B2B goals and objectives

Untangling B2B Sales Goals – Lean Sales Start with Goals

Setting goals is something startups love to do.

We set aggressive revenue goals, customer acquisition goals, investment goals...

...but walk into a sales call?

Often it seems the only goal is to come out with a feeling of self-congratulation.

"It's going great! They really liked our pitch!"

That doesn't sound very lean and it certainly isn't lean sales (whatever that might be.)

When it comes to B2B sales, our ability to set concrete goals is lacking. Even when we make a concrete sales funnel, we often have a vague step called "Follow up" or "Get buy in."

This is a fundamentally bad practice.

(Shameless plug: I've been working with Sean K Murphy on combining some of our ideas on B2B sales and will be giving a first workshop on Jan 29: From Customer Interviews to Enterprise Sales)

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Prioritization of sales prospects

The 4 Types of B2B Customers

(This is a guest post by Kenny Nguyen, who has spent the last six years helping B2B companies with marketing and sales. He describes himself as a guy who "doesn't like sales, but you have to sell if you're going to help people." You can find Kenny on Twitter.)

It’s hard to keep tab of sales when we’re talking to one potential customer after another. B2B startups founders - with limited sales experience, myself included - have trouble with qualifying leads.

Every customer we talk to ends up being qualified customers somehow, someway.

As a consequence, focus ends up being diluted across way too many leads at the same time. B2B founders could benefit from having a fast and effective qualification process then talking to B2B customers. There are great tools out there to help manage pipelines, ask questions, flowcharts, and analyze potential sales top-down, but there isn’t much available to help qualify potential customers in a no-nonsense manner.

To cut to the chase, you can download the cheat sheet here:

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Qualitative vs. Quantitative

What Type of Lean Startup Experiment Should I Run?

How do we run lean startup experiments?

When I was studying marketing I had an arms length list of research techniques like conjoint analysis, surveys, and focus groups. After I read Four Steps to the Epiphany, there was only one: Get out of the building and talk to customers!

At LUXr, Janice Fraser introduced me to a whole new host of tools to gain insight such as hallway usability testing, contextual inquiry, and mental models.

Add this to lean startup standards like smoke tests and it's a pretty overwhelming.

Should we run a Pocket Test with Picnic in the Graveyard to follow up? Should we do a Wizard of Oz or a concierge approach? Would you like a lemon twist with that?

So what type of experiment should you run? And when?

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flux capacitor - a back to the future moment

The Future of Product Management and Lean UX

(This is a guest post by Rich Mironov, who coaches product executive and product management/owner teams. He wrote The Art of Product Management. You can find Rich on Twitter, LinkedIn or on his blog.)

I was at a recent Lean Startup Circle talk about the future of product management. It was a "back to the future" moment for me, hearing about the need for the strong strategic product management that predates Lean and Agile. A return to first principles, but with more build-measure-learn.

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cookie cutter lean startup

Templates Suck, Here’s Our Lean Startup Template

Every few weeks, someone asks me if there’s a lean startup template that they should use to define their experiments…and I say no.

I’m not a big fan of templates in the broad sense of a one size fits all template to define experiments regardless of the context.

I am a huge fan of having a repeatable process.

We (TriKro LLC & Lean Startup Circle) do use templates that work well for us. That doesn’t necessarily mean they’ll work well for someone else.

Templates are often a means of asserting order over the innovation process in order to measure team velocity in an overly stringent way before it’s appropriate or necessary to do so.

So in an effort to satisfy the requests and not give overly broad advice, here’s the template we use and why we designed it this way.

If you'd like to cut to the chase, you can download the template below. It's licensed under a Creative Commons Attribution-ShareAlike 4.0 International License so feel free to modify and hack to make your own.

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helpful customer discovery with Kevin Dewalt

Being Helpful – Interview with Kevin Dewalt

Kevin Dewalt (Founder of SoHelpful) is constantly helping startups 1-to-1. When he's not angel investing, playing golf or (allegedly) mangling the Chinese language in Beijing, he's always available to help out someone just getting started with lean startup. So I reached out to him to chat about his approach to early stage customer discovery...being helpful. You can find him on Twitter, LinkedIn, or his blog)

Q:  Your SoHelpful approach to early stage startup marketing is essentially, "stop marketing and start helping people 1-on-1." What makes you favor this route when every budding entrepreneur wants to put together a DropBox type demo video, post to HackerNews, and watch the signups?

These approaches are not working for the entrepreneurs I help, mentor, and invest in.

What I teach is based on what I do and what I see working for other startups. I wasn’t working with Drew when he did the DropBox “viral video MVP”, so I don’t actually know what is myth vs. truth. Drew himself probably doesn’t remember.

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The Disappointing Toaster

Killed by Expectations – Customer Development & UX

(This is a guest post by Dan Toma, Senior Innovation & Product Manager at Deutsche Telekom AG and author of the upcoming The Corporate Startup Book. You can find Dan on Twitter, LinkedIn or his blog.)

How much stress, anger and frustration can one simple malfunction or a minute delay in response cause? We experience expectation related frustration on a daily basis with the objects we interact with, the products that we purchase, and the services we acquire.

In order to consistently design better product, services, and experiences for their customers, there is one critical first step any entrepreneur needs to take: understand the customer’s needs better than the customer understands themselves.

Often times, we are disappointed by our peers, by particular experiences, by products that fail to deliver the job we hired them to do, or by services which, for one reason or another, don’t match out standards.

What do we do then?

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