The document discusses the strategy of "Land, Expand, and Expand Again" used by Yello, a talent acquisition software company. It describes how Yello focuses on landing pilot clients, then expanding usage and upselling additional products to those clients. The goal is then to convert clients into strategic partners by having them provide input to help shape Yello's roadmap and products. This validates their product, increases margins, reduces churn risk, and helps investors believe projections. The document provides examples of how Yello implements this strategy at each stage of the sales cycle and client relationship.
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Lessons Learned: How to Land, Expand, and Expand Again
1. Jason Weingarten
Co-Founder & CEO, Yello
Michael Megerian
EVP, Sales & Account Management
#saastrannual
Land, Expand
& Expand Again
2. YOUR YELLO GUIDES
CO-FOUNDER AND CEO
J A S O N W E I N G A R T E N
EXECUTIVE VICE PRESIDENT
SALES & ACCOUNT
MANAGEMENT
M I C H A E L M E G E R I A N
3. Land, Expand & Expand Again
#saastrannual
• Validates product/market fit
• Typically can increase software margins
• Minimizes churn risk
• Becomes a great story to future clients
• Enables investors to believe TAM projections
Importance of Expansion
4. Land, Expand & Expand Again
#saastrannual
Yello Pitch Decks
5. Land, Expand & Expand Again
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January 2014 Pitch
Deck
6. Land, Expand & Expand Again
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August 2015 Pitch
Deck
7. Land, Expand & Expand Again
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August 2016 Pitch
Deck
9. Land, Expand & Expand Again
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Yello
Background
• Founded in 2008
• Raised $15M over several
rounds
• Currently in Growth Stage
• 130 Employees
• Enterprise focused
13. Land, Expand & Expand Again
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Lay of Land CEO
President
EVP
Sales &AM
VP
Strategic Sales
Director
Enterprise Sales
Director
Account
Management
Director
Sales Development
Director
CSG
VP Marketing
14. Land, Expand & Expand Again
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Specialized Sales
Teams
EVP
Sales &AM
VP
Strategic Sales
Director
Enterprise
Sales
Director
Account
Management
• 6-figure lands
• 6-9 mo. sales cycle
• 5-figure lands
• 2-5 mo. sales cycle
• 4 to 6-figure expands
• 1-3 mo. sales cycle
15. Land, Expand & Expand Again
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1. Call it a one-year “pilot”
2. Find the person at the enterprise company with
the most to gain and get to know them well
3. Demonstrate company stability & expertise
4. Restrict license usage to setup future upsells
The Land
17. Land, Expand & Expand Again
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1. Define “pilot” success before implementation
2. Align proper resources to drive adoption and
success post go-live
3. Equip your account managers to have products
to naturally upsell
4. Understand and demonstrate the value created
from the success to build a deeper relationship
Expand
18. YELLO PROVIDES END -T O -END SUPPORT
throughout the client lifecycle
A C C O U N T M A N A G E R
Supporting Role
Leading Role
Discovery and Decision Implementation Growth and Adoption Driving Success
S A L E S
I M P L E M E N T A T I O N M A N A G E R A D O P T I O N M A N A G E R
E X P E R I E N C E T E A M ( S U P P O R T )
19. Yello Account Management
Responsible for all aspects of relationship
management and Client success
planning, strategically partnering with
Yello’s Clients to understand Client’s
business initiatives and challenges, in
efforts to enable Clients to derive value
through use of Yello’s solutions
Yello Adoption Management
Partnering with Yello’s Clients, to drive
adoption, utilization and satisfaction, through
continuous improvement by consulting on best
practices, and reviewing usage and results
20. Engagement Model
A C C O U N T
Management
A D O P T I O N
Management
Experience
S U P P O R T
• Work together to create a mutual near and long-term account success plan
• Ensure Yello’s solutions are meeting your business goals
• Understand the Client’s process and business goals and objectives to see where Yello’s Solutions
can assist.
• Advocate on Client’s behalf within Yello
• Renewal Management
• Facilitate weekly, bi-monthly, or monthly adoption review meetings
• Consult on best practices
• Ensure Clients are maximizing use of their Yello Solutions
• Educate and train on newly released features and functions
• Support all clients regarding any day-to-day questions
• Manage live chat, email tickets, and phone support
• Provide resource and training materials
21. Mutual Governance Model
E X E C U T I V E
A L I G N M E N T &
Overall Relationship
Management
A D O P T I O N &
Utilization
Project
Specific
Client Executive Sponsor & Project Owner
Client Project Owner & Super User
Yello Project Specific Resource
P O S T G O - L I V E
Yello Account Manager
Yello Adoption Manager
Client Project Specific Resource(s)
25. Land, Expand & Expand Again
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PLA TFOR M
Recruiting Platform
Mobile Apps
Scheduling
Evaluation
Management
Video
Interviewing
Campus
Talent Relationship
Management
Events
Referrals
26. Land, Expand & Expand Again
#saastrannual
1. Find out when the strategic planning
meetings are and offer to attend in person
2. Discover yearly goals and offer to adjust
roadmap to help
3. Convert company from CLIENT to
PARTNER
4. Create Board of Advisors
Expand Again
NOTE: Cost is usually not an issue, ROI is.
27. CEO’S INNOVATION COUNCIL (CIC)
Scott Wardlow, JPMorgan Chase & Co.
Chief Technology Officer, HR
Susan Gunn, Aramark
Senior Vice President, HR
Karen Balcom, Raytheon
Enterprise Talent Programs Leader
Marshal Green, USAA
Director, University Relationships
Russ Kumar, Bloomberg
COO, HR
Adam Godson, Cielo
Vice President, Global Technology Solutions
Bruce Hill, Eli Lilly & Company
Director, HR, Global Recruiting & Staffing
Richard Oliver, Johnson & Johnson
Global Talent Acquisition University Relations Manager
Dylan Schweitzer, Enterprise Holdings
Corporate Talent Acquisition Manager, HR
Lauren Evans, Kiewit
University Relations & Recruitment Manager
Comprised of recruiting industry leaders who have used Yello software for
years and helped to shape our product offerings.
28. Jason Weingarten
Co-Founder & CEO, Yello
Michael Megerian
EVP, Sales & Account Management
#saastrannual
Land, Expand
& Expand Again
Hinweis der Redaktion
In 2015, I was in the audience and learned a ton from all the VPs presenting. The CEOs were way over my head. In 2016, I felt like the material presented by VPs was already being done at Yello and/or we should be teaching this. Meanwhile, the CEO’s were no longer over my head, but amazing and inspiring. Now, being on stage is incredibly cool and I really hope we can help many young SaaS companies accelerate their growth because of this session, just like SaaStr has done that for Yello.
3M example
Alcoa example
In 2015, I was in the audience and learned a ton from all the VPs presenting. The CEOs were way over my head. In 2016, I felt like the material presented by VPs was already being done at Yello and/or we should be teaching this. Meanwhile, the CEO’s were no longer over my head, but amazing and inspiring. Now, being on stage is incredibly cool and I really hope we can help many young SaaS companies accelerate their growth because of this session, just like SaaStr has done that for Yello.