foreign [Music] School. My name is Gustav, and I'm a group partner here at Y Combinator. Today, I'm going to talk about how to go from talking to users to getting your first customers. Here's what I plan to cover today: 1. What does it mean to do things that don't scale and why is this mindset so important at this stage of your company? 2. How to do sales. I'll make the argument that founders should be the ones doing sales in the beginning. Then we'll cover some sales funnel information and why it is so important to charge for your product. Finally, we'll learn how you work your way backwards from your goals and why that's important. I hope you've read this article or this essay. The most important essay ever written about the very early stage of startups is Do Things That Don't Scale by Paul Graham. Paul is the co-founder of Y Combinator. He published this essay about the early days of Airbnb. Airbnb is perhaps the best example of a successful YC company who

got their feet off the ground this way. Many Founders who never worked for a startup or an early-stage company incorrectly believe that all you need to succeed is a good product and growth will take care of itself. This is not the case. The truth is that a good product is very rarely built in isolation but together with your customers, and as a result, it's not actually that good when you show it to your first customers. Set this another way, startups don't take off by themselves. Startups take off because Founders make them take off, and you have to manually recruit your customers. It's not enough to push a button on an advertising Network. This is uncomfortable, and Founders continuously find many ways to avoid doing this. The most common way is believing that you can recruit people by just writing more code or doing more work on your machine or your robot or whatever you're building. I know this from my experience of YC that this actually doesn't work. So why am I talking about this right now? Learning the tactics of sales is just one side of

this uh of of this learning the most important side is just really realizing that it comes down to you. It's not just knowing exactly how to do sales in theory, but actually doing it and actually wanting to succeed. Another great visualization is what's called a startup curve. This was initially drawn by YC found program and then labeled by Trevor Blackwell. And you've probably seen this curve before. Most companies go through something like this. It's kind of like a timeline for startups. Here's how it goes: first, you launch. These days most companies don't launch on TechCrunch, but probably on product hunt or Hacker News or some other internet board. The launch energy that you get from this launch eventually starts wearing off as early adopters are looking out for something new. If you don't have instant high retention (nobody does for what you are building), then you'll enter the through of Sorrow. This can take a long time and many companies die during this stage. They just give up and don't move fast enough with testing new things. Some

startups don't move fast enough and release new improvements of their product. They'll listen to users and they improve. Many still don't get anywhere further and become victims of the crash of ineptitude. It's the founders to stay the course and don't give up that reaches the Wiggles of false hope and eventually the promised land of crack Market fit. The learnings we draw from the start curve is that every moment in the early days of startups, the founders are the ones that make the difference between success and failures. If you are in the wrong Market, it's the founders that switch to a new one, and if you don't know how to do sales, it's the founders who learn. So you have to really want it; otherwise, this won't work. All right, let's talk about sales and how to do sales. First, Founders should learn how to do sales. You should learn how to do sales because you'll need to learn to know your customer. Talking to customers and sales are effectively different sides of the same coin, and the same reasons Founders can't

understand what to build. They don't understand what the problem is. You don't know how to sell unless you know your customers. Learning how to do sales actually gives you full control of your destiny as a startup. Just like you can't outsource engineering, sales has to be part of the DNA of the founders. Sometimes you just have to learn it. As a result, you should not hire a sales team until you know how to do sales yourself. Only then will you know what good looks like. You also can't do sales if you practice bad, and you won't know if the product is bad unless you've had some effort in trying to sell it first. If you don't know how to sell, don't worry, you can learn. It's probably the easiest job to learn in a startup if you know the problem you're solving, if you know your product intimately, if you know the market. You are an expert in the eyes of the customer. They will want to hear what you have to say. Finally, a love for solving customer problems is really

infectious. If you're really passionate about solving this problem, they will be able to tell if you don't. Believe me, here are some examples of founders who took on the sales job and learned to get really good at it: Tony from DoorDash, Matild from Front, Tracy from PlanGrid, and Steve Jobs. Let's get straight into an example. So, these are the Brex founders, Pedro and Henrique. When Brex was in Y Combinator in the winter of 2017, they recruited the first 10 customers directly from the YC batch. June YC, you have the benefit of being around other startups, i.e., potential customers. The Brex founders asked themselves, What would the minimum product look like that they can build to be useful to other startups? And then they went straight into signing up those customers. The first version was very, very simple. Customers just had a virtual credit card, and Enrique from Brex actively onboarded every one of the customers himself. Of course, they could have waited until they

