Complete Guide

B2B Sales Playbook

Every successful B2B startup is built on founder-led sales. Before you can hire a sales team, you need to prove the playbook yourself. This guide gives you the frameworks, scripts, and tactics to close your first 50 customers.

20%

Cold Outreach Response

5-7

Touches to Book

30-45

Min Discovery Call

25-35%

Demo to Close Rate

What's Inside This Guide

01. Why Founder-Led Sales 02. Defining Your ICP 03. Prospecting & Outreach 04. The Discovery Call 05. Running Great Demos 06. Proposals & Pricing 07. Handling Objections 08. Closing Techniques 09. Negotiation Tactics 10. Pipeline & Process 11. Sales Metrics & KPIs 12. Common Sales Mistakes

Why Founder-Led Sales

Founder-led sales isn't just a phase—it's the foundation of your go-to-market strategy. Here's why it matters and when to do it yourself.

Why Founders Must Sell First

Product feedback loop — Every sales conversation reveals what customers actually need—not what you think they need

Credibility advantage — Prospects trust founders more than salespeople. Use this while you can.

Pricing validation — You need to hear objections firsthand to understand value perception

Playbook creation — You cant hire salespeople until you know what works. Document everything.

ICP refinement — Early sales reveals who actually buys vs. who just talks

The Founder Sales Timeline

$0-100K ARR

Founders do 100% of sales. Focus on learning, not scaling.

$100K-500K ARR

Founders still primary sellers. Document the playbook. Maybe hire 1 SDR.

$500K-1M ARR

Hire first AE. Founders transition to closing big deals and building team.

$1M+ ARR

Hire sales leader. Founders focus on enterprise/strategic accounts.

Defining Your ICP

Your Ideal Customer Profile (ICP) determines who you sell to. Get this wrong and you'll waste months chasing deals that never close.

ICP Definition Framework

Company Size — Employee count? Revenue? Funding stage?

Industry — Which verticals? Any exclusions? Regulatory factors?

Geography — Regions? Languages? Time zones for support?

Tech Stack — What tools do they use? Integration requirements?

Buying Signals — Recent funding? New hires? Tech adoption patterns?

Pain Intensity — How acute is the problem? Budget allocated?

Buyer Persona Elements

→Job title and reporting structure

→Key responsibilities and KPIs

→Daily frustrations and pain points

→How they evaluate solutions

→Who else influences the decision

→Budget authority level

→Career motivations

Anti-ICP: Who NOT to Sell

×Companies too small to pay your price

×Industries with long procurement cycles

×Buyers without budget authority

×Use cases outside your core value

×Highly regulated verticals (if not ready)

×Companies with competing priorities

The 10-3-1 Rule

Start by targeting 10 companies that perfectly fit your ICP. Get 3 of them on calls. Close 1. Then refine your ICP based on what you learned and repeat. This prevents spraying and praying while keeping your pipeline focused on winnable deals.

Prospecting & Outreach

Cold outreach as a founder has a secret weapon: you're the CEO. Use your title and story to open doors that salespeople can't.

Cold Email Template (Founder Version)

Subject: [Specific observation] at [Company]

---

Hi [Name],

[Observation about their company/role that shows research]

Im the founder of [Company]. We help [ICP] solve [specific problem] by [brief how].

[1-2 sentences of relevant proof: customer result, metric, or credibility marker]

Worth a 15-minute call to see if this is relevant for [Company]?

[Your name]

Channel	Response Rate	Best For	Tips
Cold Email	5-15%	Scale, testing	Personalize first line, keep under 100 words
LinkedIn DM	15-25%	Senior executives	Connect first, engage with content, then message
Warm Intro	40-60%	Enterprise deals	Ask: Who do you know at [target company]?
Cold Call	2-5%	SMB, direct buyers	Call 8-9am or 5-6pm. Ask for 30 seconds.
Events/Conferences	30-50%	High-value targets	Pre-schedule meetings, follow up within 24hrs

The 5-Touch Sequence

Day 1Personalized email with observation

Day 3LinkedIn connection request (no pitch)

Day 5Follow-up email with different angle/value prop

Day 8LinkedIn message referencing email

Day 12Break-up email: "Should I close the loop?"

