80% of start-ups die from no sales

Startups often emphasize the importance of developing a thorough business plan, building an experienced team, and opening up a vast market. These are really important, but they also underestimate what really matters: sales. According to the book Traversing the Traction Gap, 80% of start-ups fail because they don’t focus on sales, and ultimately on the road to developing large-scale products into large-scale businesses.

The founders will think that if they have a really great product, the sales will be solved. This is the first myth of entrepreneurial sales. In fact, if people don’t understand the product, they can’t and won’t buy it. Sales here play a role in bridging the information gap.

Data shows that companies with smaller scales need to pay attention to the sales process. However, start-ups often reduce the level of sales in an organization: sales executives often need to report to marketing executives, as if revenue generation is a subset of brand building. This is the second myth of entrepreneurial sales.

Another common entrepreneurial mistake is that entrepreneurs believe they hire a salesperson and can effectively solve problems through authorization. A founder can save the company’s maximum revenue by paying only one sales professional. This is the third myth of entrepreneurial sales.

The fourth myth of entrepreneurial sales is that some founders believe that people are born with sales talent or not. This thinking believes that successful salespeople are helpful, outgoing and social, while introverts are not good at sales. In fact, everyone can become a salesperson after deliberate practice and practice.

Sales should be the core of a startup’s business from the start. The founders have many voters: investors, employees, channel partners, customers, media, analysts, and suppliers. The founder’s job is to convince each voter to accept his ideas. Investors and analysts need to believe that this idea is feasible and will generate profits; partners and suppliers are willing to work with the new company; employees can abandon their stable, high-paying, low-risk jobs and join the salary and Protecting fewer companies; customers see value in new products or services and are willing to pay for it. All of this needs to be advanced in a way that motivates and mobilizes people. Therefore, all founders should be the best salespeople in the company.