had a full-blown product a website a Mobile app all of those things, but they decided to get going when they have something that was really useful. This is how their first physical card looked like. This before they had this card they just had a virtual card. Rex reached out to the their YC batch and otherwise the companies, and this is the email that they sent. I'm just going to read a brief portion of it. Hey guys, we're opening up our beta for winter 17 batch friends with the 10 spots for beta users. 10 spot. This sounds like there's a limited spot so I should take actions. Brex is a corporate credit card focused on technology companies. That's me perfect. You're actually writing the email directly towards your customers. We don't require a personal guarantee. It can underwrite startups who just got started. This was the value prop most other alternatives to Brex did not have something like this. So how much does it cost? It's free. The merchants are paying us, so there's zero Annual fees. This.

seems like a no-brainer. I would argue that this email is probably a little bit too long, but it did work. So let's talk about how to write a great sales email. So first, it should be short. Max 6 to 8 sentences. The brexit sample on the previous slide is probably too long. It still worked, but probably too long. People don't have time to read long emails. If you're coming out of academia, your culture is going to be very different. You write very long emails, but in the world of sales, you want to get to the point and be brief as much as you can. Two, you want to make sure you have clear language. No jargon, no buzzwords. Just say exactly what you do and how it works. And then three, address the problem that the potential customer is having. Four, do not use any HTML formatting. Write your email in plain text only, like you would write it to a friend. Say you are the founder of the company who makes this product. Many people forget to do this. Describe why you and your team are

impressive include social proof and remember to show not tell. Don't say you're an expert. Don't say how many years that you have been an expert. If you're in the YC match, if you worked at impressive companies in the past, those are other piece of social proof that you can include. You won't include a couple of these ones so that the reader knows the source and even if they don't know you, gives assign you some authority. Six, you want to include a link to your website. The website needs to be simple. You have to have information about the product. The website should not have a lot of drawings or sort of like paid for graphics. You should just have screenshots from your product and bullets about what your product does. Sometimes it works to send a short video, a YouTube video that you can embed in the email that's very easy for the receiver to click on and view. And I've even seen people using gifs now. Those videos and those gifs need to get to the point right away because the.

receiver is kind of intimately familiar with the problem, but not really have time to watch two or three or four minutes of a potential solution, and then finally you want to include and ask for a call or a meeting or a self-serve, whether whatever is appropriate for your company, but there needs to be a call to action in the email that you're sending. All right, let's talk about the sales funnel. The concept of sales funnels is really quite easy. I think people get confused by the language the sales people are using, so I try to simplify it. Here on the left hand side, I call it the founder speak. On the right hand side, I call it the sales speak. These are not going to be perfectly mapping, but you get the idea. So first, you want to make a list of customers you plan to reach out to. In sales, it's called prospecting or lead generation. We'll just call it make it the list, and you can use Google spreadsheets or something like that to make this list. Then we want to send them

an email or a LinkedIn message, or add them on LinkedIn, or whatever is the appropriate way to contact these people. After that, you want to schedule and run a demo or a meeting from that response to the email. And then you want to talk pricing, and then finally close them as a customer. The last thing which you should not forget is after you've closed them, you still need to onboard them to make sure that they start using your product. If this is successful and you have good retention, that could lead to long-term revenue. If you forget the last step, then you will have lots of churn because people don't actually know how to use your product. And this is common with early products because they are not easy to onboard in the beginning. This is not something you spend a lot of time optimizing, so make sure that you do the onboarding as part of this process. If you go back to the Google spreadsheets that I'm making, that I'm putting in all the information, you should start simple, but you should have

