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Building Sales Team

搭建销售团队

Scope

适用范围

Covers
  • Deciding when to hire sales vs continue founder-led selling
  • Designing the first sales team (pilot AE/SDR/hybrid) and hiring sequence
  • Hiring for repeatability (avoid “one heroic rep” dependency)
  • Setting a minimal operating cadence (ramp plan, metrics, coaching loop)
  • Technical / product-heavy selling: “sales that can pass for PMs”
When to use
  • “We’re ready to hire our first AE / SDR—help me design the plan.”
  • “Should we hire sales now or wait until the motion is repeatable?”
  • “Create role scorecards + an interview loop for early sales hires.”
  • “We’re starting product-led sales—how do we run a small pilot team?”
  • “Build an onboarding + 30/60/90 ramp plan for the first reps.”
When NOT to use
  • You need to get first customers / validate ICP from scratch (use 
    founder-sales
    first)
  • You’re scaling a mature sales org (territories, forecasting, multi-layer management)
  • You need legal/HR advice, compensation plan legal review, or employment compliance guidance
  • You want generic hiring advice without a defined sales motion and measurable readiness gates
涵盖内容
  • 决定何时招聘销售人员，还是继续由创始人主导销售
  • 设计首支销售团队（试点AE/SDR/混合模式）及招聘顺序
  • 招聘注重可复制性（避免依赖“单个明星销售”）
  • 设定基础运营节奏（成长计划、指标、辅导流程）
  • 技术/产品导向型销售：“具备PM能力的销售人员”
适用场景
  • “我们准备招聘首位AE/SDR——请帮我设计计划。”
  • “我们现在该招聘销售人员，还是等到销售流程可复制后再行动？”
  • “为早期销售岗位候选人创建岗位评分卡及面试流程。”
  • “我们要启动产品驱动型销售——如何运营一支小型试点团队？”
  • “为首批销售代表制定入职及30/60/90天成长计划。”
不适用场景
  • 你需要从零开始获取首批客户/验证理想客户画像（请先使用
    founder-sales
    工具）
  • 你正在扩张成熟的销售组织（涉及区域划分、销售预测、多层管理）
  • 你需要法律/HR咨询、薪酬计划法律审查或雇佣合规指导
  • 你想要通用招聘建议，但尚未明确销售流程及可衡量的就绪门槛

Inputs

输入信息

Minimum required
  • Company stage (pre-seed/seed/Series A+) and current GTM motion (PLG, outbound, enterprise, inbound)
  • Current funnel baseline: last ~50–100 “at-bats” if available (first meetings → closed-won), win rate, typical ACV, cycle length
  • ICP + product complexity (how technical is the sell; who must be convinced)
  • Current resources: founder time, CS/support involvement, marketing demand, budget/headcount constraints
  • Timeline + success definition (e.g., “2 reps ramped to $X pipeline/month in 90 days”)
Missing-info strategy
  • Ask up to 5 questions from references/INTAKE.md.
  • If data is missing, proceed with explicit assumptions and deliver two options: (A) “Hire now (pilot)” vs (B) “Wait + founder-led milestones to hit first”.
必备信息
  • 公司阶段（前种子轮/种子轮/A轮及以后）及当前GTM模式（PLG、outbound、企业客户、inbound）
  • 当前销售漏斗基准：若有数据，需提供最近约50-100次“销售尝试”（首次会面→成交）的记录、赢单率、典型ACV、销售周期长度
  • 理想客户画像（ICP）+产品复杂度（销售的技术门槛；需要说服哪些角色）
  • 当前资源：创始人时间投入、CS/支持团队参与度、营销获客需求、预算/人员编制限制
  • 时间线+成功定义（例如：“2名销售代表在90天内达成每月$X的销售管线目标”）
缺失信息处理策略
  • 可从references/INTAKE.md中选取最多5个问题进行询问。
  • 若数据缺失，基于明确假设推进，并提供两种方案：(A)“立即招聘（试点）” vs (B)“等待+先达成创始人主导的里程碑”

