Ted Glasnow

Curious people are the best sales hires

I could absolutely imagine companies where sales is the starting gun, not the finish line, and everything that happens after the starting gun is owned by success, and that the success team -- maybe it should be called something different than success in this case -- becomes incredibly central to how accounts grow and how they expand over time.

Something that I've done in past jobs and would do is try to map out expansion over time: Who is the first user? Who did they invite? Then who did those people invite?

Good positioning sets off a set of assumptions about my product that are true. Bad positioning sets off a set of assumptions about my product that aren't true - leaving your sales and marketing teams to do the work of undoing the damage your positioning has already done

Tapping your personal network is even more important if you need to “sell” your product (i.e. not going bottom-up), likely because early customers need to have a reason to trust you.

Consumer marketplaces thrive on high frequency, and B2B marketplaces need tons of volume. 

The more complex and fragmented the market, the more likely you will have these many-to-many relationships, which get harder to manage without a software layer.