Lapaya’s Enterprise Sales Playbook: Converting Traditional Training Budgets into SaaS Revenue

Lapaya’s Enterprise Sales Playbook: Converting Traditional Training Budgets into SaaS Revenue

Converting traditional enterprise budgets into SaaS revenue requires more than just a great product – it demands a deep understanding of how conservative buyers think and make decisions. In a recent episode of Category Visionaries, Lapaya founder René Janssen shared their approach to winning in the $400B employee training market.

Understanding the Market Structure

The enterprise training market splits into distinct segments, as René explains: “20-30% of that is spent on what they share… all your learning management platforms, your learning experience platforms, kind of all the tech that has come in over the last 20 years.” Another “single digit percentage” goes to content platforms, while “50-60% of the market that’s still being spent on kind of hands on, kind of direct training.”

Making ROI Tangible

When economic conditions tighten, ROI becomes crucial. Lapaya breaks this down into two categories. René shares: “On the one hand, there is a set of KPIs of business drivers that you can directly impact with training. On the one hand, that is retention… And the second, and it doesn’t go for all function that goes for a lot of function, is productivity.”

They’ve also gotten “pretty good at measuring whether people actually apply the skills that we’re trying to teach them after going through the Labaya platform.” This ability to demonstrate concrete results helps overcome buyer skepticism.

The Marketing Approach

Lapaya takes a pragmatic approach to marketing. René describes their philosophy: “Let’s make sure that we reach as many decision makers as possible and try to get the story out of how we do things better. So we’re very factual, very content driven, push out a lot of research and numbers and trying to show, hey, we understand the business problems you have.”

He advises his marketing team to focus on what triggers decision-makers: “The ones that I instantly have the feeling, okay, this is interesting because they know what I’m struggling with. And based on a very quick glance, there are similar companies that seem to have benefited from that solution.”

Landing and Expanding

Instead of trying to win massive deals upfront, Lapaya uses a land-and-expand strategy. They focus on getting “a first kind of believer at a client” and then “year after year, we can grow the number of employees we touch and grow our share of wallet within the company.”

This approach recognizes the conservative nature of enterprise buyers. As René notes, “I think the beauty for the founders among there is that we see a lot of growth. So we always have to land the pilots.”

Understanding the Buyer’s Journey

For enterprise sales success, René emphasizes the importance of mapping decision-makers: “We run an enterprise sales game. We’re an enterprise solution, which means our sales cycles are complex. There’s lots of decision makers in there. So how can you really map and track what are the decision makers, how is the DMU set up?”

Key Takeaways for Founders

1. Focus on demonstrable ROI metrics from day one
2. Create content that shows deep understanding of buyer challenges
3. Map and track all stakeholders in complex buying decisions
4. Start small and prove value before pursuing larger deals
5. Build relationships at multiple levels within organizations

The future looks promising for companies that can execute this playbook well. As René puts it: “If we are serious… that human capital is the most important asset for people, for companies who stay competitive… there’s going to be a couple of handful of players that really dominates the people development space.”

For founders selling innovation to traditional enterprises, the key is balancing transformative solutions with pragmatic execution. Start small, prove value, and expand based on results.