These email templates have madean impact on our bottom line,and now they’re yours.
Our earliest customers.
The first influencers who would help us successfully launch our blog.
Our biggest integration partners.
Nearly every single big win we’ve achieved that relied on getting somebody else to do something…
…they all started with an email.
Of course, there’s more to getting what you want than simply sending emails. There’s plenty of background work.
But the fact remains that asking for right things, the right way, can take you very, very far.
In preparing this post, I—and a couple of teammates—searched our “Sent” folders for dozens of keywords that would suggest we were emailing to make a request of someone, and we came up with thousands of results.
We’ve always tried to share as many of our successful emails as possible, not only for transparency’s sake, but because our content
Editor’s Note: The following is an excerpt from the book Account-Based Marketing for Dummies.
With account-based marketing (ABM), you’re tailoring your message to contacts in an account. These contacts should match your personas, or the type of people who are the best-fit for your product or service. Keeping the accounts and contacts in mind when developing your content will help to make sure it resonates. To think about your content from an account-based marketing perspective:
Know your audience: remembering your audience is extremely important as you’re taking a targeted account approach.
Deliver content meaningfully: don’t just blast an email to thousands of people every time you publish a new infographic or whitepaper.
Your content was designed with your audience in mind. Spraying and praying is the opposite of account-based marketing.
I’m a huge fan of Joe Chernov. He’s one of the content marketing gurus in the B2B world, having run
You need to learn to become a parallel recruiter. To constantly, painfully, boring-ly be recruiting the next level of management and managers — all the time. Doing 30+ interviews a month — minimum.
In SaaS, you need more VPs earlier. By $1m in ARR, you need a VP of Sales, Marketing, Customer Success, Product and Engineering (if you can afford them all). At least.
Where I see a lot of SaaS founders fail after $1m ARR is when they are only able to be part-time recruiters, episodic recruiters, and/or sequential recruiters. “I’ll focus on the product hire first. Then I’ll get to customer success.”
That sometimes works, sometimes doesn’t, but it always does a disservice to a SaaS business.
You need them all.
It’s a tough adjustment for many. And many take too long to make it. And those that don’t, never do something really big.
More here: https://www. Continue reading "Software-as-a-Service (SaaS): What are some of the skills that every SaaS startup founder must have?"
For me, the #1 way it changed me, for life, is I can never decompress.
When I was a Director, then a VP, at two start-ups, I could always turn it off. Turn it off on Saturday. Turn it off when I got home. Turn it off when I went for a run.
After being a 2x founder over 9 years (13 if you count SaaStr as a start-up) … now I can never turn it off.
I’m always thinking about whatever I’m working on, every moment of the day, or at least close to it.
If your SaaS startup were to trade in the public markets today, what would it be worth? The true answer is we don’t know, but we can approximate it by comparing it to the other publicly traded SaaS companies and benchmarking the business by its growth rate.
The chart above shows the median multiple of public SaaS companies by growth rate bucket, 25%-49%, 50%-74%, and 75%+ trailing twelve month revenue growth rate. Each color represents a different year.
Let’s take the big green bar in the 75% bucket. In 2013, the median SaaS company growing at 75%+ traded at a multiple of 14.2x. That’s very likely an all time record.
The red bar indicates 2016 figures. Today, 75%+ growers trade at 7.4x. A company growing between 50-74% trades at 5.1x and 25%-49% at 4.7x today. These slower growing companies are fetching near historically high multiples, which
London-based Pusher, the company powering The NY Times’ live election results and DraftKing’s fantasy scoring results, just raised $2.5 million to up its stakes further. The money came from SaaS Capital, which focuses on debt financing aimed at the Software as a Service (SaaS) space. Read More
At the recent SaaStr Summer Social in L.A., we were not only hosted by Cornerstone OnDemand (THANK YOU!) but Adam Miller, CEO, wasn’t called back for jury duty so was able to join us for a deep-dive session. My co-investor (and co-host) Jim Andelman of Rincon Venture Partners led the discussion here:
Cornerstone is a $2.5b public SaaS company doing $400m+ in ARR so I impressed how fresh Adam’s memories still were of scaling in the early-ish days. Being a founder is tough work, folks, even at the most successful SaaS companies
Some of his key take-aways:
Funding from revenue, i.e. bootstrapping works … but it was too slow for him with hindsight. Every new hire had to be paid for by a dollar cleared in customer contracts. He wished he’d raised more, simply to accelerate hiring.
It was harder to get funded when you “looked different”.