Why Employee Growth and Headcount Matter for Salespeople Context and timing are everything when it comes to building relationships with prospects. To make sure you nail a “just right” strategy, turn to data and contextual information to connect with the right customers when it matters most. One key metric for salespeople to follow is a company’s employee growth. When companies experience fast growth, they often need additional resources, such as a bigger office and additional software and hardware.
Here are two ways that sales teams are using employee growth and headcount in Mattermark to find new prospects and close more deals.
 From Startup Investors Mitch and Freada Kapor of the Kapor Center recognize the combination of the single-minded pursuit of wealth [in VC] above all, paired with a culture that looks the other way at its bias, elitism, and lack of accountability has become a combustible mixture, in “Can Venture Capital Be Saved?” Marc Andreessen of Andreessen Horowitz answers questions about how to convince a venture capitalist to give one money, what has changed about the tech industry since he co-wrote the first web browser, and where opportunities still exist to build huge, meaningful businesses around technology the world needs, in “Stripe Atlas Forum AMA” Anupam Rastogi of NGP explores the differences from raising earlier-stage financing to portfolio companies looking to raise follow-on growth rounds in “How to Nail the Growth Round” Guy Turner of Hyde Park Venture Partners discusses the five activities and five styles that matter in startup founding teams, in “People, Part 2: The Characteristics That Matter in Startup Teams” Julian Counihan of Schematic Ventures goes back to the early days of computer software for strategic insight into today's industrial automation software market, in "Musings on Industrial Software"
From Startup Operators Steve Blank, Adjunct Professor at Stanford University, looks at what happens to a startup's innovation culture as the company grows and what founders can do about it, in “Why Good People Leave Large Tech Companies” Molly Graham of the Chan Zuckerberg Initiative explains some of her golden rules for compensation and the system that she thinks strikes the fine balance between a startup’s needs and keeping employees happy, in “A Counterintuitive System for Startup Compensation” Emília Chagas of Contentools chats with Nathan Latka about building her startup in Brazil, how content solutions are often offered to enterprises, but SMBs need them too, and her key SaaS metrics, in “Why Moving Her Team to Brazil Was Genius” Owen Williams of Charged argues that the problem with tools like Slack isn't the technology, but that we have no social norms around how to use them, in "Chat at Work is Killing My Productivity" Lawrence Ripsher of Pinterest puts together a list of the behaviors he’s seen in best product people in “What Makes a Great Product Manager” Must-Reads From Today's Raise The Bar
Chris Von Wilpert of Rocketship Agency digs into the metrics behind how Slack managed to become a $1.1 billion company without a million-dollar marketing technique, a fancy email strategy, or a pushy outbound sales team in “Peek Inside Slack’s Multi-Million Dollar SaaS Growth Strategy” Andy Johns of Wealthfront maps out what growth entails, outlines the three mandatory skills needed to be exceptional at it, and provides one-off lessons from his years in the field in “Indispensable Growth Frameworks from My Years at Facebook, Twitter and Wealthfront” Raise the Bar is our other daily newsletter that brings you real insights from sales, marketing, and growth leaders. No click-bait or time-wasting articles.
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