Some columns of things that you're tracking so industry, uh, the company, the title, the name, the email, maybe the LinkedIn. This could be enough to start with. A lot of CRM software comes with these categories, so these columns. It's a pretty good idea to kind of use a simple CRM software, um, to kind of accomplish the same goal. But the key thing here is doing this work up front. And I've seen a lot of YC Founders that when they are getting to a thousand of these, they're like, Oh, this is a very simple task. I can actually outsource this. And I think that can work if you know exactly what it is you're outsourcing. Storing all this information is going to be helpful for you in the future. Now I made my list. I understand the sales funnel. So who should I be going after and how should I be prioritizing as I'm doing the outreach? Here's my most important advice when it comes to sales: Your first customers should be your easiest. This is not the time to bite off the hardest one.

focus on the easiest ones. What I mean by that is you should try to do sales, make the sales processes easy for you as you possibly can. Startups don't really have time to chase every lead. There's a lot of leads out there. You don't have to pick all of them. You really don't. You're so early, you can pick only the ones that are the most likely to close. The best way to do this, have a big pipeline where that means a lot of people that you're emailing are potential customers. And then as you're getting responses and you're getting to meetings, start prioritizing those who are the most likely to close. You can probably tell from their answers to your qualifying questions during the sales call. Avoid those who are moving slow and don't be afraid of letting customers go. Don't be afraid of letting customers go. What I mean by that is that if someone is dragging you along two or three calls, you can always be like, It's been great getting to know you, um, and I've learned a lot, but

um, we should talk again in six months. That's totally fine to say. Two, selling to people you know is going to be easy to selling to strangers, so you should take advantage of your network. Three, selling to startups is the easiest category, and I've learned this on and on again with YC company, specifically the ones that sell software. It just turns out that bigger companies have more bureaucracy, more processes. They even have a specific Department that is in charge of negotiating with you, and that takes a long time. And startups don't have any of these things because they don't have time to create these things, but it's not a priority for them. So startups have short decision-making lines. You can often find that the decision maker right away as you do in the Outreach, and you don't have to go through a difficult process. That's why startups are easier, and that's why we recommend most companies to sell to startups. At least leads me to the fourth point. Most people are not early adopters, and I keep saying this to the white

companies I work with all the time. The reason you have to sell send hundreds of emails is not that most of those people get really upset and be like I can't believe you emailed me like I really love this alternative product by hate your product. That's not what's going on. Most people they email are just be like archive. They just don't care. They're not going to try a new product that comes in through your LinkedIn or your email, and they might not be the people that try a new product at all in their career. That's most people. Some other people, I remember being one of those people when I worked at Airbnb. I would love when founders emailed me with new new products, and I would be the one signing up for them. So when I worked Airbnb and you were a startup email me was great. I am an early adopter. I love trying new things. I don't mind the risk of trying new things. So for every outbound uh to an average company that you send, you will mostly like most likely on the average outbound

average email average LinkedIn reach someone who is not an early adopter. To reach early adopters, you just have to send more outbound messages because then you don't have time to convince anybody to become an early adopter. You have to find early adopters and just go for them early on. Don't worry about everybody else. You just don't have time to convince them. Let's talk about charging. It's attractive for you as a founder and for your company to offer your product for free, offer free trials, or unpaid pilots. And these things come in many shapes and forms. However, if you don't charge your customers, they are not a customer, and you don't have a company. Customers paying you money is a great sign that you're providing them real value. So you should resist the fear of getting a no because of price. Instead of figuring out what the price should be if they don't want to pay, and you learn this during the qualification process in the first call or the first meeting. If they don't want to pay, that's a great

sign that you should move on to the next customer again fire the ones who seem like they're not good fit move on to the next customers free trials are common for consumers but if you thought about it most consumer free trials ask for the credit card up front and then we forget and then we pay anyway that's because that actually works the best the bdb version of this is a better one than a free trial is a money back guarantee so we charge you if you're not happy you can get the money back in 30 days so 60 days um or even better you have the ability to opt out from the annual contract you just pay for one month instead of the annual fee but you should not offer free trials in B2B sales go for a money back guarantee and go for the ability to opt out instead increasing your price until your customers are complaining but still paying is the right way to go all right let's talk about the thing that most Founders get wrong I've seen as many

