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A lot of these look like cases of sales of smaller startups (which is fine). The process he describes is almost identical with Enterprise sales, down to the role of the “coach” in the customer’s (acquirer’s) company.

Which makes sense, but framing it that way from the start will make it easier to navigate.



OP here: in these notes are processes for 2 multi-billion dollar sales and most of the points applied to those as well.




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