Outputs (deliverables)

输出成果（交付物）

Produce a Sales Team Build Pack in Markdown (in-chat; or as files if requested):
  1. Context snapshot (stage, motion, ICP, constraints, targets)
  2. Readiness gate (hire-now vs wait) with measurable criteria
  3. Team design + hiring sequence (who to hire first/second; when; why)
  4. Role scorecards (AE/SDR/hybrid) + evaluation criteria (incl. product depth bar)
  5. Interview loop + practical exercises + scoring sheet
  6. Onboarding + 30/60/90 ramp plan + coaching/metrics cadence
  7. Risks / Open questions / Next steps (always included)
Templates: references/TEMPLATES.md
生成一份Markdown格式的销售团队搭建包（可在对话中直接提供；若有需求也可作为文件交付）：
  1. 背景快照（公司阶段、GTM模式、ICP、限制条件、目标）
  2. 就绪门槛（立即招聘vs等待）及可衡量标准
  3. 团队设计+招聘顺序（先招谁/后招谁；何时招聘；原因）
  4. 岗位评分卡（AE/SDR/混合模式）+评估标准（包括产品深度要求）
  5. 面试流程+实操测试+评分表
  6. 入职+30/60/90天成长计划+辅导/指标跟踪节奏
  7. 风险/待解决问题/下一步行动（必含内容）
模板：references/TEMPLATES.md

Workflow (7 steps)

工作流程（7个步骤）

1) Intake + stage gating (should we hire now?)

1) 信息收集+阶段判断（是否应立即招聘？）

  • Inputs: User context; references/INTAKE.md; any funnel history.
  • Actions: Identify the GTM motion and whether the founder has achieved a repeatable baseline. Look for: (a) organic demand/hand-raisers (if PLG), and/or (b) a repeatable win rate from first meeting → close (target range often ~15–25% over ~50–100 at-bats). Decide: Hire now vs Wait.
  • Outputs: Context snapshot + readiness gate decision + assumptions/unknowns.
  • Checks: The decision is tied to measurable evidence (or clearly labeled assumptions).
  • 输入信息： 用户提供的背景；references/INTAKE.md；任何销售漏斗历史数据。
  • 行动： 明确GTM模式，判断创始人是否已达成可复制的销售基准。需确认：(a) 自然需求/主动咨询客户（若为PLG模式），及/或(b) 从首次会面到成交的可复制赢单率（通常目标范围为约50-100次销售尝试中的15-25%）。最终决定：立即招聘 vs 等待。
  • 输出成果： 背景快照+就绪门槛决策+假设/未知信息。
  • 检查项： 决策需基于可衡量的证据（或明确标注的假设）。

2) Define the “repeatable motion” you’re hiring into

2) 明确招聘对应的“可复制销售流程”

  • Inputs: ICP, use case, pricing/packaging, current discovery/demo flow.
  • Actions: Write a 1-page “sales motion spec”: qualification, first meeting agenda, demo/pilot criteria, pricing guardrails, common objections, and what counts as an “at-bat”. Clarify founder vs rep responsibilities for the next 60–90 days.
  • Outputs: Sales motion spec + handoff boundaries.
  • Checks: A new rep could run the next 10 deals with this spec without inventing the process.
  • 输入信息： 理想客户画像（ICP）、使用场景、定价/包装、当前需求挖掘/演示流程。
  • 行动： 撰写1页“销售流程规范”：包含客户资格判定、首次会面议程、演示/试点标准、定价指导、常见异议处理，以及“销售尝试”的定义。明确未来60-90天内创始人与销售代表的职责划分。
  • 输出成果： 销售流程规范+职责划分边界。
  • 检查项： 新入职销售代表仅依靠该规范即可完成接下来10笔交易，无需自行摸索流程。

