Capchase

nobody will remember: - your salary - how "busy" you were - how many hours you worked people will remember: - the time you said "love you, bye" when ending a sales call - when you capitalized the second C in Capchase - the deals you lost by not offering flexible payment terms

Startup founders, does slide 2 sound familiar? 👀 While equity funding can be a more traditional route to raising funds, growing your business does not have to mean sacrificing your ownership. 💼 With revenue-based financing, leverage your future revenue to meet your current business needs and growth plans. And best of all, your company remains yours. 💫 ➡ Swipe through to bust a common startup funding myth 🔍 #startupfinancing #venturecapital

Throwback pic to SaaStr 2023 because in just a few weeks, we’re heading back to California for SaaStr 2024! 🌉 Come say hi at booth SG201 and learn how Capchase can help fuel your business’ growth! 💸 See you there! 😎 #SaaStr2024

TrayAway is a global leader in hotel efficiency. ✨ After getting approved for funding through Capchase Grow, TrayAway invested their first draw into marketing spend, which paid off in the form of a deal with the world’s largest hotel company. TrayAway signed up for Capchase Grow *before* they had a tangible need for growth capital. This strategy allowed them to grow brand awareness and respond quickly when major deals came through. 📈 Capchase funding scales alongside TrayAway’s predicted ARR 💡 TrayAway only pays for what they use 🚀 Capchase allows TrayAway to close huge deals with confidence Read more about why signing up for Capchase Grow even before you need financing is a great strategic move: https://bit.ly/3YJCTyE

"We need our AEs to source more of their own pipeline." When we've brought together rooms of revenue leaders like this at Sales Assembly this year, this has been one of the topics brought up most often. So...what's a leader to do? Outside of setting clear expectations that inbound will only make up a fraction of a rep's pipeline going forward (and thus you'd need to self-source if you want a shot at, I dunno, making $$$), some ideas to consider include: - Consider higher commission rates for net-new, outbound-driven deals. This obviously rewards the harder work required for self-sourced deals. That said, avoid disincentivizing inbound leads (despite how attractive that idea might seem). - Structure contests and spiffs around outbound prospecting activities – calls made, connections requested, etc. Makes it a focused game. - Leadership needs to be consistent in clearly explainining the "why" behind self-sourcing expectations. Reps need to hear this is a priority. - Finally, and this one is critical: ensure sales enablement provides outbound prospecting training and resources to build rep skills and confidence. If you ain't giving them the tools, they won't be able to finish the job. FYI when I get hit up by leaders looking for new AEs to add to their team, the ability to self-source (and documented experience being able to) is near the top of the list of requirements. This expectation aint going anywhere anytime soon. PS - Matt has gracefully returned the keys to the Capchase LinkedIn account back to their rightful owners, so your feed will no longer be littered with his nonense! For now, at least. 😬

The topic of structuring contracts has come up often this year during convos with revenue leaders here at Sales Assembly (it's Matt again, btw). Stuff like length, payment terms, discounts, and clauses that once worked are now being redlined like there's no tomorrow. If y'all are looking for some ideas on how to recalibrate your agreements to reduce friction with prospects, here are some of the ideas that have been kicked around: 👉 Offer shorter initial contracts - 1 year terms allow customers to derisk purchase in uncertain times. Ramp to longer contracts over renewals. 👉 Structure flexible payment plans - Front-load discounts/ramp pricing to align value realization with cash outlay. 👉 Incentivize partners to accelerate implementation - Offer services discounts for partners that speed up deployments and time-to-value. 👉 Limit opt out clauses - Balance desire for flexibility with revenue predictability. Consider partial payouts on commissions for deals with outs. 👉 Negotiate liability caps upfront - Set expectations before POCs/pilots to avoid legal issues down the line. 👉 Reset usage mid-contract - Allow one-time realignment of licenses purchased if major changes occur in customer business. Gotta find ways to meet prospects in the middle, while hopefully setting the stage for longer-term partnerships.

The topic of structuring contracts has come up often this year during convos with revenue leaders here at Sales Assembly (it's Matt again, btw). Stuff like length, payment terms, discounts, and clauses that once worked are now being redlined like there's no tomorrow. If y'all are looking for some ideas on how to recalibrate your agreements to reduce friction with prospects, here are some of the ideas that have been kicked around: 👉 Offer shorter initial contracts - 1 year terms allow customers to derisk purchase in uncertain times. Ramp to longer contracts over renewals. 👉 Structure flexible payment plans - Front-load discounts/ramp pricing to align value realization with cash outlay. 👉 Incentivize partners to accelerate implementation - Offer services discounts for partners that speed up deployments and time-to-value. 👉 Limit opt out clauses - Balance desire for flexibility with revenue predictability. Consider partial payouts on commissions for deals with outs. 👉 Negotiate liability caps upfront - Set expectations before POCs/pilots to avoid legal issues down the line. 👉 Reset usage mid-contract - Allow one-time realignment of licenses purchased if major changes occur in customer business. Gotta find ways to meet prospects in the middle, while hopefully setting the stage for longer-term partnerships.

Ok - back as Matt from Sales Assembly. A hot topic we've been hearing about all year is if it makes sense to ask your CSMs to begin carrying a quota...and if so, how to do it. My thoughts: If you're going to ask your CSMs to start carrying a quota, it's a fine line to avoid not only overburdening them, but - most importantly - making them lose the "trusted advisor" role they've developed with your customers. A few things: - You still need to incentivizing retention. Some portion of CSM quotas (e.g. 15%) should still tie to baseline account retention. This maintains focus on overall customer health and success, while incrementally introducing commercial outcomes. - Partner them up with your SEs. Customer success should quarterback account growth strategy, while leveraging your SEs or AEs complex technical sales conversations. Don't put your CSMs in a position where they are forced to develop the highly technical product expertise that your SEs possess. You have those folks for a reason. - Always, always, always incentivize cross-team collaboration. The highest-performing sales and CS teams have incentives driving mutual success. Shared quotas and commissions on account growth = tighter collaboration and information sharing that converts and retains logos. 🕺 Probably a whole lot that I'm missing, but that's a good jumping off point, IMO.

Hey folks! Matt Green here. The leaders at Capchase were foolish enough to leave the keys to their LinkedIn page on the kitchen countertop, so y'all are stuck with me today. 😬 For a bit of context, I'm CRO at a company called Sales Assembly. Outside of being users of Capchase, here's the tl;dr on us: We provide all of the day-to-day skills training for the GTM teams (both sales and post-sales) of B2B tech companies. $5M companies. $5B companies. Everything in between. I lay that out just to set the stage for some of the stuff I'll be posting on this account today. It'll be informed by a lot of what we see revenue leaders (and their teams) struggling with. Those struggles tend to boil down very simply into two things: How to acquire more revenue, and how to retain more revenue. After all, when building a business, what else is there? 🤷♂️ More of that stuff to come over the next few hours, but in the meantime, I've been on this earth for 42 years, and there are maybe 3 halfway decent photos of me in existence. Shout out to Nicholas I. Knuth 📸 for taking one of the 3. 🥹