Steli Efti's 11-lesson startup sales course, free to read right here: the traits of a great startup seller, the deadly sales sins, scalable sales models, demos, follow-up, and closing.
Lesson 1: Do you have what it takes for startup sales success?
Let’s start by defining the ultimate startup salesperson. There are 7 traits to look for, in yourself and in anyone you hire:
Focus on results
Impatience
Shamelessness
Strong follow-up
High tolerance for rejection
A strong sense of values
Resourcefulness
Hiring? Make sure every candidate checks these boxes. Working on your own game? Figure out where you stand and pick at least one to improve.
Results
A startup salesperson is single-minded about results. Nothing else motivates her. Closing deals or closing a funding round, she gets done the things that drive revenue and keep the company alive and growing.
Impatience
A good startup salesperson knows one timeline: now. She looks for the shortest path to the outcome.
Shamelessness
She’s willing to look foolish in the name of progress and ask for what others are afraid to ask for. Failure is part of the game, and you can’t win if you don’t go for it. Extraordinary actions create extraordinary results.
Follow-up
This is a big one. If showing up is half of success, the other half is being the one person who actually follows up until the job is done.
Rejection
If she isn’t getting rejected, she isn’t doing startup sales. Without a high tolerance for rejection, she won’t last in the startup hustle.
Values
She wants to create value, not make a quick buck or feed her ego. She uses her fearless attitude for something she believes in.
Resourcefulness
Startups run on few resources. You need people who do a lot with a little and get inventive about it.
Bad salespeople are easy to find. Good ones are rare, and when you find one you never want to let go. If you checked every box for yourself, congrats. You have what it takes.
Some of these lessons end with a question. Consuming information isn’t enough. You need to take action, and committing to what you’ll do makes you far more likely to do it. Deal?
Your turn
Lesson 2: The 7 deadly sales sins that startups commit
Before studying success, let’s look at failure, so you can skip the expensive mistakes other startups make. Here are the 7 deadly sales sins.
1. Not understanding your customer
Many startups generalize about what customers want. There may be a clear market for your product, but every customer’s challenges are different. I’ve seen founders do poor research before a pitch, skip the questions about the prospect’s specific pain, and talk endlessly about their 10 unique features instead. Passion for your idea is great. It’s no substitute for understanding the customer.
2. Not selling
Most startups explain every bell and whistle but never sell the core solution to the customer’s problem. Ask questions to learn what they really need. A prospect needs to be sold on the 2 or 3 benefits your product delivers to them, not the 100 features on your roadmap.
3. Not showing up
Most startups never get out and pitch real people. That costs them two things a young company needs: direct relationships with its earliest customers, and direct feedback, which is often the best source of product improvements.
4. Not following up
Most startups pitch once and never follow up, or follow up once or twice and quit. Founders worry about being intrusive. If you lose a prospect because you followed up too much, they weren’t going to buy anyway. Keep at it until you get a decision, a yes or a no. Everything else doesn’t count.
5. No process in place
Startups love to optimize their UI but not their sales funnel, and many don’t have a funnel at all. Track the basics: calls and emails, connections with decision makers, qualified leads, closed deals and deal value, and time to close.
6. The wrong price
Cheaper isn’t always better. A low price lowers the barrier to entry, but it can also dilute your value. If your product delivers massive value, why does it cost the same as Netflix? If you need salespeople or enterprise customers, make sure your price can sustain the business. Charge what your product is worth and sell the value, not the price tag.
7. Not asking for the sale
Sometimes simply asking for the business moves the deal forward. After all the calls, demos, and follow-ups, some founders still don’t ask, out of fear of losing the sale. If you spent that long building the relationship, closing your new best friend should be easy.
Every startup, whatever inspired it, has to succeed at selling to make its vision real. The good news: every one of these mistakes is fixable.
Lesson 3: How to develop a predictable and scalable sales model
Most B2B startups try to scale sales too early.
