Sales and Marketing

Auto Added by WPeMatico

6sense raises $125M at a $2.1B valuation for its ‘ID graph’, an AI-based predictive sales and marketing platform

Published March 30, 2021

AI has become a fundamental cornerstone of how tech companies are building tools for salespeople: they are useful for supercharging (and complementing) the abilities of talented humans, or helping them keep themselves significantly more organised; even if in some cases — as with chatbots — they are replacing them altogether. In the latest development, 6sense, one of the pioneers in using AI to boost the sales and marketing experience, is announcing a major round of funding that underscores the traction AI tools are seeing in the sales realm.

The startup has raised $125 million at a valuation of $2.1 billion, a Series D being led by D1 Capital Partners, with Sapphire Ventures, Tiger Global and previous backer Insight Partners also participating.

The company plans to use the funding to expand its platform and its predictive capabilities across a wider range of sources.

For some context, this is a huge jump for the company compared to its last fundraise: at the end of 2019, when it raised $40 million, it was valued at a mere $300 million, according to data from PitchBook.

But it’s not a big surprise: at a time when a lot of companies are going through “digital transformation” and investing in better tools for their employees to work more efficiently remotely (especially important for sales people who might have previously worked together in physical teams), 6sense is on track for its fourth year of more than 100% growth, adding 100 new customers in the fourth quarter alone. It caters to small, medium, and large businesses, and some of its customers include Dell, Mediafly, Sage and SocialChorus.

The company’s approach speaks to a classic problem that AI tools are often tasked with solving: the data that sales people need to use and keep up to date on customer accounts, and critically targets, lives in a number of different silos — they can include CRM systems, or large databases outside of the company, or signals on social media.

While some tools are being built to handle all of that from the ground up, 6sense takes a different approach, providing a way of ingesting and utilizing all of it to get a complete picture of a company and the individuals a salesperson might want to target within it. It takes into account some of the harder nuts to crack in the market, such as how to track “anonymous buying behavior” to a more concrete customer name; how to prioritizes accounts according to those most likely to buy; and planning for multi-channel campaigns.

6sense has patented the technology it uses to achieve this and calls its approach building an “ID graph.” (Which you can think of as the sales equivalent of the social graph of Facebook, or the knowledge graph that LinkedIn has aimed to build mapping skills and jobs globally.) The key with 6sense is that it is building a set of tools that not just sales people can use, but marketers too — useful since the two sit much closer together at companies these days.

Jason Zintak, the company’s CEO (who worked for many years as a salesperson himself, so gets the pain points very well), referred to the approach and concept behind 6sense as “revtech”: aimed at organizations in the business whose work generates revenue for the company.

“Our AI is focused on signal, identifying companies that are in the market to buy something,” said Zintak in an interview. “Once you have that you can sell to them.”

That focus and traction with customers is one reason investors are interested.

“Customer conversations are a critical part of our due diligence process, and the feedback from 6sense customers is among the best we’ve heard,” said Dan Sundheim, founder and chief investment officer at D1 Capital Partners, in a statement. “Improving revenue results is a goal for every business, but it’s easier said than done. The way 6sense consistently creates value for customers made it clear that they deliver a unique, must-have solution for B2B revenue teams.”

Teddie Wardi at Insight highlights that AI and the predictive elements of 6sense’s technology — which have been a consistent part of the product since it was founded — are what help it stand out.

“AI generally is a buzzword, but here it is a key part of the solution, the brand behind the platform,” he said in an interview. “Instead of having massive funnels, 6sense switches the whole thing around. Catching the right person at the right time and in the right context make sales and marketing more effective. And the AI piece is what really powers it. It uses signals to construct the buyer journey and tell the sales person when it is the right time to engage.”

Demand Sage raises $3M to make sales and marketing data more accessible

Published September 17, 2020

Demand Sage, a new startup from the founders of recently acquired mobile analytics company Localytics, announced this morning that it has raised $3 million in seed funding led by Eniac Ventures and Underscore VC.