times, but there are a few things that most wanted to get wrong, and this is one of them. Working backwards from your goal with your sales funnel in order to work your way backwards from a goal of, say, two signed customers, you have to understand that each step in the sales funnel is going to have a drop-off. When you haven't started sales yet, you don't know what these drop-off percentages are. Maybe you haven't done a lot of sales before. You don't know what you're not good at. Maybe you're really good at sending emails but really bad at closing, or vice versa. You don't know that. So as you're sending these outbound emails, you need to take notes and start tracking all of these conversions. In this example, I'm sending 500 outreach emails or LinkedIn messages. I have a 50% open rate. That means 250 people will open the email. Five percent will respond. That's about 20 potential customers. 50 of those will convert to demo from the response, which means I'm doing 10 demos. That's

pretty good, but I'm not that good at doing demos. Only two end up becoming customers from the demos. That's 20. I bet you most of you don't even track this data, but you should. If you track this data, you will have some idea of how long it will take to get to 10 paying customers. If you don't track this, it's very hard for someone to give you feedback of what's working and not working, right? It's just like when you're launching a new product. You want to have some metrics and some user data to be able to tell if it's working. When you're doing sales, you want to have this data. If you have this data, people will be able to give you feedback on what you're good at and what you need to get better at. My advice is to use a simple sales CRM software that tracks these conversion rates automatically. Let's look at the same second example. This is how it looks like for most startups, even the ones that I work with in the batch. In the second example, I'm

sending 100 Outreach email. It feels like a lot to me. If I keep the conversion rates constant from the previous example, I actually end up with zero customers. And the conclusion the founders draw after this is that sales is not working for me, and I should just do marketing or SEO or something else, or referrals, or something that sounds attractive. This is simply wrong. You don't have the data to make that call. You did not do enough Outreach to actually get to correct conversion rate percentages in your sales funnel. So the answer here is you sent a few minutes too few emails. You don't have the data. You can't draw the conclusion that sales is not working, even though you have serial customers. And this is the mistake that funders do on and on and on again. So to summarize what I just went through here, you don't know your sales conversion rate. That's why you need a CRM to keep track of it. Two, because you don't know who is an early adopter, you have a lot of drop off in the outbound sales that makes up on

sales ultimately a numbers game, and successful startups, we like this and internalize this three. You cannot close five customers from 10 leads, it's not possible. You need a lot more app on than that, a lot more. And unfortunately, most finders don't work their way backwards from this sales funnel, and they don't do this exercise, and the result, they don't succeed as sales, and they don't really know why. So, a friend of mine from Airbnb, Atlanta, Rashitzki, he writes an excellent blog, and he wrote a great blog post about how YC and a bunch of non-YC B2B startups, um, got their sales go-to-market strategy going. I recommend reading this and other posts, uh, newsletter. It's one of the best ones I've come across. It has a lot of real data that he collected from real companies, uh, many of them being YC companies. So, in this example here, in the second column, Lenny is describing the initial sales motion of some of these companies. As you can see, some of the

early ones like amplitude stripe front they were doing app on sales emails just like the one we described. To get started those Founders were doing those sales emails as they get started. Some of the other ones was called Product LED. Product LED could mean something else than just doing up on sales, but it doesn't mean having a big sales team and it usually does not mean doing marketing or SEO or something else. Practically it means something that the product itself is sort of like driving the growth. As you're running the demo, um, your goal is to close your first customers. You want to ask a lot of questions up front in the demos, and there's the founders who should do the demos because you are the one knowing the product and you know the customer pain points. Here are three examples of YC emails that led to customers, so I'll let you guys look at the details of these afterwards, but this is an app on email that led to a 72,000 a year contract. This one LED is a very specific email that led to out.