They build a product, land a few early customers, and decide the next step is to "scale sales." Wrong.
You need a sales model that works before you scale anything. Early wins are often low-hanging fruit you can’t repeat: your investors’ portfolio companies, people you’ve known for years, and other sources that don’t scale.
Ask yourself these questions to see if you’re ready to scale:
Do we know who our ideal customer is?
How do we qualify them?
Do we have a reliable, growing source of qualified leads?
Do we have a sales process that consistently produces repeatable results?
Do we have an estimate of our customer lifetime value?
If you can’t answer these, you’re not there yet. Don’t spend money and time hiring more salespeople. Invest in learning instead. Short-term sales feel great, but a model that produces predictable, scalable results matters more.
Get there with this 3-step process.
Step 1: Create a customer profile
Figure out who your ideal customer is, how to identify them, and what qualifying criteria they share. Without that, you can’t build a sales model.
Step 2: Find scalable lead sources
Once you know who to target, find scalable sources of the right leads. This is the most important part of your model. If you can generate high-quality inbound leads through marketing, or find great sources of outbound leads, you’re in a strong position to scale. Read this interview with Aaron Ross to learn more about outbound lead generation.
Step 3: Build a sales process that works
Now learn how to sell to them effectively. Try every approach: email, calls, demos, in-person meetings. See which combination works for your audience, and track everything so you can learn from the data.
Monitor these metrics:
New leads per month
Growth in new leads per month
Percentage of leads that qualify
Percentage of qualified leads that close
Average time to close
Average cost per close
Average revenue per close
With these numbers you can build a sales formula and test whether your model is predictable, scalable, and profitable. When the numbers add up, you’re ready to scale. That should be the goal of every early startup sales effort.
So far in this course you’ve learned the 7 traits of a great startup salesperson, the 7 deadly sales sins, and how to build a sales model that scales.
This lesson is a little different. It’s the story of why Close exists, and yes, it ends with a pitch.
A sales team with a software problem
Back in 2011, my cofounders and I started Elastic Sales, a sales-as-a-service company. The mission was simple: never again should a great company fail because of a lack of sales.
Demand was huge. Good software wasn’t. Every CRM on the market treated salespeople like data-entry clerks, and none of it helped them actually sell.
So instead of complaining, the team built its own tool around three principles: it had to be simple, it had to minimize manual data entry, and it had to be built around the #1 priority in sales, which is communication.
Our reps used it to generate millions in sales for hundreds of startups. Then other companies started asking to use it too. That tool became Close.
What that means for you today
Close is the CRM built for sales. Calling, the Power Dialer, email, SMS, and Workflows are built in, so you don’t have to stitch together separate tools just to sell. Every call, email, and text is logged to the lead automatically, so you can pick up right where the last conversation left off.
It’s powerful without becoming a project. 9 out of 10 new users start calling, emailing, or texting within their first week, and not one Close customer has a full-time administrator. More than 11,500 businesses sell with Close today.
It’s not for everyone
Close is not a fit if you don’t sell by phone or email, or if you need a heavily customized enterprise system.
For everyone else, see what it’s like to sell with a CRM built for sales.
Lesson 5: Sales scripts and how to handle customer objections
This lesson helps you create two basic documents that set your startup up for sales success:
These are the foundation of your sales success. Read the posts, grab the template, and block time to build your own script and objection-handling doc. Take action now and you’ll see better results fast.
"Expected this to be the same internet sales BS I get from most CRM providers who describe my problems and stop there. As a novice I really appreciate the step by step. It reduces apprehension and gives me a starting point." Suraj Srinivas, Vetica
Lesson 6: How to give a demo that actually sells
You’ve probably seen hundreds of product demos. What do most of them have in common? They don’t sell.
They show every capability of the product instead of the key benefits for the specific person watching. Here are 7 ways to make your demos generate real revenue.
