At the start of each new product are just a couple of people having an idea and trying to figure out how to make it a reality. You probably speak with potential customers researching your thesis and start building the product.
Small team means everyone stays in sync. Then you start having your first customers, perhaps you raised money and your team grows. It becomes harder and harder to keep everyone focused and up to date on what is happening inside the company.
I worked for 8 years at a successful startup called Base CRM. It was acquired by Zendesk 2 years ago. During this time I saw the company take different approaches to many problems startups have, but one remained unchanged: unparalleled, obsessive focus on shipping new functionality. Lately, I’ve been thinking a bit more about a company as a whole because I co-started a gig called Probe, so here’s some things I think should have been different at Base.
After spending 5 years at Base CRM and its acquisition by Zendesk I’ve co-founded Probe – a product in the business analytics space. We defined MVP scope and began a journey to release. At the beginning of the year, we decided to launch on ProductHunt. We had high hopes for this launch and here is a story about how everything went wrong.
Customer segmentation is vital to run a company efficiently. It helps you make better decisions about your product and its users. Very often it's difficult to get the segmentation chart you want, but it doesn't have to be like this.
Many things were written about churn in SaaS. When working in the Growth team and doing a deep dive into our churn I remember 3 things that blew my mind. Here they are, 3 things that go beyond simple churn calculations.
There are many different channels you can use to acquire new customers. If you want to understand which ones work for your business, you have to start from understanding where your customers come from.