Landing a goalie as a customer, and this third example here is the one email, the same email they got them 22 different customers. All right, I'm going to summarize this again. The biggest mistakes that most finders do is they don't do enough outreach because they don't work package from the goal, believing that something else than sales is going to solve your sales problem. Outsourcing sales is wrong. You should do it yourself, and you need to qualify your customers during your first call. Here are some of the tools I recommend. So there are many, many, many tools. This is perhaps one of the biggest categories of potential things you could use as you're doing sales, but I recommend apollo.io, close.com (formerly called closed.io), pipedrive, or hunter.io. These are great tools that you can use either as a simple sales CRM or Hunter you can use to get contacts or potential people to email from LinkedIn. Here are two additional resources if some people ask me for books. Usually there aren't good books, but there is actually one that I

come across I find really good. It's called founding sales. And then I also recommend lineage newsletter.com. There are, of course, other ways that you can grow as a startup. But the truth that I've learned is that even if you end up with, say, like Airbnb where the sources of growth is Word of Mouth, Google search referrals, Facebook advertising, if those are the kind of end states of your growth strategy, that's not how ambica started. They didn't start by running Google SEM or Google SEO. The referral program did not bring in the first 2000 customers. They did things that didn't scale, and they looked different than the one they do at scale. So a lot of companies are shorting straight into what's called the scalable growth channels, the channels that they've heard work, which is true at scale, but that's not the same thing as when you're getting started. So in this slide, I'm outlining kind of like just a rough idea of like even if it turns out the Google SEM and Google SEO is what's going to work at scale, you need to find

another place online where these people that you're going to reach through SEM and SEO is identifying themselves online, right? And that might not be the same as Google. If you're trying to go after SEM, which means search engine marketing, it's going to be expensive probably because there's competition. If you're going after SEO, it's going to take a long time. If your growth is, say, proc LED or virality referrals, then personal networks, selling through your personal network to your co-workers, is the way to get started. Of course, if you're doing sales, you should be doing sales. It doesn't change very much like early stage sales to large sales basically means all the things that I just described here done by 100 people in a sales team with more automation, more tools, more metrics, but it's the same thing. And if you practice setup to do online marketing, it's not usually how most people start. Why? Because you can't really easily talk to people. You can't learn from users if the first thousand or first-handed customers are brought in through Google.

and Facebook those people are not the kind of people that you can easily get on a 30-minute phone call with. All right, that's all I had today. Thank you everyone. [Music]

How to Get Your First Customers | Startup School

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스타트업 초기 단계에서는 **"스케일링 되지 않는 일들을 하는 것"이 매우 중요**합니다. 많은 창업자들이 좋은 제품만 있으면 성장은 알아서 따라온다고 생각하지만, 이는 오해입니다. 실제로는 고객과 함께 제품을 만들어가는 과정이 필수적이며, **창업자들이 직접 고객을 확보해야 합니다.**

광고 네트워크에만 의존하는 것은 충분하지 않습니다. 창업자들은 불편함을 느끼고 코딩이나 제품 개발에만 몰두하려는 경향이 있지만, **실질적인 고객 확보 노력이 중요**합니다. 결국, 성공과 실패를 가르는 것은 창업자 자신에게 달려있습니다.

📈 스타트업 성장 곡선 이해하기

스타트업은 일반적으로 론칭 후 초기 에너지 소진, '슬픔의 계곡'을 거쳐 '부적합의 추락'을 경험합니다. **끈기를 가지고 개선하는 창업자만이 '거짓 희망의 흔들림'을 넘어 '시장 적합성'을 찾을 수 있습니다.** 이 과정에서 창업자들은 시장 전환, 판매 방식 학습 등 중요한 역할을 수행해야 합니다.

🤝 창업자가 직접 판매해야 하는 이유

창업자는 고객을 이해하기 위해 직접 판매를 배워야 합니다. **판매는 고객과의 대화의 연장선이며, 고객 문제를 파악하는 데 필수적**입니다. 판매 능력을 통해 스타트업은 운명을 스스로 통제할 수 있으며, 엔지니어링처럼 판매도 창업자의 DNA에 포함되어야 합니다.

판매를 배우는 것은 어렵지 않습니다. **문제, 제품, 시장에 대한 깊은 이해를 바탕으로 고객에게 진정성 있게 다가가면 됩니다.** 고객 문제 해결에 대한 열정은 전염성이 있으며, 이는 성공적인 판매로 이어질 수 있습니다.

📧 효과적인 영업 이메일 작성법

영업 이메일은 **최대 6~8 문장으로 간결하게 작성**해야 합니다. 전문 용어나 유행어를 사용하지 않고, 명확한 언어로 제품의 기능과 작동 방식을 설명해야 합니다. 잠재 고객의 문제를 언급하고, HTML 형식을 사용하지 않은 일반 텍스트로 작성하는 것이 좋습니다.

