Take an Indian product to the world
Sell to the US or the Gulf from Bengaluru or Chennai, and be trusted doing it.
5 steps, 20 questions underneath, read for doing the work
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1
Who you sell to
Picking a customer worth chasing, and knowing early when a deal is not one.
How do I qualify a deal properly instead of just hoping the enthusiastic person can buy?The gist Enthusiasm is not authority. Before you invest another hour, you want four things: a named pain the buyer can quantify, the person who controls the budget, the steps the company takes to approve a purchase like this, and someone inside who will argue for you when you are not in the room. If you cannot name all four after two calls, you have a conversation, not a deal. Learning one framework properly, MEDDIC or MEDDPICC, is worth doing not because the acronym is magic but because it forces you to ask the awkward questions early rather than in week nine.
MEDDIC / MEDDPICC Sales Methodology and Process The reference explanation of all eight elements from the people who own the trademark, so you are learning it first hand rather than through a tool... 4 questions on who you sell to → -
2
Positioning and messaging
Making a buyer understand in one sentence why you exist and why you are the one to pick.
Our positioning reads fine on the website but every rep says something different on calls. How do I fix that?The gist That gap is almost always a sign the positioning was written for the website and never translated into a conversation. Fix it by building the pitch, not more copy: the setup, the two or three things you do that the alternative cannot, and the proof for each. Then listen to recorded calls and count how often each rep uses it, because that number is your real adoption rate, not attendance at the enablement session. Also take the reps seriously, when several of them independently say something different and it is winning, that is usually the market telling you your positioning is wrong rather than your reps being off-script.
April Dunford on product positioning, segmentation, and optimizing your sales process The clearest single hour on how positioning, segmentation and personas differ and how they connect to the sales call. Dunford has done this with 20... 4 questions on positioning and messaging → -
3
Brand and narrative
The founder story as a GTM asset, a point of view that sells, and earning trust selling from India to the world.
How do I turn a point of view into content that actually helps sales close deals?The gist Write for the moment in the deal where a rep gets stuck, not for the top of the funnel in general. Ask your AEs which three objections kill deals, then publish the piece that answers each one properly, with data or a customer story rather than an assertion, and make sure it takes a real position that a competitor would disagree with. A point of view is only a point of view if someone credible could argue the opposite. Then measure it the honest way: is this asset being sent into live deals, and do the deals it touches move faster.
The Greatest Sales Deck I've Ever Seen The five part narrative structure (name the shift, name winners and losers, show the promised land, position capabilities as magic, prove it) that ... 4 questions on brand and narrative → -
4
Pricing and packaging
What to charge, what to charge for, how to package it, and how to change it later without losing people.
How do I design tiers so buyers pick the right plan and grow into the next one?The gist Good, better, best works for about two thirds of SaaS companies because it makes the choice easy, so start there unless you have a strong reason not to. Give every tier a job: one to acquire, one to be the obvious default, one to capture the buyers with budget and requirements. Make it instantly clear who each plan is for, because buyers default to the middle tier when they are confused and you lose money on both ends. Sell a feature as an add-on when it is polarising, appeals to a different buyer, or taps a different budget, and resist gating anything that drives engagement. Map the tiers to the real user journey (individual, team, organisation) rather than to a feature list you invented.
Your guide to SaaS packaging 201 Answers the two packaging questions that actually come up: when to bundle a new feature into a tier and when to sell it as an add-on, and how to gi... 4 questions on pricing and packaging → -
5
Partnerships and alliances
Tech and integration partners, co-selling, co-marketing, when a partnership is real, and your first partnerships hire.
How do I get a partner's reps to actually mention us in their deals?The gist Partner reps do what pays them and what is easy, in that order. Make the ask absurdly small: one sentence they can say, one slide, one person on your side who replies within the hour. Then find the deals for them by account mapping, so you hand them a list of their own accounts where you are already engaged, which makes you useful to their number instead of another vendor asking for airtime. Pick five reps rather than fifty, and make those five internally famous when a deal closes. Broad enablement has never worked; a handful of loyal reps does.
HubSpot's ex-VP of Channel Sales: How to Build The World's Best Channel Sales Program First hand from the person who ran HubSpot's channel for a decade, with the four maturity stages and the argument that support, not incentives, is ... 4 questions on partnerships and alliances →
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