The Discovery Call

Discovery is where deals are won or lost. Your goal: understand their problem deeply enough to know if you can help—and have them realize it too.

Discovery Call Structure (30-45 min)

Opening (3 min) — Agenda, time check, permission to ask questions

Situation (8 min) — Current state, tools, team structure, processes

Problem (10 min) — Pain points, impact, failed solutions, urgency

Implication (5 min) — Cost of inaction, strategic importance, timeline pressure

Need-Payoff (5 min) — Ideal solution, success criteria, expected ROI

Next Steps (5 min) — Demo scheduling, stakeholder mapping, procurement process

Power Questions for Discovery

Understanding the Problem

• "Walk me through how you currently handle [process]. What works? What doesnt?"
• "When you think about [problem area], whats keeping you up at night?"
• "Whats the cost when this goes wrong? Can you quantify it?"

Qualifying the Opportunity

• "Is solving this a priority this quarter, or more exploratory?"
• "Who else would be involved in evaluating a solution?"
• "What would make this a no-brainer decision for you?"

Uncovering Decision Criteria

• "Whats your evaluation process typically look like?"
• "What would you need to see in a demo to move forward?"
• "Are there any deal-breakers I should know about upfront?"

The 80/20 Rule of Discovery

In discovery, the prospect should talk 80% of the time. Your job is to ask great questions and actively listen—not to pitch. Take detailed notes (or record with permission). The information you gather here determines your demo strategy and proposal.

Running Great Demos

A demo is not a product tour. Its a conversation where you show how your solution solves their specific problems. Make it about them, not you.

Demo Structure (45-60 min)

Recap (5 min) — Summarize what you learned in discovery. Confirm priorities.

Problem Alignment (5 min) — State the problems you understood and ask if you missed anything.

Solution Walk-through (25 min) — Show 3-5 features that directly solve their stated problems.

Social Proof (5 min) — Share how similar companies achieved results.

Q&A (10 min) — Answer questions, handle objections, clarify.

Next Steps (5 min) — Proposal timeline, stakeholder meetings, trial if applicable.

Demo Dos

✓Start with their problem, not your product

✓Use their language and terminology

✓Show, dont tell—use real data if possible

✓Pause after each feature: "How would this help?"

✓Leave the best feature for when they seem skeptical

✓End with clear, specific next steps

Demo Donts

×Show every feature (pick 3-5 max)

×Skip discovery to get to demo faster

×Let technical issues derail the flow

×Use generic demo data vs. customized

×Ignore questions until the end

×Leave without clear next steps

The Tell-Show-Tell Framework

For each feature: 1) Tell them what youre about to show and why it matters for their problem, 2) Show the feature in action, 3) Tell them the outcome/benefit and ask how it would apply to their situation. This keeps them engaged and helps you gauge interest.

Proposals & Pricing

Your proposal isnt a price list—its a business case. Show them the value youll deliver and make the ROI obvious.

Winning Proposal Structure

Executive Summary — Their problem, your solution, expected outcomes in 3 sentences

Understanding of Needs — Demonstrate you listened—reflect their pain points back

Proposed Solution — How your product solves their specific problems

Implementation Plan — Timeline, milestones, responsibilities, support

Investment & ROI — Pricing with clear value justification

Social Proof — Case studies from similar companies

Next Steps — Clear CTA with specific date/action

Pricing Presentation Framework

Step 1: Anchor to value. "Based on your $X cost of [problem], our solution delivers $Y in savings/revenue."

Step 2: Present options. Offer 2-3 tiers. Most will pick the middle. The high tier is your anchor.

Step 3: Show ROI math. "At [price], you break even in [X months] and see [Y%] ROI in year one."

Step 4: Create urgency. "This pricing is valid through [date]" or "Implementation spots for Q1 are limited."

Never Send a Proposal Without Discussing It

Proposals that get emailed without context die in inboxes. Always walk through the proposal live—even if just 15 minutes. This lets you address concerns immediately, gauge reactions, and maintain momentum.

Handling Objections

Objections arent rejections—theyre requests for more information. Welcome them as signs of engagement and address them with confidence.

The LAER Framework

Listen — Let them finish. Dont interrupt. Show you understand.

Acknowledge — "Thats a fair concern" or "I hear you." Validate their perspective.

