioning as coaches, engage with users to gain a comprehensive understanding of their needs, goals, and pain points. They don’t jump directly into selling; instead, they initiate conversations to uncover the specific challenges users are facing. ii) Unveiling hidden benefits: By actively listening to users, these sales coaches can unveil the hidden benefits and features of the product that directly address the identified pain points. They emphasize how the product can provide practical solutions to real problems.
- Overcoming obstacles: i) Problem-solving approach: When users encounter roadblocks or challenges while using the product, sales coaches are readily available to assist. They adopt a problem-solving approach, working collaboratively with users to navigate hurdles. ii) Providing solutions: Rather than leaving users frustrated with unresolved issues, sales coaches step in to offer solutions. They may provide step-by-step guidance, share relevant resources, or connect users with the right support channels within the organization.
- Tailored guidance: i) Personalized support: Sales coaches recognize that each user’s journey is unique. They provide personalized guidance, tailoring their assistance to the user’s specific context and requirements. This personalized approach enhances the user experience. ii) Maximizing value: The primary objective of sales coaches is to ensure that users are not just using the product but are utilizing it to its full potential. They help users maximize the value they derive from the product by customizing its usage to their particular needs.
- Building user confidence: i) Empowering users: Sales coaches empower users with the knowledge and skills needed to navigate the product effectively. This empowerment boosts user confidence and encourages them to explore the product further. ii) User independence: The goal is not to create dependence on sales coaches but to equip users with the self-sufficiency to make the most of the product independently. Sales coaches serve as mentors, guiding users toward self-reliance.
- Monitoring progress and continuous engagement: Sales coaches maintain ongoing engagement with users, checking in to monitor their progress and address any evolving needs. This ensures that users remain on a path of continuous improvement and value realization.
- Ensuring user satisfaction and establishing a feedback loop: Sales coaches facilitate a feedback loop, encouraging users to share their thoughts, suggestions, and concerns. This feedback is invaluable in refining the product and the onboarding process.
The role of “sales-as-coaches” is not about pushing products but about guiding users to discover and harness the full value of the product. They act as knowledgeable companions on the user’s journey, assisting them in overcoming challenges, providing tailored guidance, and ensuring that users derive the maximum benefit from the product. This approach results in more satisfied and empowered users who are well-equipped to make the most of the product independently.
Facilitating product penetration within organizations
In self-serve onboarding, one common scenario is that early product adoption starts within a specific team or department of an organization. To foster wider product adoption within the same organization, sales teams, often operating as “Account Managers,” play a pivotal role. This strategy, commonly referred to as “land and expand,” entails selling additional product seats and features to different teams or departments. Here’s a more detailed look at how this process unfolds:
- Identifying Early Adopters: i) Team-Level Adoption: In many cases, the initial users of a product within an organization are a specific team or department that identifies the product’s value for their specific needs. ii) Organic Growth: Early adopters often organically discover the product, recognizing its potential to enhance their workflows or solve particular challenges.
- Transitioning to “Land and Expand:” i) Account Managers: Sales teams, often referred to as Account Managers in this context, take charge of transitioning from team-level adoption to organization-wide product penetration. ii) Strategic Approach: Rather than employing generic outreach methods, Account Managers engage in a more strategic approach. They aim to build deep connections with high-level decision-makers within the organization.
- Expanding within the organization: i) “Land and Expand” Strategy: The primary objective of Account Managers is to encourage additional teams and departments within the organization to adopt the product. They act as facilitators, making the transition to the product as seamless as possible. ii) Cross-selling and up-selling: Account Managers focus on selling additional seats or licenses and introducing more advanced features of the product to different teams. This can significantly increase the product’s footprint within the organization.
- Building trusted relationships: i) High-level engagement: Account Managers engage at the account level, not just at the user level. They establish themselves as trusted advisors who understand the organization’s unique needs. ii) Understanding the landscape: By deeply comprehending the organization’s structure, workflows, and objectives, Account Managers can tailor their approach to ensure that the product aligns with the broader goals of the organization.
- Overcoming barriers: i) Navigating Complexities: In larger organizations, the buying process can be intricate, involving security audits, procurement approvals, and custom Service Level Agreements (SLAs). Account Managers are equipped to navigate these complexities effectively. ii) Anticipating needs: Proactive product-led companies anticipate the potential roadblocks that users might face in the buying process. Account Managers are ready to reach out to users before they encounter these barriers, offering support and solutions.