3) Choose the initial team topology (pilot-first) + sequence hires

3) 选择初始团队架构（试点优先）+招聘顺序

  • Inputs: Motion spec; readiness decision; budget; pipeline sources.
  • Actions: Select the simplest starting shape:
    • PLG/hand-raisers: attach yourself to a pilot AE and/or SDR and run it as a learning pod (not quota theater).
    • Outbound: consider an SDR+AE sequence (or a hybrid rep) depending on deal complexity.
    • In very early stages: use founder/CS/support to close a subset of deals until the motion is proven. Build a hiring sequence that enables A/B testing: if feasible, hire two reps close together to avoid “one data point” dependence.
  • Outputs: Team design + hiring plan table (roles, timing, success criteria, risks).
  • Checks: The plan creates comparability (two reps or comparable cohorts) and protects learning time.
  • 输入信息： 销售流程规范；就绪门槛决策；预算；销售管线来源。
  • 行动： 选择最简单的初始架构：
    • PLG/主动咨询客户模式：搭配试点AE和/或SDR，组成学习小组（不设置刚性配额）。
    • outbound模式：根据交易复杂度，考虑SDR+AE组合（或混合角色）。
    • 极早期阶段：在流程验证前，由创始人/CS/支持团队负责成交部分客户。 制定支持A/B测试的招聘顺序：若可行，同时招聘2名销售代表，避免依赖“单个数据样本”。
  • 输出成果： 团队架构+招聘计划表（岗位、时间节点、成功标准、风险）。
  • 检查项： 计划具备可比性（2名代表或同类群组），并预留学习时间。

4) Write role scorecards (hire for product depth + learning ability)

4) 撰写岗位评分卡（注重产品深度+学习能力）

  • Inputs: Motion spec; team design; customer/technical context.
  • Actions: Draft scorecards for each role (AE/SDR/hybrid). For technical products, set a “PM-like” bar: reps should demonstrate product intuition, curiosity, and the ability to earn engineer trust. Translate insights into “must-have signals” + “red flags”.
  • Outputs: Role scorecards + evaluation rubric.
  • Checks: Scorecards are specific enough that two interviewers would rate candidates similarly.
  • 输入信息： 销售流程规范；团队架构；客户/技术背景。
  • 行动： 为每个岗位（AE/SDR/混合模式）起草评分卡。针对技术型产品，设定“类PM”标准：销售代表需展现产品直觉、好奇心，以及赢得工程师信任的能力。将这些要求转化为“必备信号”+“红色预警项”。
  • 输出成果： 岗位评分卡+评估细则。
  • 检查项： 评分卡足够具体，确保两位面试官对候选人的评分结果一致。

5) Build an interview loop with practical tests

5) 搭建包含实操测试的面试流程

  • Inputs: Scorecards; references/TEMPLATES.md (interview kit).
  • Actions: Define stages, interviewers, and exercises (e.g., mock discovery, objection handling, written follow-up email, product deep-dive, “explain to 10 engineers” test). Add structured scoring and a debrief protocol to reduce gut-feel hiring.
  • Outputs: Interview plan + question bank + score sheet.
  • Checks: Every interview maps to a scorecard signal; pass/fail criteria are explicit.
  • 输入信息： 岗位评分卡；references/TEMPLATES.md（面试工具包）。
  • 行动： 定义面试阶段、面试官及实操测试内容（例如：模拟需求挖掘、异议处理、跟进邮件撰写、产品深度讲解、“向10名工程师解释产品”测试）。加入结构化评分及复盘机制，减少凭直觉招聘的情况。
  • 输出成果： 面试计划+问题库+评分表。
  • 检查项： 每轮面试都对应评分卡中的一项信号；通过/淘汰标准明确。

6) Create onboarding + ramp plan (and a simple management system)

