Your company may have the market, product, and strategy in place to drive growth, but if it doesn’t properly manage these three scalability challenges, it could derail the business entirely.
When it comes to scaling a software company, there are three key components that businesses must consider before they step on the gas: People, process, and technology. And while each of those components has its own unique challenges, AtTask CTO Ted Hoy says in the video below that the biggest scalability challenge isn’t to find solutions for each of those components. Rather, it’s to deploy those components in a way that doesn’t burden your organization financially or culturally.
How do you price a subscription product? SurveyMonkey’s Brent Chudoba provides tips on developing the best SaaS pricing structure for you.
Pricing and packaging can be a interesting and intellectually challenging topic. Essentially all businesses and product stakeholders have strong opinions on it, which inevitably makes for a tough path toward consensus. Creating initial pricing and packaging, and especially changing pricing and packaging for a subscription business can seem relatively simple at the outset, but it often quickly evolves to become a very large and complex exercise.
Most VC firms don’t offer hands-on design advice. So naturally, Google Ventures does. Tag along for the ride as CircleUp undergoes a product design sprint with Google.
On your mark. Get Set. Go! For most startups, the starting gun for developing a design would signal a marathon. But at Google Ventures, it’s a 100-yard dash. Well, a 5-day, intensive design session, anyway. How does the Google Ventures Design team compress the process while still wowing startups? Leena Rao got to sit in on their product design sprint with CircleUp and tells the tale in this post at TechCrunch.
Marketers: Are you going to extremes trying to raise awareness and adoption when there’s a better, easier way? SaaS sales and marketing strategist Joel York shares five tactics for building effective marketing directly into your service.
Most marketers know the 4 P’s of marketing — product, price, promotion, and place — but more often than not, there’s one of them that they isolate from the rest of the list. Joel York, author of the popular blog Chaotic Flow, understands the struggle. That’s why he’s providing five ways to build effective marketing into your product design. For a even more tips, be sure to download his new eBook, SaaS Growth Strategy: A Customer Lifecycle Approach.
Professional services strategist Ken Lownie explains why going lean with your services will help ensure deeper, faster adoption of your solution.
In my conversations with leaders of SaaS and software companies, one question often comes up: “How much of my revenue should come from services?”
Many times the answer is discussed in relation to the market valuation of the company or to partnering strategies, but in reality the answer is simple. Your services revenue should be as small as it can be, or more precisely it should be the revenue you generate while providing the minimum viable service.
Executing a buyer insights project is truly a team effort. While one person can conduct the research and analysis, turning the results into action can require buy-in and support across the entire organization.
In the world of B2B, where the path to purchase is often anything but a straight line, it is crucial for salespeople and marketers to know as much about their prospective buyers (and their buying process) as possible. Acquiring that knowledge takes systematic research, often in the form of a buyer insights project.
For years, no one has questioned Apple’s product or premium pricing strategies. But now, in the face of increased competition from Samsung, Google, HTC, and Motorola cutting into the iPhone’s market share, the company is revisiting its strategy with the iPhone 5S and 5C. What lessons can SaaS companies learn from Apple’s gamble on price?
It wasn’t long ago that demand for the iPhone was skyrocketing. But with the emergence of Android and others, the U.S. smartphone market has become more and more saturated. In order to remain competitive, the company now finds itself looking to broaden its appeal in order to regain and capture new share, and expand into the developing world market. In order to pull that off, however, that likely means lowering prices, and for Apple (as for any high-end luxury brand) that introduces an interesting pricing dilemma:
Is it possible to maintain a premium value brand while introducing lower-end products into the market?
Attention SaaS Companies: Do your customers a favor — step away from the computer and make a habit of getting out of the building!
Busy burning the midnight oil in order to develop the newest and best product features? Well, guess what? You’re probably not doing them, or yourself, any favors. In this video Brant Cooper and Peter Vlaskovits, authors of the bestselling book, The Lean Entrepreneur, explain why you can’t put an end to customer development just because you’ve got a minimum viable product and big investor check. Instead, you need to (continue to) get out of the building.