1. Shorter is better
A demo isn’t a training session. Its job is to show that your product solves this customer’s specific problem. Cut your half-hour presentation to 15 minutes and time yourself. Say up front that you’ll focus on what matters to them, keep the demo itself to 5 to 10 minutes, and use the rest for questions and next steps.
2. Make your screen easy to see
With only 15 minutes, don’t waste time on software the prospect has to download, install, and log into. Use screen sharing that only needs a link, like Zoom. You stay in control and they install nothing.
3. Find out what they need
Before you present, ask: "Why did you reach out, and what are you looking for?" The answers tell you what to show and what to skip.
4. Pitch benefits, not features
I cringe every time I hear "here’s another really cool feature." What if they don’t care about it? Ask what problem they’re trying to solve, then focus the demo on that.
5. Ask for a next step
Tell them what happens next, whether that’s a follow-up call with more people, a draft agreement, or a timeline. Then ask about their decision process: "What do you need to make a decision?"
6. Go for the sale
Make a strong pitch, ask for the sale, and be ready to hear no. The point of the demo is to sell, not to make friends or hear yourself talk. Close by restating the value and asking for a commitment. If they can’t commit, ask: "What else would you need to move forward?"
7. Demo to the right people
Your time is valuable. Only demo to qualified buyers. If few demos convert, either your product has a fit problem or your qualifying criteria are too loose.
If you realize mid-demo that it’s not a fit, say so: "Honestly, I don’t think we’re a good fit for the needs you described. Let’s save each other time and revisit once we can address them." You’ll both appreciate it, and your demos become real revenue drivers.
Your turn
Lesson 7: The power of the follow-up
Life is all about the follow-up, especially in the startup hustle.
It’s easy to focus on the first contact: the first meeting, the important email. You reach out, feel good about it, and wait for the other side to respond. That’s the problem. You need more follow-up hustle.
I get it. You don’t want to be a pain in the ass. So most people reach out once and wait. That’s the wrong approach.
My philosophy is simple: I follow up as many times as it takes to get a response. I don’t care what the response is, as long as I get one. If someone needs 14 days, I put it on my calendar and ping them in 14 days. If they’re busy, I ask when I should check back. If they say they’re not interested, I leave them alone.
But if they don’t respond at all, I keep pinging them until they do. And trust me, they always do.
I once followed up with an investor 48 times before getting a meeting. He’d been introduced to me and replied positively at first, then disappeared. He finally responded, we met, and he invested.
Most people assume silence means no interest. I assume the person is busy and keep following up until they have a moment. That’s how you get meetings and deals that others don’t. You follow up, and you never stop until the deal is done.
Lesson 8: The most important lesson I ever learned in sales
One of the most powerful sales lessons I ever learned came when I was 18, a kid who thought selling was all about talking.
One of the most successful sales directors in my area took me under his wing and ran a role-play with me. I played a hyper-critical customer. He played the salesman. My job was to throw every objection I could at him.
Sales director: So, what are your biggest concerns about what I just proposed?
Me: Honestly, I don’t know if I can trust you. You experts all sound great, but then another expert sells me something totally different and that makes sense too. I don’t know enough to judge, and I’ve been burned before.
Sales director: That makes sense. What would you propose as a solution?
My inner voice went nuts. I wanted to sound smart. "Shit, what’s a good answer? Say something smart!"
Me: I could have all you salespeople show up at once, argue it out, and whoever makes the most sense wins my business.
Sales director: Good idea! Any others?
Now I was even more stressed. "Another idea?!"
Me: I could ask around my network for someone I trust who knows the subject.
Sales director: Another good one! Any more?
I was out of ideas, so I said something forgettable just to say something.
Sales director: Let’s recap. Option 1, get everyone in a room. Option 2, find an advisor in your network. Option 3, the one you just made up. Which do you like best?
Me: Number 1.
Sales director: Great. Let’s do that.
