Salesmanship: More Than Just a Transaction

When I think about sales in a startup context, I view it as reaching out and building relationships. It's important to note that we aren't always selling a product or service. Sometimes, it's about convincing others to support our ideas or visions.

In my previous startup, I held the title of Chief Pitching Officer. My role was to secure funding, which was essentially a sales job, albeit with a different audience—angel investors, venture capitalists, and family offices. I wasn't just pitching; I was selling the potential of our startup, negotiating equity for cash.

To close these deals, I needed to establish a consensus quickly, whether in 20, 45, or 60 minutes. The pressure to convert interest into financial backing was intense. My success depended on my ability to communicate clearly and effectively.

Everyone in the Startup Needs to Sell

In a small startup, everyone must take on the responsibility of securing business partnerships and pitching to clients. With limited personnel, it's vital that each member contributes to these efforts.

While it's true that a polished product is essential for sales, even the best offerings require a concerted sales effort to promote them through demonstrations, webinars, and pilot programs. Our sales approach needed to be adaptable and innovative to resonate with diverse audiences.

For instance, one of my tech colleagues could conduct a product demonstration in both ten and sixty minutes, covering all key features. Meanwhile, our branding expert could effectively present our partnership needs in various timeframes, depending on the audience.

The Formation of Our 4-Man Sales Battalion

From the outset, we recognized the scale of our tasks. We created a priority list and focused on four key areas:

1. Investor Pitching - To secure funding for the next several years.
2. Business Partnerships - To leverage the networks of our partners.
3. Product Demonstrations - To showcase our software through various formats.
4. Customer Sales - To secure both short and long-term contracts.

Initially, each team member handled one focus area, but life’s unpredictability intervened. When one partner had to bow out of a pitch due to a family emergency, I stepped in and realized the importance of cross-training.

Eventually, we adapted our strategy so that every member covered two areas. This pushed my tech colleague outside his comfort zone, as he was more fluent in programming languages than human interaction. Yet, we persevered.

As time passed, we became less rigid in our sales approaches. We tailored our narratives to fit the time constraints of our audiences, learning to communicate effectively with various decision-makers, from Chief Information Officers to Chief Financial Officers. We discovered that financial literacy was key to engaging CFOs, prompting us to refine our pitches accordingly.

Conclusion: The Value of Sales in Startups

Establishing a sales organization within our small startup was crucial for attracting investors, clients, and partners. Convincing non-sales individuals to embrace this mindset wasn't easy. My tech colleague was convinced that a perfect product would sell itself, but it took two months to change his perspective.

Ultimately, embracing salesmanship has allowed us to promote our startup and product organically in every situation we encountered.

About the Author:

Feel free to connect with me on LinkedIn and Twitter!