4 min read

How Dashly doubled revenue in a month by bringing Growth & Sales teams together

How Dashly doubled revenue in a month by bringing Growth & Sales teams together

Spoiler — before that, they didn’t even know what the desired lead looks like, or how to pass leads from the marketing team to sales.

Dashly, a B2B SaaS company, aimed to increase its MRR. It built a growth team to sort out what factors impact their sales and how they can measure the success of marketing campaigns.

In this case study you’ll learn:

  • How Dashly carried out an audit of sales processes;
  • How they defined the North star metric suitable for their particular business model;
  • How they built synergy between growth and sales teams.

A few words about Dashly:

Dashly is an online service that helps convert website visits into sales. The product includes everything businesses need to communicate with customers: a live chat, targeted email campaigns, pop-ups, and chatbots.

  • 5000+ customers
  • 55 employees
  • 3x revenue growth in 3 years
  • Regions of operation: USA, Russia, Brazil, and other countries.

Audit sales funnels to sell more

The company had two sources of leads: a self-service funnel and a sales funnel. In the self-service funnel, the leads came to Dashly’s website, signed up, went through trial periods, and finally bought subscriptions. That was the funnel the company’s sales and marketing team was focused on. In the sales funnel, the leads booked demos and got called by sales reps who convinced them to buy subscriptions together with implementation services.

This old scheme was quite successful as Dashly grew its revenue 3 times in three years of operation. Yet the company believed there was room for improvement, and realized that implementation services brought them more money than subscriptions.

To sell more implementation services, Dashly needed more qualified leads to reach the bottom of the sales funnel and book demos. It meant launching more marketing campaigns, but Dashly didn’t fully know how their sales cycle worked because the marketing team was more focused on the self-service funnel.

Five steps to solve the problem

  1. Understand how sales work

To carry out an audit of this process, the growth team asked the sales manager to walk them through every step of sales. After that, they drew a scheme that showed how things worked and what channels the leads came from.

2. Calculate unit economics

Once the user journey was defined, Dashly could calculate the unit economics — that is, how much their product costs them and what affects the price.

3. Set a North star metric to measure success

Having all numbers and steps in order helped Dashly define the North star metric (a.k.a. the most important metric) for their sales & marketing team to measure success. They saw the steps where the growth team influenced the quality of leads, and realized that they needed to get those leads to the demo stage.

If they attracted non-targeted leads, there would be no demo, therefore, they had to calculate how many demos result from a marketing campaign. They divided their marketing campaign costs by the number of demos from this campaign and called the metric “cost per demo”.

4. Build a seamless process of passing leads to the Sales team

Dashly needed to define what their marketing qualified leads (MQL) looked like and how to hand them over to the sales team. Since the company already had a customer profile and knew who their desired customer was, the growth team could come up with a list of questions they needed to ask a lead before deeming them suitable.

After that, Dashly set up the integrations between all the tools they used to connect teams together: Facebook, CRM system, and Slack. It enabled them to automatically pass leads sourced from Facebook ads to the CRM system and create tasks for sales managers.

5. Set up reporting and monitoring

Once the processes were built, the growth team was off to test new marketing campaign hypotheses. But how do you measure if a hypothesis works? To monitor it, Dashly set up a closed-loop reporting cycle where both the growth and sales team recurrently informed each other of what was happening in their jobs.

“It means that a growth team has to inform sales managers about new hypothesis launch, and deliver leads, while the sales team has to call these leads, and give us feedback on the lead quality… Sales managers can say that, hi, [growth team], you've just launched a campaign. We call these people and 99% of them are non targeted, please think about changing the campaign or just shutting it down.”

- Polina Zakharova-Shchukina, Growth Team Leader at Dashly

The results & gains

Now, Dashly can test marketing campaigns and get reliable results: they have full knowledge of how their sales funnel works, what factors affect sales, and how they can calculate if a campaign is effective.

The sales and growth team learned to collaborate and share ideas on growing their North star metric. After the changes, Dashly doubled its revenue in a month.

Watch the full version here. It's available for Epic Growth Premium members. You can start with a 7-days FREE trial.

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