我经常与SaaS企业的创始人交流，发现到了B轮前后，大家普遍对营销组织的发展很头疼：“招了一堆业务员无法独立成单，CEO和CTO常被叫去帮忙”(这朋友的公司一年做2000多万，竟然有80%的单子是CEO参与的）“业务员人数增加了，业绩却没有同比增长，人均月产出不断下降”“缺乏标准的打单套路和管理方式，销售业绩忽高忽低”“销售合伙人没有带大营销团队的经验，但决策失误代价巨大、耽误抢占市场的机会，都是兄弟希望他能够和公司一起成长......”前几天我去杭州拜访几家知名的SaaS公司时，分别为4个团队做了分享，主题就是《可复制的市场成功》。里面有这样一页：下面我给大家详解一下这个方法的思维框架。复制...
I often communicate with the founder of SaaS company, and find that before and after Round B, people are generally worried about the development of marketing organization: "A lot of salesmen can't make orders independently, CEOs and CTOs are often called to help" (this friend's company does more than 20 million a year, even 80% of the lists are CEOs involved), "The number of salesmen has increased, but the performance has not increased as compared with the same period, and the output per capita per month is not the same. "Continuous decline", "lack of standard single routine and management methods, sales performance suddenly high or low", "sales partners have no experience with large marketing teams, but the cost of decision-making mistakes is huge, delays the opportunity to seize the market, all brothers hope that he can grow with the company..." A few days ago when I visited several well-known SaaS companies in Hangzhou, I shared with four teams. The theme is "Reproducible Market Success". There is a page like this: below I will give you a detailed explanation of the thinking framework of this method. Copy...