Explore — "Help me understand more. Is it [X] or [Y] thats the main concern?"

Respond — Address the real objection with proof, logic, or social proof.

"Its too expensive"

Compared to what? The cost of not solving this problem is [X]. Our ROI is [Y]. What budget did you have in mind?

"We need to think about it"

Of course. Whats the main thing youd be thinking about? Is there information I can provide to help the decision?

"Were looking at competitors"

Great—you should evaluate options. What criteria are most important? Heres how we typically compare on [key differentiator].

"The timing isnt right"

I understand. Whats driving the timing concern? When would be better, and whats the cost of waiting until then?

"We built something in-house"

Makes sense to leverage internal resources. How much time does your team spend maintaining it? What would they build if freed up?

"I need to get buy-in from others"

Absolutely. Who else is involved? Can I help you build the business case? Would a call with them be helpful?

Objection Prevention

The best way to handle objections is to address them before they arise. If you know price is common concern, discuss ROI early. If timing is often an issue, create urgency upfront. Review lost deals quarterly to identify patterns and adjust your pitch.

Closing Techniques

Closing isnt manipulation—its helping the buyer take the next logical step. If youve done discovery and demo well, closing should feel natural.

Closing Techniques for Founders

The Assumptive Close

"Should we target next Monday for kickoff, or would mid-week work better for your team?"

The Summary Close

"Based on [their goals], [your solution] delivers [outcomes]. Does that match what youre looking for?"

The Calendar Close

"I have implementation bandwidth in [month]. Should I reserve a slot for you?"

The Direct Ask

"It sounds like were aligned. What would it take to move forward today?"

The Reverse Close

"Is there any reason you wouldnt move forward with this?" Then address what comes up.

Creating Urgency (Without Being Sleazy)

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Implementation capacity:"We can only onboard 3 new customers this month."

→

Price increase:"Our pricing updates in Q2. Signing before [date] locks in current rates."

→

Their timeline:"To hit your Q2 goals, wed need to start implementation by [date]."

→

Pilot spots:"We have 2 remaining spots in our beta program with preferred pricing."

→

Cost of delay:"Every month you wait, youre losing $X to [problem]. Lets solve this."

Know When to Walk Away

Not every deal should close. If the prospect has no budget, no urgency, or no authority, move on. Chasing bad deals costs more than losing them. Set a "dead deal" criteria: if you dont hear back after X attempts or Y weeks, mark it cold and focus elsewhere.

Negotiation Tactics

Negotiation isnt about winning—its about finding terms that work for both sides. As a founder, protect your pricing while building long-term relationships.

Negotiation Principles for Founders

Never negotiate against yourself — When they ask for a discount, ask what they need to see to justify the price, not what number would work.

Trade, dont give — If you lower price, remove scope. "We can do $X if we drop [feature] or extend the contract to 2 years."

Know your floor — Set your minimum acceptable terms before the conversation. Walk away if they go below.

Negotiate with decision-makers — Dont give concessions to people who cant say yes. "Is this the final step, or will someone else need to approve?"

Get something in return — Case study rights, referral commitment, upfront payment, or longer contract in exchange for discounts.

Discount Alternatives

+Extended payment terms

+Additional training/onboarding

+Free months on annual contract

+Extra user seats at no cost

+Priority support upgrade

+Implementation fee waiver

+Early access to new features

When to Discount

→Strategic logo you need for credibility

→High referral potential in their network

→Willing to be a public case study

→Multi-year commitment upfront

→Expansion potential is significant

→First customer in a target vertical

The Flinch

When you quote a price, stop talking. Silence is powerful. If they flinch or push back, dont immediately offer a discount. Instead, ask: "What were you expecting?" or "Help me understand your budget constraints." Often theyll justify your price for you or reveal their real ceiling.

Pipeline & Process

A consistent sales process makes results predictable. Define your stages, track your deals, and review weekly.