When I spoke to CEO Raj Aggarwal, CTO Henry Cipolla and CPO Randy Dailey back in February, they outlined a vision to make it easier for marketers to get the data and insights they need, initially by automatically generating Google Sheets reports using data from HubSpot.

More recently, Demand Sage has been expanding into sales data.

“From our solid base with marketers we noticed sales leaders pulling us in to help them too,” Aggarwal told me via email. “We’ve been able to give them visibility they didn’t have, in areas such as where deals are getting stuck and which activities actually drive revenue. It makes sense since there is a ton of overlap between the sales and marketing functions, especially in SMBs.”

Aggarwal also said that Demand Sage has expanded its product lineup beyond pre-built report templates by introducing a no-code “Report Builder,” and by testing out an insights tools that could, for example, help salespeople determine which deals need their attention.

In a statement, Vinayak Ranade, CEO of Demand Sage customer Drafted, said, “With every sales and marketing tool I’ve used, eventually you give up and export data to a spreadsheet to dig into the numbers,” whereas with Demand Sage, it’s “like having a Google Sheets power-user that automatically makes the spreadsheets that you really want to see.”

As for how the business has fared during the pandemic, Aggarwal said, “Demand has really jumped. Companies need more cost-effective solutions and greater flexibility as business models shift.”

Localytics founders announce Demand Sage, a startup bringing marketing intelligence to small and mid-sized businesses

How do you hire a great growth marketer?

Published April 19, 2019

Julian Shapiro
Contributor

Julian Shapiro is the founder of BellCurve.com, a growth marketing agency that trains you to become a marketing professional. He also writes at Julian.com.

Great marketers are often founders

One interesting way to find great marketers is to look for great potential founders.

Let me explain. Privately, most great marketers admit that their motive for getting hired was to gain a couple years’ experience they could use to start their own company.

Don’t let that scare you. Leverage it: You can sidestep the competitive landscape for marketing talent by recruiting past founders whose startups have recently failed.

Why do this? Because great founders and great growth marketers are often one and the same. They’re multi-disciplinary executors, they take ownership and they’re passionate about product.

You see, a marketing role with sufficient autonomy mimics the role of a founder: In both, you hustle to acquire users and optimize your product to retain them. You’re working across growth, brand, product and data.

As a result, struggling founders wanting a break from the startup roller coaster often find transitioning to a growth marketing role to be a natural segue.

How do we find these high-potential candidates?

Finding founders

To find past founders, you could theoretically monitor the alumni lists of incubators like Y Combinator and Techstars to see which companies never succeeded. Then you can reach out to their first-time founders.

You can also identify future founders: Browse Product Hunt and Indie Hackers for old projects that showed great marketing skill but didn’t succeed.

There are thousands of promising founders who’ve left a mark on the web. Their failure is not necessarily indicative of incompetence. My agency’s co-founders and directors, including myself, all failed at founding past companies.

How do I attract candidates?

To get potential founders interested in the day-to-day of your marketing role, offer them both breadth and autonomy:

Let them be involved in many things.
Let them be fully in charge of a few things.

Remember, recreate the experience of being a founder.

Further, vet their enthusiasm for your product, market and its product-channel fit:

Product and market: Do their interests line up with how your product impacts its users? For example, do they care more about connecting people through social networks, or about solving productivity problems through SaaS? And which does your product line up with?
Product-channel fit: Are they excited to run the acquisition channels that typically succeed in your market?

The latter is a little-understood but critically important requirement: Hire marketers who are interested in the channels your company actually needs.

Let’s illustrate this with a comparison between two hypothetical companies:

A B2B enterprise SaaS app.
An e-commerce company that sells mattresses.

Broadly speaking, the enterprise app will most likely succeed through the following customer acquisition channels: sales, offline networking, Facebook desktop ads and Google Search.

In contrast, the e-commerce company will most likely succeed through Instagram ads, Facebook mobile ads, Pinterest ads and Google Shopping ads.

We can narrow it even further: In practice, most companies only get one or two of their potential channels to work profitably and at scale.

Meaning, most companies have to develop deep expertise in just a couple of channels.