- Fostering long-term partnerships: The role of Account Managers extends beyond making the sale. They are committed to fostering long-term partnerships with the organization. This includes post-sale support and ensuring that the product continues to meet evolving needs.
Conclusion:
The “land and expand” strategy, facilitated by sales teams acting as Account Managers, is a powerful approach to broaden product penetration within organizations. By strategically engaging with decision-makers, understanding organizational dynamics, and navigating complexities, Account Managers can effectively transition from team-level adoption to a comprehensive organization-wide embrace of the product. This approach not only increases the product’s reach but also builds lasting relationships that benefit both the organization and the product provider.
Guiding users in the buying process
In the complex landscape of mid-size and enterprise organizations, the sales-led onboarding approach plays a crucial role in guiding users through the intricate buying process. By recognizing potential barriers, proactively engaging with users, and offering consultative support, sales teams contribute to a positive and successful purchasing experience. This approach is not about pressure; it’s about being a helpful partner in the customer’s journey, ensuring that they have all the information and support needed to make informed decisions and achieve their desired outcomes.
- Addressing complexities in the buying process: i) Security audits: In many mid-size and enterprise organizations, ensuring the security and compliance of any new software or service is paramount. This often involves thorough security audits to assess the product’s safety and data protection measures. ii) Procurement approvals: The procurement process in larger organizations can be lengthy and involve multiple layers of approval. This includes budget sign-offs, legal reviews, and evaluations by procurement teams. iii) Customized service level agreements (SLAs): Enterprise customers often require tailored SLAs to meet their specific needs. Crafting these agreements involves a deep understanding of the customer’s expectations and the product’s capabilities.
- Recognizing the need for human interaction: i) User preferences: Some users within mid-size and enterprise organizations prefer human interaction during the buying process. They seek guidance, clarification, and reassurance from knowledgeable representatives. ii) Complex decision-making: Decision-making within large organizations is multifaceted and may involve various stakeholders. Sales-led onboarding acknowledges that each stakeholder may have unique concerns and requirements.
- Proactive sales engagement: i) Anticipating needs: Forward-thinking, product-led companies anticipate the potential roadblocks users might encounter during the buying process. They understand that proactive engagement can be the key to a successful transaction. ii) Supporting users: Sales teams don’t wait for users to schedule meetings or initiate contact. Instead, they are ready to reach out, answer questions, and provide support before users run into obstacles. This proactive approach ensures that users feel assisted and valued.
- Consultative and supportive approach: i) Not pressuring users: Sales-led onboarding is not about pressuring users into making a purchase. Instead, it’s a consultative and supportive process that puts users’ needs at the forefront. Sales teams aim to facilitate the buying journey, providing information and solutions where necessary. ii) Being helpful: Sales teams act as guides, helping users understand the product’s benefits, aligning it with their specific requirements, and finding solutions to any challenges that may arise. The focus is on assisting users in making informed decisions.
- Building trust and confidence: i) Establishing credibility: Sales-led onboarding is an opportunity to establish credibility and trust with users. Sales representatives demonstrate their expertise and commitment to helping users achieve their desired outcomes. ii) Ensuring a smooth transition: By offering personalized guidance and support, sales teams ensure a smooth transition from the evaluation phase to becoming a satisfied customer. This transition is critical for long-term success and customer retention.
The distinct role of a salesperson in a PLG organization
The sales function in a PLG environment operates differently from traditional sales models, including:
- Shifting from chasing leads to coaching users: In traditional sales, salespeople often need to explain and demonstrate a product’s value to prospects who may not fully understand their problem or the solution. In PLG, users have already shown interest in the product, potentially experienced its value, and even achieved their desired outcomes. Salespeople act more like coaches, guiding users to consistently achieve positive outcomes and overcome challenges.
- Framing the product for different audiences: Sales in a PLG model involves framing the product’s value differently for end-users and executives. End-users may value the product for its time-saving features and job-improvement capabilities, while executives focus on the expected return on investment. Salespeople must pivot between these frames of reference swiftly, understanding the pain points and opportunities for different stakeholders.
- Leveraging product engagement data: In traditional sales, leads are typically qualified based on interactions with marketing materials or company fit. In PLG, product engagement data plays a crucial role. Users become “Product Qualified Leads” (PQLs) when they achieve meaningful value. Sales qualification follows, aided by data-driven insights into user behavior. This approach ensures that sales engage with users who are already deeply involved with the product.
