How Selling the Cloud is Different

Last Friday, I attended Salesforce’s Company Customer Tour in New York City. Several of our clients had booths, and Silverline was featured on the main stage! It was great to watch them shine.

Salesforce pairs these customer and partner events with recruiting events, so I met several of their candidates throughout the day. I was discussing selling enterprise cloud applications with one confident candidate who remarked, “Cloud? On-premise? I can sell anything, it’s all the same.”

I couldn’t disagree more. Here are four things that you should do differently when selling software for the cloud.

1) Inspire Evangelical Passion

When Marc Benioff founded in 1999 he declared it “The End of Software.” 14 years later, he has over 100,000 customers and 2 million subscribers. While technological change has played a part in enabling that success, the more crucial changes have been cultural: how customers and employees feel about the companies they work with.

Years ago, a close friend in the industry told me, “Something about Salesforce makes you not just want to use it, but to convince others to use it as well.” Successful cloud companies imbue their teams with an evangelical spirit. In their message to customers and in their training of new recruits, they charge people to take to social media and share amazing stories of customer success, product innovation, and job opportunities.

If you can bottle your founders’ passion, vision and spirit, and share that with your growing team, you will be unstoppable.

2) Prioritize Customer Success

The success and growth of cloud companies relies on high customer renewal rates. While on-premise software companies make most of their money upfront, cloud companies’ subscription pricing model spreads the cost of the platform out over the course of the contract. Over time, most of a cloud company’s monthly revenue comes from existing customers; only their marginal growth comes from new subscribers.

In a customer’s first year, as they are getting set up on the tool, customer support and services must be more involved to ensure that customers (and their revenue) renew with the product, providing the fiscal base for company growth. This provides great alignment for customers who don’t want to be forgotten after they sign the contract: they know their satisfaction with the product is key to their vendor because the company needs renewals to drive their business.

Most cloud companies strive for a 90%+ renewal rate. This drives the behavior and compensation of sales and support teams and has driven the creation of strategic customer success teams at most cloud firms.

In the cloud, more than in on-premise software, customer success is required.

3) Embrace Constant Change

In traditional software, releases happen about every eighteen months, with some customers choosing to remain on the legacy platform and others going through months of painful upgrade to the entirely new system. In the cloud, customers are upgraded overnight or in a few minutes, by simply provisioning new features to their existing system. Because of this relative ease, new releases are deployed to customers several times a year.

This constant change means that your sales and services teams must learn to discuss, demonstrate and differentiate both on the release cycle and new platform components. The messaging a cloud software team delivers when speaking to a customer will evolve much more quickly than traditional software because the product will always be changing.

Rapid product change means constant messaging evolution.

4) Play Competitive Wack-a-Mole

The cloud software market and competitive landscape changes constantly. Often, the most crucial part of an enterprise software sale is garnering executive buy-in; in that sphere, the battle against traditional software solutions is especially challenging. Traditional software companies are either poo-pooing the cloud in specific spaces or adopting a “me too” hybrid strategy of cloud and on-premise. To succeed, reps must make sure that executives understand and define ‘cloud’ solutions the way they do.

Differentiating your value proposition from the competitive field, which can be crowded with companies popping up and disappearing quickly, is key to continuing to grow your customer base and feeding your success engine. Cloud competitors can quickly build a user interface and marketing machine, creating a lot of noise, but backing it up with true client success will set you apart from the pack.

In the cloud, focusing on the core value proposition will allow you to shine among constant competitive change.

What else makes the cloud different? Share with us what you think!

Millennials as Raw Materials

Photo by Charline Tetiyevsky
Congratulations, Class of 2013!

You are a part of the Millennial generation, which has managed to either terrify or underwhelm current corporate management, depending on whom you ask. You were born in the decade between the early 80s and the early 90s: I am one of you, though our graduation dates lie a decade apart. And I bring both good and bad news.

First, the bad news. Millennials have the worst unemployment rate in the country, at over 11%. Worse, the deck is stacked against you in particular: 66% of hiring managers are not planning on hiring new graduates this year.

The good news is that, even amid these dire prospects, you’re being smart about the jobs you choose, seeking personal development and career growth. A recent study from UNC’s Keenan Flagger Business School called you “Maximizers,” noting that over half of Millennial respondents reported that career progression made an employer more attractive, while two-thirds said that personal development was the most influential factor in choosing their current job.

Mellennials, the third of employers who are hiring you, rather than those complaining that your educations haven’t prepared you to be the workers they need, are in on a crucial secret. They know that in our service economy, people are the raw materials. These companies have figured out that if they invest in you out of the gate, providing career paths and skill development, they can capitalize on your raw talent and get tremendous returns in employee loyalty, retention, satisfaction, and accompanying productivity. They will have fewer succession worries in decade or two, and they will see immediate benefits as they refuse to let hiring struggles block their growth.

Companies like, Cisco, and Google get it right by hiring people for their potential and then building required skill sets for entry level jobs as well as providing development opportunities for career growth. While I was managing sales onboarding at Salesforce, the success of our sales engine was built on entry-level talent who could be molded into seasoned sales professionals over the course of a few years. Salesforce couldn’t hire experienced cloud sales professionals, because before Salesforce, those professionals did not exist. By necessity, we had to create professional cloud sales teams from scratch.

What do these tech giants have that smaller employers lack? What gives them the confidence to take a risk on Millennial hires even if your skills or experience might not be up to par? A big piece of the puzzle is robust, proven programs for onboarding, training, and mentorship, allowing a hiring culture trusting of the fact that with smart people onboard, anything is possible.

I was inspired to start my company, Inqune, because from the vantage of running onboarding at Salesforce, I saw the challenges smaller organizations face when investing in people development. Start-ups have a hard time competing with the employee investment Fortune 500 companies can make; this makes it hard for them to hire the people they need to grow, and it makes them risk-averse when they do hire.

Again and again, I have watched interesting people start amazing businesses, only to stall because they can’t clone themselves and they need people who already know their particular market niche and specialised skills. I realized that we have the skills and technology to create learning programs that are lean and take minimal resources but produce huge ROI for start-ups. And now, I create and deliver those programs as a consultant.

So here’s the deal, Class of 2013. You keep being ambitious, principled, career-focused. And, here at Inqune, I’ll keep working to give small and mid-sized tech companies the programs they need to hire you with confidence, develop your talent, and drive their revenue growth. It’s the least I can do, really: we Millennials have to stick together.

Related articles:
Millennial unemployment rate reported at over 10%, as high as 12% earlier this year.

66% of hiring managers are not planning on hiring new grads.

Cisco hiring milennials for user experience department.

Why you should be hiring Millennials