Then he stepped out of the role-play, leaned forward, looked me dead in the eye, and asked: "Now who did all the work?"
Me: Uh... me?
Sales director: Exactly. That’s how you always want it. Let the customer do the work and come up with the solutions, and guide them along the way.
I’ll never forget what he said next:
Whoever asks the questions controls the conversation. Sales is about asking questions and actively listening, and very little about talking.
That was the most profound sales advice I’ve ever gotten, and it changed how I think about good communication.
Your turn
Lesson 9: You need to call your customers. No excuses.
A lot of tech startups have stopped using the phone. Many B2B companies don’t even ask for phone numbers, and they never call the people who sign up.
"Why call when I can send an automated email?" Plenty of reasons. A real conversation raises activation, speeds up customer development, gets you feedback sooner, and gives you market intelligence straight from the source. You’ll close more deals, keep more customers, and stand out from competitors who never pick up the phone.
Higher activation
Most people forget about a free trial the moment they leave your site. A call is a simple fix. It reminds them why they signed up, gives you a chance to solve the problem they came to you with, and is much harder to ignore than an email. Call your new sign-ups regularly and watch activation and conversion go up.
Customer development, feedback, and market intelligence
Some founders say calling every trial user doesn’t make economic sense. Long term, that may be true. Early on, you need to test models to learn your customer lifetime value and acquisition cost. Don’t optimize for profit too soon. Nothing is more valuable than talking to your users. The goal of early calls isn’t to close everyone. It’s to understand what brought them to you.
Five questions to ask trial users:
How did you hear about us?
What are you looking for?
What’s your biggest challenge with that?
What questions do you have about the product so far?
How will you decide if it’s a good fit?
Higher close rate
Once activation improves and you understand what customers want, you can build a sales model around calling and closing on the phone. You’ll close more customers if you call every trial user. Period. The real question is whether you can do it efficiently enough to profit and scale. A simple rule of thumb: if customer lifetime value is below about $3,000, calling every trial user probably won’t pay off long term. Above that, set up your business to lean into phone sales.
Customer success and loyalty
A quick check-in call often turns into a support call that fixes a big issue or uncovers a major bug. People feel loyal to other people, not anonymous software. The more successful your customers are, the longer they stay, and the higher their lifetime value.
Stand out from the competition
If your competitors aren’t calling their sign-ups and you are, you’re already different. It shows how much you’re willing to invest in your customers, and that’s memorable in a crowded market.
How to get started
Start collecting phone numbers at sign-up. Make it optional if you like. It may cost a little sign-up conversion, but it’s usually worth it.
Start calling.
What would your business look like if you made more calls?
Lesson 10: The virtual close
Founders often come to me for advice on big deals.
They’ve met a buyer at a big company, demoed the product, answered the first round of questions, and seen some good buying signals. They send a follow-up to schedule the next meeting, and suddenly they’re in uncharted territory.
They worry:
Is this deal realistic?
What do I need to do next?
Are they really interested or just being nice?
How long will this take?
When and how should I follow up? Wait for them, or be proactive?
So I ask: did the prospect describe, in detail, what it will take for them to become a customer? Most say no. That’s the problem.
The fix is what I call the virtual close. It helps you:
Map every step it will take to close the deal
Uncover red flags that could slow or kill the deal
Guide your internal champion, the person on board who needs to convince others, through every step
Help the prospect picture life as your customer
Find out if there’s no real buying intent
Just ask this question:
"Now that you know what we do and we’ve answered your questions, it seems like a great fit. What are all the steps we need to take to make this happen?"
Then shut up and listen.
If you hear something like "Not sure..." or "We can’t buy until our current contract ends next year," you’re in trouble. There’s no real buying intent. Move on.
Otherwise, put on your investigator hat and keep asking questions until you reach the point where a deal can happen. A typical conversation:
You: What will it take for you to buy our product?
Customer: I’d have to show it to my boss and a few colleagues.