Unlocking onboarding success with PQLs and SQLs
In today’s dynamic business landscape, mastering the art of product-led sales is imperative for companies seeking sustainable growth. Central to this strategy are two key concepts:
- Product-Qualified Leads (PQLs), and
- Sales-Qualified Leads (SQLs)
To harness the full potential of these leads, it’s essential to understand their significance, how to define them, and how they can shape your product-led sales journey.
The essence of PQLs
- Engaging with the product: PQLs are users who have actively interacted with your product, transcending the realm of initial curiosity. They have explored your product’s features and functionalities, indicating a genuine interest.
- Transition to consultative sales: PQLs play a pivotal role in a consultative sales process. These users have reached a point where they are ready for more profound conversations about your product. They are valuable prospects, poised for engagement with your sales team.
- Evolving qualification criteria: Traditionally, lead qualification relied on marketing activities or firmographic attributes. However, in the era of product-led growth, the most direct indicator of interest is user engagement with the product.
- Enhanced sales conversations: The generation of PQLs translates to more enriching and consultative conversations for your sales team. These interactions revolve around the value your product offers and how it aligns with the user’s specific needs, fostering a deeper connection.
Crafting your PQL framework
- Measuring product engagement: PQLs are identified by measuring a user’s level of engagement with your product. This measurement encompasses factors such as activation and ongoing interaction.
- Activation milestones: Has the user completed the initial onboarding process? If not, how far along are they in this crucial journey toward becoming a fully engaged user?
- Engagement Metrics: Gauge how frequently users are interacting with your product, especially focusing on their engagement with core features.
- Defining PQL Criteria: For your SaaS business, it’s imperative to establish precise criteria that delineate what constitutes a PQL. This clarity ensures a streamlined qualification process.
Segmentation by engagement
- Segmenting based on engagement: Divide your user base into segments based on their product engagement levels. This segmentation facilitates the identification of where users stand in the qualification process.
- Users meeting PQL criteria: These are users who have satisfied the defined criteria for becoming PQLs.
- Progressing toward PQL status: Identify users who are making strides toward fulfilling PQL criteria but haven’t yet met all the requirements.
The Transition to SQLs
- Discerning the right engagement: Not every PQL is an ideal fit for immediate sales engagement. It is essential to channel your resources toward PQLs who align seamlessly with your ideal customer profile.
- Crafting the ideal customer profile (ICP): Define a comprehensive set of attributes that an account should possess to achieve success with your product. These attributes can encompass aspects such as company size, industry, annual revenue, employee headcount, budget, geography, technology stack, and more.
Identifying SQLs
- The two components of SQLs: SQLs are an elite subset of PQLs who have not only engaged significantly with your product but also perfectly match your ideal customer profile.
- Engagement with the product: SQLs have demonstrated a clear interest and potential need through their substantial engagement with your product.
- Alignment with the ideal customer profile: These leads fit seamlessly into your ideal customer profile, meeting the specific criteria you’ve meticulously defined.
The product-led qualification matrix
- High engagement and ideal fit: Users who exhibit high product engagement and align perfectly with your ideal customer profile are SQLs. They are primed for sales engagement.
- High engagement but not an exact fit: While these users engage extensively with your product, they may not precisely match your ideal customer profile. Offer them support, but reserve sales engagement unless they initiate contact.
- Low engagement but an ideal fit: Users fitting your ideal customer profile but engaging less with the product are known as the “heartbreakers.” Nurture these users and provide support if they reach out.
- Low engagement and not an ideal fit: Users with low engagement levels who also don’t align with your ideal customer profile can be prioritized.
By focusing your onboarding and sales efforts on SQLs, you ensure that your sales team’s time and resources are strategically invested in prospects most likely to convert into satisfied customers. This approach streamlines the sales process, maximizes efficiency, and heightens the probability of triumph within the product-led sales model — a winning strategy for businesses in today’s dynamic landscape
Navigating sales outreach in a Product-Led Growth model
Mastering the art of sales outreach within a product-led growth model is a complex yet essential endeavor. Striking the balance between timely engagement and respecting user autonomy is a delicate task. By understanding when to reach out and how to provide value, businesses can create meaningful and lasting relationships with their customers.
