Product-led growth and sales-led growth are not different channels. They are fundamentally different commercial motions requiring different talent, different processes, different management, and different organizational architecture. Most India SaaS companies try to add enterprise sales as a layer on top of their PLG motion. They hire one or two enterprise AEs, give them 90-day quotas on 12-month deal cycles, and call it a sales team. It fails every time — not because the people are wrong, but because the architecture is missing.
Product champions cannot navigate the multi-stakeholder, long-cycle procurement process that enterprise deals require. They know the product but not the commercial process.
PLG deals close in days. Enterprise deals close in 6–18 months. Most SaaS companies set 90-day quotas on 12-month deal cycles and wonder why the team is always underperforming.
The PLG value prop is feature-based. Enterprise buyers need a business case, an ROI model, and a risk management narrative. Most SaaS companies enter enterprise sales without any of these.
We were stuck at ₹22 Cr ARR for two years. The product kept improving. The self-serve numbers were fine. The enterprise pipeline was dying. GIG built the enterprise commercial architecture from scratch — ICP, value architecture, the sales process, the AE profile. We're at ₹41 Cr now and enterprise is 45% of new ARR.
A 45-minute diagnostic covering your current PLG/SLG architecture, enterprise commercial gaps, and a PLG→SLG transition roadmap for your specific product and market.
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Find out if your organization is ready for enterprise selling.
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