How can i set up a funnel on pipedrive for Saas(integratio) Sales ? Looking for best practices.

Most Software as a service vendors generally don't book annual deals except in highly specialized cases. Most customers prefer to be able to cancel/change anytime they choose. Also, deals done "offline" end up actually often being more trouble than they are worth to administrate especially for a $2988 ticket. Generally, companies don't view prepaying for SaaS products a year in advance as a "convenience" (to them) so if the debate is internal (not customer driven), I'd set this debate aside until it's requested by the customer. Most customers will request a discount to pre-pay annual service. Happy to talk this through with you in a call, to work through the specifics of your situation in more detail.

Anyone who calls themselves something fancy like that is probably one of the 99% in the industry that have no idea what they are doing and will make you hemorrhage money. Find a MARKETER with a proven track record and use them to build an empire. If you don't want an empire and, instead, want to make your friends jealous by bragging about "new hires," then hire a "growth hacker" or "assistant of hardcore development" or "rad visualization chairman" or whatever other stupid position all these failing startups get caught on.

I was involved with a SaaS product that launched a landing page and made clear that the product was still in development, but that we would give earliest access to people who pre-paid for the product. We also allowed people to choose what they paid, and promised them that payment would stay in-effect for several months. We generated revenue the first day of posting the landing-page publicly and increased revenue month-over-month. However, we discontinued the product as it was simply not big enough of a market for us to justify continued time and energy. But I would encourage you to pursue a similar model in that it's a great way to test and validate the pain others experience for the problem and a great way to ensure you're building the product to satisfy real customers. Happy to talk this through in more detail in a call

In my experience, the longer sales cycle requires more attention. The metrics will be unique to your business, but you can't go wrong with these: Marketing & Sales Metrics Look at metrics that will help you scale and project growth, and then accelerate opportunity to close velocity #s and conversion rates of marketing qualified leads (MQLs) #s, time, and conversion rates of MQLs to sales qualified leads (SQLs) #s, time, and conversion rates of SQLs to opportunities #s, time, and conversion rates of opportunities to sales Customer Success Metrics An ARR SaaS business may have a guaranteed 12 month customer lifespan, but that doesn't guarantee the customer actually uses the product and won't churn at renewal time. Measuring product usage will help you discover patterns that cause churn, increase the perceived value of the product, and improve the customer experience. Financial Metrics Each Reporting Period (I'd recommend monthly) look at Values & Rate of Change Customer Acquisition Cost Average Value of a Customer look at Values, % of total, & Rate of Change Revenue from New Subscriptions Revenue from Renewal Subscriptions At the early stage, businesses will see new Subscriptions significantly outpace renewals. As the business matures, the % of total ARR from New Subscriptions will begin to decline, assuming churn rates are good.

Obviously, they do the fundamentals well. Good brand. Good experience. Good word of mouth. Good PR. Etc. Etc. But after my interview with Ryan Graves, the head of Global Operations at Uber (https://www.growthhacker.tv/ryan-graves), it became clear that they are operationally advanced and this is a huge part of their success. I'll explain. Uber isn't just a single startup, it's essentially dozens of startups rolled into one because every time they enter a new city they have to establish themselves from essentially nothing (except whatever brand equity has reached the city ahead of them). This means finding/training drivers, marketing to consumers, and building out local staff to manage operations for that city. This is where Ryan Graves comes in. He has a protocol of everything that must be done, and in what order, and by who, to ensure the best chance of success in a new city. So how has Uber grown so fast? Essentially, they figured out how to grow in one locale and were relentless about refining their launch process to recreate that initial success over and over in new cities. No plan works for every city, and they've had to adapt in many situations, but it is still a driving factor for their success.