자신이 회사의 창업자임을 밝히고, 팀의 강점을 설명하며 사회적 증거를 포함해야 합니다. **웹사이트 링크를 첨부하고, 제품 스크린샷과 주요 기능을 간략하게 소개**하는 것이 효과적입니다. 마지막으로, 통화, 미팅 또는 셀프 서비스 등록과 같은 명확한 행동 촉구를 포함해야 합니다.

무료 제공, 무료 평가판, 무급 파일럿 프로그램은 매력적이지만, **고객이 돈을 지불하지 않으면 진정한 고객이 아닙니다.** 고객이 돈을 지불하는 것은 제품이 실제 가치를 제공한다는 강력한 신호입니다. 가격 때문에 거절당할까 두려워하지 말고, 가격을 높여 고객 불만이 발생하더라도 지불 의사가 있다면 유지하는 것이 좋습니다.

B2B 판매에서는 무료 평가판 대신 **환불 보장이나 연간 계약 옵트 아웃 기능을 제공하는 것이 더 효과적**입니다. 소비재의 경우 신용카드 정보를 미리 요구하는 무료 평가판이 효과적일 수 있습니다.

🎯 목표에서 역산하는 판매 전략

대부분의 창업자들이 간과하는 것은 **판매 목표에서 역산하여 판매 퍼널을 이해하는 것**입니다. 각 단계별 전환율을 파악하고, 데이터 추적을 통해 개선점을 찾아야 합니다. CRM 소프트웨어를 사용하여 전환율을 자동 추적하는 것이 좋습니다.

초기에는 부족한 아웃리치로 인해 판매가 효과가 없다고 단정짓는 경우가 많습니다. **충분한 아웃리치를 통해 정확한 전환율 데이터를 확보하고, 이를 바탕으로 전략을 수정해야 합니다.**

🌱 확장 가능한 성장 채널 찾기

많은 기업들이 스케일 단계에서 효과적인 성장 채널(예: Google SEM, SEO)로 바로 진입하려고 하지만, 초기 단계에서는 다른 접근 방식이 필요합니다. **초기에는 개인 네트워크, 협업 등을 통해 고객을 확보하고, 사용자와 직접 소통하며 배우는 것이 중요**합니다.

Y Combinator의 Gustav가 초기 고객 확보 방법에 대해 강연을 시작하며, 확장 불가능한 일의 중요성, 영업 방법, 가격 책정의 중요성, 목표 달성을 위한 역산 방법에 대해 설명할 예정임.

Paul Graham의 '확장 불가능한 일을 하라'는 에세이를 소개하며, Airbnb의 초기 성공 사례를 예시로 들어 설명함.

스타트업 성공과 창업자의 역할

단순히 좋은 제품만으로는 성공할 수 없으며, 고객과의 협력을 통해 제품을 개선해야 함을 강조함.

창업자가 직접 고객을 확보해야 하며, 광고에만 의존해서는 안 됨을 설명함.

영업 전술 학습과 더불어 창업자 스스로 성공에 대한 의지를 가져야 함을 강조함.

스타트업 커브와 창업자의 중요성

스타트업 커브를 통해 회사가 겪는 일반적인 과정을 설명하며, 런칭 후 '슬픔의 계곡'을 거쳐 시장 적합성을 찾아가는 과정을 보여줌.

성공과 실패의 차이는 창업자에게 달려 있으며, 시장 전환이나 영업 학습 등 모든 것을 창업자가 주도해야 함을 강조함.

창업자가 영업을 배워야 하는 이유

고객을 이해하고 문제를 파악하기 위해 창업자가 직접 영업을 해야 하며, 이는 제품 개발에도 도움이 됨.

영업을 통해 스타트업의 운명을 스스로 통제할 수 있으며, 엔지니어링처럼 영업도 창업 DNA에 포함되어야 함.

창업자가 먼저 영업을 배우고 나서 영업팀을 고용해야 좋은 영업이 무엇인지 알 수 있음.

