This morning, as I walked to the office, I found myself reflecting on the nature of sales and the unique challenges it brings. Being actively involved in sales gives you not just an understanding of the process but hands-on experience of interacting with customers, identifying their needs, and overcoming objections. It’s a dynamic role that requires balancing many different factors, and I’ve been learning how to approach each one thoughtfully.
When you’re in sales, especially B2B product sales, several key elements come into play. For instance, when meeting prospects, it’s essential to have the right technology and ideas at hand. I need to be clear about what value proposition I’m presenting, how to communicate it effectively, and, of course, the commercial aspects. On top of that, there are negotiations to manage, and each conversation requires me to be prepared on multiple fronts—whether it’s pricing, benefits, or even potential competition.
One interesting example in the fintech industry relates to DMAT services, where competitors sometimes offer services at a premium. In this landscape, I’ve observed how companies in our space shift some of their operations—like distribution and sales—onto a different player to manage more efficiently. Take EquityList, for example. It’s a cap table management software that not only handles employee stock options but also valuations, DMAT accounts, and more. Their approach is smart: they charge companies a reasonable fee—around ₹5,000 per DMAT account per year—and then partner with RTAs (Registrar and Transfer Agents) to handle the heavy lifting on the transaction processing side.
This delegation of responsibilities allows them to focus on what they do best while leaving specialized tasks, like transaction processing, to the experts. It’s a great example of how companies can leverage partnerships and distribution models to maximize efficiency and streamline their offerings. EquityList doesn't have to handle every piece of the process themselves, and by outsourcing to RTAs, they can keep pricing competitive while maintaining service quality.
The sales and distribution model being employed here is a valuable lesson for anyone in the industry. It showcases how businesses can offload certain functions to partners, allowing them to focus on core strengths while still delivering value to customers. It also opens up new opportunities for both service providers and distributors, creating a win-win scenario.
In reflecting on this, I see that there are always multiple ways to approach sales and business models. It’s all about finding the right balance, recognizing where you can delegate, and building partnerships that enhance your service without diluting your brand. This approach isn’t limited to fintech—it’s applicable across industries. Sales, marketing, and distribution don’t have to be handled internally at every level; sometimes, the best way to scale is by working with others who specialize in areas you don’t.
This shift in perspective has made me realize that sales is not just about closing deals—it’s about crafting the right strategy, positioning your value in the market, and knowing when to partner with others to achieve your goals. As I continue in my journey, I’m excited to explore these strategies and incorporate them into my work. The conversation about sales, distribution, and partnerships is ongoing, and I believe it’s one worth having, especially in an evolving industry like ours.