Stage	Definition	Exit Criteria	Probability
1. Qualified Lead	Initial outreach response	Discovery scheduled	10%
2. Discovery Done	Pain, budget, timeline confirmed	Demo scheduled with stakeholders	25%
3. Demo Complete	Solution validated with buyer	Proposal requested	40%
4. Proposal Sent	Pricing and terms shared	Verbal commitment or negotiation	60%
5. Negotiation	Working through terms	Contract sent for signature	75%
6. Contract Out	Awaiting signature	Signed contract	90%
7. Closed Won	Deal done!	Handoff to onboarding	100%

Weekly Pipeline Review Checklist

Update all deal stages and next actions

Flag stuck deals (no activity 2+ weeks)

Review conversion rates between stages

Check pipeline coverage (3-4x quota)

Identify deals that should be disqualified

Schedule follow-ups for this week

Update close date forecasts

Note learnings from won/lost deals

CRM for Early Stage

Start with a simple CRM—even a spreadsheet works for your first 20 deals. Key fields: Company, Contact, Stage, Next Action, Close Date, Deal Size. Graduate to HubSpot (free tier) or Pipedrive when you have 50+ leads to track. Dont over-engineer; the best CRM is one you actually use.

Sales Metrics & KPIs

What gets measured gets managed. Track these metrics weekly to understand your sales engine and identify bottlenecks.

Metric	Definition	Early Stage Benchmark
Response Rate	% of outreach that gets a reply	10-20% (cold), 40-60% (warm)
Discovery → Demo	% of discoveries that schedule demo	60-80%
Demo → Proposal	% of demos that request pricing	50-70%
Proposal → Close	% of proposals that sign	30-50%
Sales Cycle	Days from first contact to close	30-90 days (SMB), 90-180 (Enterprise)
ACV (Avg Contract Value)	Average annual deal size	Varies by market—track trend
Win Rate	% of qualified deals closed	20-35%
Pipeline Coverage	Pipeline value ÷ Quota	3-4x minimum

Unit Economics to Track

→

CAC (Customer Acquisition Cost) — Total sales & marketing spend ÷ New customers

→

LTV (Lifetime Value) — ACV × Average customer lifespan × Gross margin

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LTV:CAC Ratio — Target 3:1 or higher for healthy business

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CAC Payback — Months to recover acquisition cost from revenue

Activity Metrics for Founders

When youre doing founder-led sales, track your activity: Outreach sent per week, calls completed, demos given, proposals sent. At early stage, your conversion rates will be all over the place—but consistent activity leads to consistent results. Aim for minimums: 50 outreach, 10 calls, 5 demos per week.

Common Sales Mistakes

Technical founders often struggle with sales because they approach it like engineering. Avoid these common traps.

01Leading with features instead of problems

Buyers dont care about your technology—they care about their pain. Start every conversation with their problem, not your solution.

Fix:Ask "What brought you to this call?" before talking about your product

02Talking more than listening

If youre doing most of the talking, youre not learning. The best salespeople ask questions and let the prospect sell themselves.

Fix:Aim for 30/70 talk-to-listen ratio in discovery

03Skipping discovery to get to the demo

A demo without discovery is a product tour. You have no idea which features matter to them or what would make them buy.

Fix:Always do a separate discovery call before demo

04Not qualifying hard enough

Chasing unqualified leads wastes months. If they dont have budget, authority, need, and timeline (BANT), move on.

Fix:Disqualify early: "Based on what youve shared, Im not sure were a fit..."

05Discounting too quickly

The first price you say is an anchor. If you drop price without getting something in return, you train them to negotiate harder.

Fix:Never discount without trading: longer contract, case study, referrals

06No follow-up system

Most deals close after 5+ touches. If you dont follow up systematically, youre leaving revenue on the table.

Fix:Every call ends with a scheduled next step. No exceptions.

07Taking rejection personally

A "no" is information, not a verdict on your worth. Learn from it and move on. Sales is a numbers game.

Fix:After every lost deal, ask: "What could we have done differently?"

08Not documenting the playbook

Your goal is to hire salespeople eventually. If your sales knowledge lives only in your head, youll struggle to scale.

Fix:Record calls, document objection responses, write down what works

Your Sales Call Prep Checklist

Use this checklist before every important sales call to maximize your chances of success.

Researched the company (funding, news, team)

Reviewed the prospects LinkedIn profile

Prepared 5-7 discovery questions

Identified likely pain points for their role

Prepared relevant case study/social proof

Set up demo environment (if applicable)

Defined goal for the call and next step

Tested tech (video, screen share, audio)