문제 해결에 대한 열정이 고객에게 전달되므로, 고객 문제 해결에 대한 진정한 열정을 가져야 함.

Brex 창업자들의 초기 고객 확보 전략

Brex 창업자들이 Y Combinator 배치에서 초기 고객 10명을 직접 모집한 사례를 소개함.

최소 기능 제품을 구축하여 다른 스타트업에 유용하게 만들고, 고객을 직접 온보딩함.

초기 고객 확보를 위해 YC 배치에 보낸 이메일 예시를 소개하며, 간결하고 명확한 가치 제안을 강조함.

짧고 명확한 언어를 사용하고, 고객의 문제를 직접적으로 언급해야 함.

HTML 형식을 사용하지 않고, 창업자임을 밝히며, 소셜 증거를 포함해야 함.

제품 정보를 담은 간단한 웹사이트 링크를 포함하고, 필요시 짧은 비디오나 GIF를 활용함.

미팅 요청 등 명확한 행동 촉구를 포함해야 함.

고객 목록 작성, 이메일 발송, 데모/미팅 진행, 가격 협상, 고객 유치, 온보딩 단계를 설명함.

온보딩을 통해 고객이 제품을 제대로 사용할 수 있도록 해야 장기적인 수익으로 이어짐.

고객 정보 추적을 위해 간단한 CRM 소프트웨어를 사용하는 것이 좋음.

우선순위 설정 및 쉬운 고객부터 공략

첫 고객은 가장 쉬운 고객부터 시작하여 영업 프로세스를 최대한 간소화해야 함.

많은 리드 중에서 가장 계약 성사 가능성이 높은 고객에게 우선순위를 두어야 함.

지연되는 고객은 과감하게 포기하고, 네트워크를 활용하며, 스타트업에 판매하는 것이 더 쉬움.

대부분의 사람은 얼리 어답터가 아니므로, 얼리 어답터를 찾는 데 집중해야 함.

무료 제공은 지양하고, 유료 고객만이 진정한 고객이며, 가격에 대한 거부감을 극복해야 함.

B2B의 경우 무료 평가판 대신 환불 보장이나 계약 해지 옵션을 제공하는 것이 좋음.

고객 불만이 나오지만 여전히 지불하는 수준까지 가격을 올려야 함.

목표 달성을 위한 역산 (Working Backwards)

영업 퍼널의 각 단계별 전환율을 파악하고 추적해야 함.

데이터를 기반으로 개선점을 찾고, 간단한 CRM 소프트웨어를 사용하여 전환율을 자동으로 추적하는 것이 좋음.

충분한 아웃리치를 하지 않고 영업이 효과가 없다고 결론내리는 오류를 범하지 않아야 함.

영업 전환율을 파악하고, 아웃바운드 판매에서 드롭오프를 줄이며, 충분한 리드를 확보해야 함.

성공적인 B2B 스타트업의 영업 전략

Amplitude, Stripe, Front 등 초기 스타트업들이 아웃바운드 영업 이메일을 통해 시작했음을 설명함.

제품 주도 성장(Product-Led Growth)은 제품 자체가 성장을 견인하는 것을 의미함.

데모 시 많은 질문을 통해 고객의 고충을 파악하고, 창업자가 직접 데모를 진행해야 함.

고객 유치로 이어진 YC 이메일 사례를 소개함.

충분한 아웃리치를 하지 않고, 영업 외 다른 방법으로 해결하려 하며, 영업을 아웃소싱하는 것이 주요 실수임.

Apollo.io, Close.com, Pipedrive, Hunter.io 등 영업에 유용한 도구를 추천함.

'Founding Sales'라는 책과 Lenny Rachitsky의 뉴스레터를 추천함.

확장 가능한 성장 채널과 초기 단계 전략

Airbnb도 처음에는 확장 불가능한 방법으로 시작했으며, 초기 단계에서는 다른 전략이 필요함.

초기에는 개인 네트워크를 활용하고, 판매를 통해 고객과 소통하며, 온라인 마케팅은 나중에 고려해야 함.

초기 고객은 쉽게 연락하여 피드백을 받을 수 있는 사람들이어야 함.