In the digital era, where automation and self-service play significant roles, the human touch remains indispensable for driving growth and fostering loyalty. Just like Apple’s in-store experience, where customers feel valued and supported, sales outreach in a PLG model can make all the difference in the world of business.
Sales Outreach in a PLG Model: Hand-raisers
Picture a scenario where a user is navigating your product, signing up, exploring various features, and occasionally running into queries or challenges. These users are the “hand-raisers.” They are proactive in seeking help and guidance, often indicating a strong interest in your product’s potential to address their needs. They might reach out by filling out contact forms, initiating in-app chats, requesting specific features, or even sending direct emails.
- Approaching sales as customer success: The key to effectively engaging hand-raisers is for your sales representatives to adopt a customer success mindset. They should function as coaches rather than traditional salespeople, working collaboratively with the customer to overcome obstacles and achieve their goals. In this approach, quotas take a back seat to deep product knowledge and an empathetic understanding of various user needs.
- Proactive campaigns — The art of timely engagement: In a PLG model, proactive campaigns form the second pillar of sales outreach. These campaigns can take various forms, from manual outreach to automated sequences, all designed to target existing users. The primary objective is to stimulate demand for paid or higher-tier plans, effectively monetizing the user base
- High-Value account focus: Proactive campaigns are not a scattergun approach. They are precision-guided efforts that concentrate on high-value accounts aligning with the ideal customer profile. This strategy is akin to selecting the ripest fruit from the tree — these users have demonstrated potential and are more likely to convert into long-term, satisfied customers.
Ideal moments for sales outreach
- After signing up — The initial touchpoint: One of the prime moments for sales outreach is immediately after a user signs up for your product. At this juncture, they’ve expressed a clear interest in what you offer. Sales can step in to assist users in setting up their accounts correctly, ensuring they harness the product’s full potential from the get-go. This could involve anything from guiding them through complex integrations to helping the account navigate a proof-of-concept, a crucial step for a broader company-wide rollout.
- Celebrating wins — Acknowledging milestones: Customers, whether individual users or entire organizations appreciate recognition for their achievements. When users reach significant milestones within your product, such as completing their first crucial task or configuring their accounts correctly, these are opportune moments for sales to offer further support.
- Guidance to the next level: In these instances, sales can play the role of mentors, guiding users to the next steps in their journey. It’s a consultative approach that showcases the sales team’s expertise and commitment to the customer’s success.
Top-Down engagement: The enterprise approach
For products targeting larger organizations, a top-down approach can be highly effective. When a substantial number of users from a single company sign up, it’s a signal that warrants sales engagement. The pitch should be tailored to address executive pain points directly, ideally offering personalized insights based on the usage behavior of existing users within that account.
Adding value to the product experience
In the realm of a Product-Led Growth (PLG) model, the role of sales teams goes beyond the conventional sales pitch. Instead, their primary mission is to enrich the overall product experience for users. In essence, sales becomes an integral part of the customer’s journey, acting as facilitators of value. This philosophy mirrors the customer-centric approach championed by industry giants like Apple, where experts are always at hand to answer queries, provide product education, and swiftly address any concerns.
At the heart of this approach is an unwavering commitment to putting the customer first. In a PLG model, sales representatives adopt the mindset of being enablers of customer success. Rather than focusing solely on closing deals or meeting sales quotas, their core objective is to ensure that every interaction the user has with the product is seamless, rewarding, and aligned with their specific needs.
Drawing inspiration from Apple’s renowned in-store experience provides valuable insights. When you walk into an Apple Store, you’re not greeted by pushy salespeople eager to sell you something you don’t need. Instead, you encounter friendly experts who are genuinely interested in helping you. They listen to your questions, provide expert guidance, and resolve issues promptly. This human touch adds immense value to the overall product experience.
In this value-driven approach, the overarching goal is to minimize friction in the user experience. Sales should never introduce unnecessary hurdles or complications. Instead, they should seamlessly integrate into the customer’s journey, providing assistance when needed and guidance that genuinely enhances the product’s utility.
In a PLG model, sales is not an isolated, transactional function; it’s a vital component of the user’s journey. By adopting a customer-centric mindset and drawing inspiration from customer-focused giants like Apple, sales teams can elevate the product experience. They become enablers of value, ensuring that each user interaction with the product is a positive and fulfilling one. This synergy between product-led growth and customer-centric sales paves the way for lasting customer relationships and sustained business growth
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