SaaStr：6个提升SaaS大单成交率的关键动作
Dear SaaStr: How Do We Close Bigger Deals?
提供了从招聘、产品合规、销售心态到客户成功的完整大单打法清单，参数清晰（如CSM配比），创业者可直接对照检查自身短板。
Dear SaaStr: How Do We Close Bigger Deals?
亲爱的 SaaStr：我们如何签下更大的订单？
If you already have a few bigger deals under your belt, but most are smaller … a few higher-level suggestions:
如果你已经有一些大单经验，但大多数还是小单……以下是一些更高层级的建议：
#1. Hire a Very Good CRO / VP of Sales that has sold at your “high end” price point.
#1. 雇佣一位非常优秀的 CRO（首席营收官）/ 销售副总裁，且他曾在你的“高端”价位段有过销售经验。
They will be much better at you than this. At getting the High End of Normal, the Most Without The Customer Feeling Ripped Off. You aren’t great at it. If you can make this hire now — you will do much, much better. More here: The 48 Types of VP Sales. Make Deadly Sure You Hire the Right One.
他们在这方面会比你好得多。在达成“正常的高端价格”，即让客户感觉没有被宰的前提下争取最高价格方面，你并不擅长。如果你现在能做出这一招聘，你会做得好得多。更多内容见：《VP Sales 的 48 种类型》。务必确保你雇对了人。
#2. Commit Culturally To Build More and More Enterprise Features
#2. 在文化层面致力于构建越来越多的企业级功能
To finally getting SOC-2 done. To being HIPAA complaint. To silo’d data. To building that integration that you didn’t really want to support. A lot of integrations, in fact. An SMB-focused product team is often reluctant to do this, and will push back and see them all as one-offs. But very few are one-offs. There’s almost always another 10 big customers that want any key feature. You have to commit here.
为了最终完成 SOC-2 合规。为了实现 HIPAA 合规。为了实现数据隔离。为了构建那些你原本并不想支持、但实际上需要支持的集成。事实上，有很多这样的集成。专注于 SMB（中小企业）的产品团队通常不愿做这些，会推诿并将它们视为一次性需求。但真正的一次性需求很少。几乎总是还有另外 10 个大客户想要任何关键功能。你必须在此做出承诺。
#3. Be aggressive — but learn also to be patient. Big deals don’t close overnight (in most cases)
#3. 要激进——但也学会耐心。大订单通常不会一夜之间成交（在大多数情况下）
Eventually, you’ll figure out how to get better at closing “all the seats”, all the revenue, up front. At least more often. Salesforce is now routinely doing nine figure deals, Box and Slack are now routinely doing many seven figure deals. They didn’t start there. Push. But don’t push the customer and prospect to a breaking point before you’ve “earned” the right, from a brand perspective, to ask for all the seats up front.
最终，你会弄清楚如何更好地实现“全席位”签约、 upfront（预先）收取全部收入。至少会更频繁一些。Salesforce 现在 routinely（常规地）进行九位数规模的交易，Box 和 Slack 现在也 routinely 进行七位数规模的交易。他们并非一开始就如此。要推动。但在从品牌角度“赢得” upfront 要求全席位的权利之前，不要将客户和潜在客户逼到崩溃边缘。
#4. Lean in >heavily< on forward deployed engineers, pre-sales customer help, and customer success.
#4. heavily（重度）依赖前置部署工程师、售前客户支持和客户成功团队。
The best way to make post-initial sale land-and-expand happen organically is engaged, happy customers. Not just paying customers. And not just happy customers. But engaged, happy customers. You need human beings to do this. Try to have as much as one CSM per $500k in ARR if you can afford it. More on that here: The $2 Million Dollar Man/Woman: How to Think About Scaling Your Customer Success Team and in this great video with Gainsight here:
让初始销售后的落地与扩张自然发生的最有效方式是参与度高、满意的客户。不仅仅是付费客户。也不仅仅是满意的客户。而是既参与又满意的客户。你需要人来做到这一点。如果负担得起，尽量保持每 50 万美元 ARR（年度经常性收入）配备一名 CSM（客户成功经理）。更多内容见：《200 万美元先生/女士：如何思考扩展客户成功团队》以及 Gainsight 的这段精彩视频：
#5. Get zen about longer sales cycles.
#5. 对较长的销售周期保持平和心态（get zen）
It’s just a fact that bigger deals take longer to close. A great VP of Sales will shrink that as much as possible. But you can’t close a $1m deal in 30 days. Certainly, you can’t as a new-ish start-up. Be zealous about shortening sales cycles. But don’t let the length of the sales cycles of bigger deals get you down. More on that here: Two SaaS Metrics That Actually Don’t Matter That Much: Absolute Churn and Sales Cycles
大单需要更长时间才能成交，这是一个事实。优秀的销售副总裁会尽可能缩短这一过程。但你无法在30天内完成100万美元的成交。尤其是作为一家新创公司，更不可能做到。要热衷于缩短销售周期。但不要让大单的销售周期长度让你沮丧。更多内容见：两个其实没那么重要的SaaS指标：绝对流失率和销售周期
#6. Get on an airplane. Go visit your top prospects, and customers. You gotta do this.
#6. 坐飞机去拜访你最优质的潜在客户和客户。你必须这么做。
Yes, you can close some bigger deals on Zoom. But. They will be smaller than they could have been. They will take longer to close. They will be more at risk. Upsell will be tougher. The human element matters even more in sales and customer success in the age of software-eating everything. And if your competition won’t get on a jet, and you will — that’s magic. More on that here: I Never Lost a Customer I Actually Visited
是的，你可以通过Zoom促成一些大单。但是，它们的金额会比原本可能达到的更小。成交时间会更长。风险更高。向上销售也会更难。在软件吞噬一切的时代，人性化因素在销售和客户成功中显得尤为重要。如果你的竞争对手不愿乘坐喷气式飞机出行，而你愿意——那就是奇迹。更多内容见：我从未失去过亲自拜访过的客户
Going upmarket is a process. It’s well understood. Commit to building what you have to build. And bring in at least 1 or 2 veterans that have done it as your aspirational high-end price point for next year … and magic will happen.
向上市场拓展是一个过程。这一点已被广泛理解。致力于构建你需要构建的产品。并引入至少1到2位有相关经验的资深人士，作为你明年目标高端价格点的参考……奇迹就会发生。
A related post here:
相关文章见：
It’s Never Too Late to Go Upmarket (See, E.g., PagerDuty, RingCentral, Asana, etc.)
向上市场拓展永远不晚（例如PagerDuty、RingCentral、Asana等）
(big deal image from here)
(大单图片来自此处)
更进一步：量化金融体系
看懂新闻只是起点——沿量化金融路径，把它变成能交付的工程能力