There are enterprise marketers who can run cold outreach campaigns on autopilot. But, many have neither the expertise nor the interest to run, say, Pinterest ads. So if you’ve determined Pinterest is a high-leverage ad channel for your business, you’d be mistaken to assume that an enterprise marketer’s cold outreach skills seamlessly translate to Pinterest ads.

Some channels take a year or longer to master. And mastering one channel doesn’t necessarily make you any better at the next. Pinterest, for example, relies on creative design. Cold email outreach relies on copywriting and account-based marketing.

(How do you identify which ad channels are most likely to work for your company? Read my Extra Crunch article for a breakdown.)

To summarize: To attract the right marketers, identify those who are interested in not only your product but also how your product is sold.

Other approaches

The founder-first approach I’ve shared is just one of many ways my agency recruits great marketers. The point is to remind you that great candidates are sometimes a small career pivot away from being your perfect hire. You don’t have to look in the typical places when your budget is tight and you want to hire someone with high, senior potential.

This is especially relevant for early-stage, bootstrapping startups.

If you have the foresight to recognize these high-potential candidates, you can hopefully hire both better and cheaper. Plus, you empower someone to level up their career.

Speaking of which, here are other ways to hire talent whose potential hasn’t been fully realized:

Find deep specialists (e.g. Facebook Ads experts) and offer them an opportunity to learn complementary skills with a more open-ended, strategic role. (You can help train them with my growth guide.)
Poach experienced junior marketers from a company in your space by offering senior roles.
Hire candidates from top growth marketing schools.

Vetting growth marketers

If you don’t yet have a growth candidate to vet, you can stop reading here. Bookmark this and return when you do!

Now that you have a candidate, how do you assess whether they’re legitimately talented?

At Bell Curve, we ask our most promising leads to incrementally complete three projects:

Create Facebook and Instagram ads to send traffic to our site. This showcases their low-level, tactical skills.
Walk us through a methodology for optimizing our site’s conversion rate. This showcases their process-driven approach to generating growth ideas. Process is everything.
Ideate and prioritize customer acquisition strategies for our company. This showcases their ability to prioritize high-leverage projects and see the big picture.

We allow a week to complete these projects. And we pay them market wage.

Here’s what we’re looking for when we assess their work.

Level 1: Basics

First — putting their work aside — we assess the dynamics of working with them. Are they:

Competent: Can they follow instructions and understand nuance?
Reliable: Will they hit deadlines without excuses?
Communicative: Will they proactively clarify unclear things?
Kind: Do they have social skills?

If they follow our instructions and do a decent job, they’re competent. If they hit our deadline, they’re probably reliable. If they ask good questions, they’re communicative.

And if we like talking to them, they’re kind.

Level 2: Capabilities

A level higher, we use these projects to assess their ability to contribute to the company:

Do they have a process for generating and prioritizing good ideas?
- Did their process result in multiple worthwhile ad and landing page ideas? We’re assessing their process more so than their output. A great process leads to generating quality ideas forever.
- Resources are always limited. One of the most important jobs of a growth marketer is to ensure growth resources are focused on the right opportunities. I’m looking for a candidate that has a process for identifying, evaluating and prioritizing growth opportunities.
Can they execute on those ideas?
- Did they create ads and propose A/B tests thoughtfully? Did they identify the most compelling value propositions, write copy enticingly and target audiences that make sense?
- Have they achieved mastery of 1-2 acquisition channels (ideally, the channels your company is dependent on to scale)? I don’t expect anyone to be an expert in all channels, but deep knowledge of at least a couple of channels is key for an early-stage startup making their first growth hire.

If you don’t have the in-house expertise to assess their growth skills, you can pay an experienced marketer to assess their work. It’ll cost you a couple hundred bucks, and give you peace of mind. Look on Upwork for someone, or ask a marketer at a friend’s company.

Recap

If you’re an early-stage company with a tight budget, there are creative ways to source high-potential growth talent.
Assess that talent on their product fit and market fit for your company. Do they actually want to work on the channels needed for your business to succeed?
Give them a week-long sample project. Assess their ability to generate ideas and prioritize them.