David Cummings on Startups

Blog

  • More Benefits of Daily Check-ins

    As you might know, I’m a big fan of daily check-ins. After spending some more time doing them (we’ve been doing them for 16 months with the leadership team), I’ve realized there are several additional benefits I didn’t consider before. Here are some more benefits that come to mind:

    • Having everyone stand up and talk in front of their colleagues gets the energy level up
    • Since it is at the start of the day, everyone says hello or good morning, helping promote the team camaraderie
    • As you’ve already talked with your team that morning, if an issue comes up later in the day related to one of your priorities, it doesn’t take as much time to get them up to speed on something you need help with

    I highly recommend doing daily check-ins across your company.

  • Two Tiered Sales Process

    We recently hired several new sales people to start building a two tiered sales process. With this approach, tier 1 reps are responsible for setting appointments for the tier 2 reps who help the buyer through the sales process and close the deal. Phil Hill, previously of Vocalocity, is a big advocate of this approach, and convinced me we need to start down this path several months ago.

    I’ve been blown away by the results.

    There’s so much latent demand that is left dormant when cold-to-close reps chase the most promising opportunities. Inevitably, when things get busy, prospecting to load the top of the funnel gets neglected. I’m a big believer in playing to someone’s strengths and not trying to shore up their weaknesses. A two tiered sales process allows for specialization and focus on what reps do well, resulting in better results.

    Note: My experience with this is for selling software that is $10,000 – $70,000 over the phone and web with all inside reps.

  • Quarterly Product Themes

    One of things we do is have quarterly themes for our products. Themes are a good way to keep everyone focused on the big picture direction for a period of time. Our products’ themes for this quarter include:

    • Ease of use
    • Connecting the dots
    • Go live

    I’d recommend having one theme per product per quarter. Set the theme and then do your best to rally your team around it.

  • Sales Training Workshop Topics

    We’re adding weekly sales training workshops to our training program. They work the same as our manager training where we each come up with a few topics we’d like to discuss, write them all down, and then pick two each week to do experience sharing around.  Here are the topics we came up with:

    • Getting around gatekeepers
    • Voicemail best practices
    • Communication timelines
    • Pre-call strategies
    • Overcoming killer objections
    • Questions for pain points
    • Time of day call strategies
    • Call to appointments goal ratios
    • Prospect qualifying
    • Augmenting prospect info (e.g. LinkedIn)
    • Establishing rapport over the phone
    • Customer engagement during GoToMeeting
    • Cold calling strategies
    • Emailing strategies
    • Creating a sense of urgency
    • Strategies for determining the best prospects to target
    • Negotiation strategies
    • After losing a deal strategies
    • Too small of a budget
    • Sales role with marketing
    • Tier one sales rep. feedback loop
    • Demo preparation

  • Manager Training Discussion Topics

    We just started a new weekly training and workshops program for the managers in the my company. As part of it, we had everyone come up with a few topics they’d be interested in discussing in future meetings. Here are the topics we’ll be discussing using the Gestalt Psychology experience sharing methodology:

    • Constructive criticism
    • Effective coaching to maximize strengths
    • Rivalries and motivation
    • Policy and procedure changes
    • Big rocks and prioritization
    • Dealing with underperforming team members
    • Effective delegation
    • New team member training
    • Determining employee effectiveness and effort
    • Frequency of communication
    • Best practices for departmental meetings
    • Dealing with inconsistent department workloads
    • Visibility into development cycles
    • Friend vs manager balance
    • Balance between micro-management and being hands-off
    • Dealing with missed timelines
    • Working with problem employees
    • Decision making without concensus
    • Delegating undesireable work
    • Strategies for minimizing overlapping work
    • Managing employees with inter-departmental responsibilities
    • Improving attitudes towards problem customers
    • Manaing people with skillsets you don’t have (e.g. programmers)

  • Sales Commissions for Subscription Services

    I was talking to a very successful entrepreneur a few days ago about sales rep compensation plans. In his model, they sell an annual subscription for several thousand dollars to their service. What I really liked about it was that quota was done on a monthly basis whereby no commission was paid at all until 60% of quota was reached for that month.

    After 60% was reached, commission was paid on all previous deals and more sweetners were added when additional percentages of quota were reached. The result was that sales reps worked hard and that there was a spike in deals at the end of each month, when the reps could make the most money.

  • Don’t Add Too Many Features Before Customer Input

    This has come up two times in the past couple weeks making it worthy of a blog post: don’t add too many features to your produt before soliciting customer input. In fact, in some cases, you should sell your prospects on the idea of a new feature and/or product just to get their feedback to see if it is the right direction to go. 

    As a rule of thumb, you should be able to build and launch your web application in three months tops. If it takes longer than that, you’re making it too complicated. We made that mistake with one of our products and are now spending hundreds of hours refactoring the back-end and actually removing some features from the product. Don’t let it happen to you.

  • Crowdsourcing Creative

    For one of my latest projects, I decided to try and see how cheaply I could get a really nice logo and web design done for Shotput Ventures. Here’s what I did:

    Of course, it is powered by the eCrowds Community Management system and Pardot Marketing Automation system, but that’s a different topic.

    I think the site and logo turned out pretty nice for under $1,500.

  • How to Get Value from Twitter

    I’ve been enjoying Twitter more and more over the past two months, once I made the resolution to participate and understand it. Here’s my recommendation for getting value from Twitter:

    • Use TweetDeck or a similar tool to participate
    • Add searches in TweetDeck,  or use search.twitter.com, to monitor your company name, product names, community issues, etc as well as follow people that are talking about things you care about
    • Don’t try to read everything everyone says that you follow — jump in and join the conversation when you have time
    • Think of Twitter as an asynchronous instant messaging conversation with the world (never default to making all tweets private)

    Good luck with Twitter and try it for a full month to fully appreciate it.

  • The Buzz of Daily Check-ins

    For 2009 we started a new strategy of daily check-ins from the bottom up every day in the office. This means that every department does a scrum-like daily check-in answering the following questions while standing in under 10 minutes:

    • What did you accomplish yesterday?
    • What are you going to do today?
    • Do you have any roadblocks?

    Then, the department leader asks if there are any ideas for improvements as well as any heroes to recognize for outstanding work. We do this every single day! People that telecommute (we have a one day a week telecommute policy for everyone) dial in to a conference number.

    This is a bottom up daily check-in as everyone does at least one and up to three of these in a row in the morning. It works as follows:

    • 9:30 – Managers with direct reports
    • 9:40 – Managers of managers
    • 9:50 – Leadership team

    This way, any issues are immediately propagated across the organization and can be worked through by the leadership team within 20 minutes of finding it out.

    There’s an awesome buzz of noise every morning when this takes place. I’m a big fan of it.