Writing this blog to demonstrate my understanding of GTM, which is a tad different from macro sales. The big picture, however, hasn't changed; it's all about solving customers' problems and how you make them feel.
Traditionally, there are two kinds of sales: product-led growth and traditional enterprise sales. I suspect that for ReflectionAI, the latter is more important. The two questions one must ask: Who do you sell it to, What are you selling, and How are you selling?
1. Figure out the Persona
In PLG, no developer wants to be on the phone, get cold-called, or even pick up a phone call from a random salesperson. In the latter, focus on which persona you want to sell it to. Does your product really resonate with them and drive amazing, incredible value? What is the actual business value, and how do you articulate it?
Are you aiming for the CIO or some functional leader, like VP of Research? Is it through a referral? Is it cold-outbounding? Some personas you can cold-mail, some personas you can't.
2. Focus on learnings and insights
Something a junior salesperson can do is thoughtfully reach out to people and focus on gaining insights and logos, rather than immediate deals. No commission targets are probably what makes sense at the start, in order to create a cohesive culture of trust. For an early-stage startup, setting up a commission too early can either be an overtarget or an undertarget. Ultimately, the first 20 hires will be the lifeblood of the culture, who will represent your team as you grow the company worldwide.
3. Showcase Pilot for customers, focus on executive buy-in
Make sure executive buy-in is present in pilots. Focus on clear ROI and Results. What does good look like, and how do you measure it?
While LLMs often deliver noticeable productivity gains, these benefits can feel intangible - so it's critical to define and communicate clear results.
4. Large Enterprise is moving faster than you think
There is now pressure from boards on "What is your AI strategy?". When market share is at stake, large enterprises are moving with surprising velocity. Fear of revenue erosion is a powerful accelerant.