6) 创建入职+成长计划（及简易管理体系）

  • Inputs: Motion spec; expected pipeline sources; enablement assets (or create minimal ones).
  • Actions: Build a 30/60/90 plan: training, shadowing, call reviews, pipeline targets, activity guardrails, and demo/pilot readiness. Define weekly cadence (pipeline review, call coaching, experiment review). Preserve the “A/B test humans” approach by tracking rep-to-rep differences and diagnosing process vs person.
  • Outputs: Onboarding plan + ramp targets + coaching cadence + metrics list.
  • Checks: Ramp targets are measurable; coaching loop is scheduled; “definition of done” exists for each phase.
  • 输入信息： 销售流程规范；预期销售管线来源；赋能资产（或创建基础资产）。
  • 行动： 制定30/60/90天计划：包含培训、跟岗学习、通话复盘、销售管线目标、活动指标、演示/试点就绪标准。定义每周固定节奏（销售管线复盘、通话辅导、实验复盘）。通过跟踪销售代表间的差异，区分流程问题与个人问题，保留“对人员进行A/B测试”的思路。
  • 输出成果： 入职计划+成长目标+辅导节奏+指标清单。
  • 检查项： 成长目标可衡量；辅导节奏已排期；每个阶段都有“完成定义”。

7) Quality gate + finalize

7) 质量审核+最终定稿

  • Inputs: Draft pack.
  • Actions: Run references/CHECKLISTS.md and score with references/RUBRIC.md. Add Risks / Open questions / Next steps and identify what would change the hire/wait decision.
  • Outputs: Final Sales Team Build Pack.
  • Checks: A stakeholder can approve the plan and start hiring this week (or confidently defer with clear milestones).
  • 输入信息： 草稿版搭建包。
  • 行动： 使用references/CHECKLISTS.md和references/RUBRIC.md进行审核评分。添加风险/待解决问题/下一步行动，并明确哪些因素会改变“招聘/等待”的决策。
  • 输出成果： 最终版销售团队搭建包。
  • 检查项： 利益相关方可批准该计划并于本周启动招聘（或基于明确的里程碑自信地推迟招聘）。

Quality gate (required)

质量审核（必做）

  • Use references/CHECKLISTS.md and references/RUBRIC.md.
  • Always include: Risks, Open questions, Next steps.
  • 使用references/CHECKLISTS.md和references/RUBRIC.md。
  • 必须包含：风险、待解决问题、下一步行动。

Examples

示例

Example 1 (first AE hires):
“Use 
building-sales-team
. We’re seed-stage B2B SaaS. Founder has closed 12 customers; last 60 first meetings → 14 closed-won (~23%). ACV $12k. We want to hire our first AEs. Output: a Sales Team Build Pack with readiness gate, hire-two plan, role scorecards, and interview loop.”
Example 2 (PLG → PLS pilot):
“Use 
building-sales-team
. We have steady inbound hand-raisers from our product. We want a pilot AE/SDR pod to close mid-market upgrades. Output: team topology, hiring sequence, and a 30/60/90 ramp with coaching cadence.”
Boundary example:
“We have no repeatable sales motion or ICP yet—hire a VP Sales to ‘figure it out’.”
Response: recommend founder-led discovery/validation first (use 
founder-sales
), define readiness milestones, and return to this skill once a motion can be written down and measured.
示例1（首次招聘AE）：
“使用
building-sales-team
工具。我们是种子轮B2B SaaS公司，创始人已成交12位客户；最近60次首次会面中，14次成交（约23%）。ACV为$12k。我们想要招聘首批AE。输出：包含就绪门槛、双招聘计划、岗位评分卡及面试流程的销售团队搭建包。”
示例2（PLG→PLS试点）：
“使用
building-sales-team
工具。我们的产品有稳定的主动咨询客户。我们想要组建试点AE/SDR小组，负责成交中市场客户的升级订单。输出：团队架构、招聘顺序，以及带辅导节奏的30/60/90天成长计划。”
边界示例：
“我们目前没有可复制的销售流程或理想客户画像——招聘一位销售副总裁来‘搞定这件事’。”
回复：建议先由创始人主导需求挖掘/验证（使用
founder-sales
工具），明确就绪里程碑，待销售流程可书面化并可衡量后，再使用本工具。