You: Great. How do you usually get feedback? A meeting this week or next? A presentation?
Customer: We have a weekly standup. I’ll present it there.
You: Awesome. What happens if your boss and team love it and want to move forward?
Customer: We’d schedule a call with you and all the stakeholders to answer questions.
You: Makes sense. Say that call goes well and everyone’s happy to move forward. What happens next?
Customer: Then it goes to legal.
This is where most people stop asking and feel good about what they’ve learned. That’s a mistake. Keep going until you reach the virtual close:
You: Of course. How does that usually work? Have you bought something similar recently, and what can we do to make it smooth?
Customer: It goes through a few higher-ups, then purchasing and the ethics committee.
You: Interesting. Can you walk me through that?
Customer: Purchasing usually takes a couple of weeks. If it looks good, ethics gives the final sign-off.
You: Great. And then we’re in business, right?
Customer: Yes!
Now you know exactly what it will take. You have a roadmap to:
Forecast accurately
Prepare each step and run some in parallel to save time
Decide if the deal is worth pursuing
And the prospect has pictured life as your customer and made a small mental commitment to it. You have everything you need to make good decisions and get the deal done.
Lesson 11: Ugh! Another discount request
Sometimes people ask for a discount before they’ve even tried your product. What do you do?
Don’t debate whether to offer one. Refocus their energy on what matters: your product. Here are 4 reasons never to negotiate price before someone has tried your product and confirmed it’s a fit.
1. You start the relationship on the wrong foot
People who ask for lower prices before investing any time in your product are usually trouble. They often become customers who expect 24/7 premium support and features built for them, while paying pennies on the dollar. Give them everything up front and they’ll keep asking for more. That’s unhealthy for both sides.
2. They’re buying for the wrong reason
They can’t know if your product fits until they’ve used it. Your first priority is helping them discover that it solves their problem. Discounting up front might close some deals faster, but many of those customers will realize they shouldn’t have bought. Nothing’s worse than a customer who cancels right after creating a pile of support and onboarding costs.
3. You’re negotiating on price instead of value
They haven’t had a chance to build desire or see the value you deliver. Suddenly your product is a commodity and your only differentiator is the lowest price.
4. You’re negotiating without leverage
The more time people invest in your product, the harder it is to walk away from it. Save the hardest parts of the negotiation for the end of the sales cycle, so you keep momentum and avoid friction up front.
What to say
Here’s what to say when someone asks for a discount before trying your product:
"Thanks for asking about pricing! Why not sign up for a trial and give it a go? If it’s a great fit, I’ll take care of you and make sure you get a price that makes you happy. Sound fair?"
It works every time. The usual reply:
"Great! Just signed up and giving it a go. Thanks!"
What to expect
9 times out of 10, bad-fit prospects self-select out during the trial. Good-fit prospects love the product so much they don’t push hard on price, because now they understand its value. And if they do, it’s fine to give great customers a good price. They’re buying for the right reasons and will likely stay a long time.
This isn’t just for difficult prospects. Even when friendly prospects worry about price up front, ask them to see if the product fits their needs first.
Seven traits: a focus on results, impatience, shamelessness, strong follow-up, a high tolerance for rejection, a strong sense of values, and resourcefulness. Use them to evaluate candidates, and to pick one trait at a time to improve in yourself.
When you know your ideal customer and how to qualify them, have a reliable and growing source of qualified leads, run a sales process that produces repeatable results, and can estimate customer lifetime value. Until then, invest in learning rather than hiring more salespeople.
As many times as it takes to get a response. If they ask you to check back later, put it on your calendar and do it. If they say they’re not interested, leave them alone. Silence usually means busy, not no.
Redirect them to the product: thank them for asking, suggest they start a trial, and promise that if it’s a great fit you’ll make sure they get a price that makes them happy. Negotiating before they’ve seen the value means competing on price without any leverage.