Archie Abrams: belief

Transcript context

…Awesome. This is very fascinating. I'm so happy we're spending so much time on this. Okay, there's a few other random things I'm going to touch on. One is sales. So historically, Shopify has been very product-like growth, very organic. Go check it out, sign up, shop a store, start a store, grow. And you guys have layered on sales. In a sales motion that's an increasing part of your business. What have you learned about your team, the growth team working with sales and making that a successful relationship? Yeah, no, it has been great over the last couple of years as built out, the sales order has added a whole new kind of motion to Shopify. As Shopify's product got better, it can serve the biggest companies in the world. It's like the natural evolution. Well what are you going to do that for people to grow up on Shopify and to be the biggest companies, but we're also going to take folks another platform, bring them over. For growth in sales, I think the biggest learning from the the R&D side at least has been the scale is very different with sales, and so it's really hard to use as much quantitative data to make growth, to make some of those decisions. And so a lot of it has been building much more qualitative insights working with merchant success, sales about the challenges they're facing and onboarding a large customer. So how do we build import tools that work for them? How do we make sure they have the right guidance in the product for a very different set of use cases? So a lot of it has just been very much empathy building with sales about what that merchant journey looks like, and quite frankly challenging ourselves to think differently. It's been one thing. And then second, we kind of built two very distinct funnels for a little bit. There's a sales funnel. You come in, you contact us, that's it. There's no mention of self-service, there's no this. There's just drive MQLs, boom. Then there's the self-service thing. There's no mention of sales anywhere. So one of the last thing the year, last year we've been really doing is how do we create these hyper journeys where there is... We shouldn't force the merchant to choose, do you want to talk to sales? You want to do self-service? Should give them the options, whatever path that they want to go on. And so a lot of that has been building into the self-service journey over to sales and then from sales into self-service. That's broken a lot of metrics in the business. That's broken a lot of ways people have thought about their jobs, and so there's been a lot of cultural resetting and just getting smarter from a metric standpoint about, how do we measure this thing of hybrid journey? They came in via self-service, they went over to sales. How do we value each of those components in the process? And transparently, that's something we're still getting better at, but it's really important to get there. Is there an example of something that broke that would be illustrative of what you're describing?…

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