Burning Questions, Counterintuitive Insights and Surprising Datapoints to Spark Your Imagination
You’re a scaredy cat, and it’s costing you an obscene amount of revenue, growth, and promotions.
That’s how Patrick Campbell—the Founder and CEO of Profitwell, which recently sold to Paddle—started his Hot Take Live talk, where he came to talk about how most SaaS brands get their pricing dead wrong.
The title says it all: Your B2B marketing isn’t cute enough.
That’s coming directly from Christie Horsman, Director of Demand Generation at Thinkific.
In her Hot Take Live talk, she reminded users that just because you’re a B2B company, it doesn’t mean you’re always talking to the C-suite. This is a crucial mistake some businesses make.
RevOps is not a methodology. Or, as Matt Bolian, Co-Founder and Head of Growth at RevPartners, likes to put it, RevOps ain’t a methodology.
Most RevOps advice is too heady and theoretical, and it doesn’t actually give businesses a framework for how to make decisions. There’s no way to connect a strategy with tactics, which means you aren’t able to successfully prioritize goals—or reach and repeat them.
Write it down in 250-350 words, fill out the form below, and let us know.
OMFG, I certainly do hope so.
If I hear or read another “how to do ‘X’ in a downturn,” I’m gonna puke.
Smart question to ask. These days, everybody and their cousin are talking about having a Product-Led motion or being a Product-Led company.
Everybody and their cousin are also talking about the benefits of having/being one: how it lowers cost of acquisition, how most of the top-of-mind companies of the hour have it, how it’s the best way to go, and if you don’t have one you’re a dinosaur on its way to extinction.
Except: everybody and their cousin are leaving out one itty-bitty detail, either because they don’t actually know about it or because they are incentivized (in some direct or indirect way) to actually push it under the rug.
Far too often, I’ve started a new role and immediately been thrust into a significant technology migration. The litany of reasons for such a major endeavour is long and often transposable from one organization to another.
More often than not, the justification is encapsulated in a broad generalization like “we’ve outgrown the platform” or “it’s such a mess we should just start over.”
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The outlook from industry pundits across VC, PE, and public markets seems overwhelmingly bearish.
I get it; many of the typical leading indicators are in bear country.
So I was recently at the Forrester B2B summit in Austin and had a blast! It was an excellent opportunity to focus on new thinking in the B2B space, check out the latest and greatest vendors, and reconnect with old friends.
However, it was also an eye-opening experience as I experienced the sales prevention department of several companies in action.
Most operators have a good general understanding of the concept of ICP, but if you ask them “how did you get there?” things immediately become fuzzier.
Most sophisticated operators will tell you that the more articulated and granular an ICP description is, the better. They will also tell you that to get to a high level of confidence in a granular ICP description, the best idea is to ground your analysis in some statistical significance, defaulting to Market Research to achieve that.
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Every morning in Africa, a gazelle wakes up. It knows it must run faster than the fastest lion or be killed. Every morning a lion wakes up. It knows it must outrun the slowest gazelle or starve to death.
Every morning across the world, a founder wakes up. They’ll receive an email from an investor recommending reducing dependency on some platform. Every morning an investor wakes up. They know they’ll have to invest in some company with strong platform dependency.
As much as everyone would love not to depend on someone’s else platform, the reality is that there’s only one way to have zero external dependencies: becoming so big that you are a platform.
I found myself in a heated discussion earlier this week. The big contentious issue: which direction should the company go?
Now, it’s hard to make informed strategic decisions if you don’t really have a decision framework around it.
Plus: at a strategic level, it’s always about too many opportunities available and never enough resources to go around.