Welcome to Episode 21! I am so excited to welcome Johnny Chin, Founder & CEO @ Bannerman to The Official SaaStr Podcast today. Bannerman is the company that provides on-demand security staff and bouncers to some of the world’s biggest companies including Spotify, Y Combinator, Weebly, Optimizely and many more incredible firms. Bannerman are also an alum of YC having been in their YC S14 Class.In Today’s Episode You Will Discover: Why did Johnny decide to transition Bannerman from B2C to B2B? What metrics suggested to Johnny that product market fit had not been achieved with the B2C model? How did the transition affect the product? What does Johnny mean when he discusses ‘Wizard Of Oz’ moments? How did Johnny go about developing and establishing a sales process? What were the inherent challenges and how did Johnny combat them? At what stage did Bannerman reach profitability and what Continue reading "The Official SaaStr Podcast #021: Johnny Chin, Founder & CEO @ Bannerman on How to Perfect the Transition from B2B to B2C"
The idea of putting pricing online terrifies many B2B software entrepreneurs. They worry about competitors seeing their pricing, and then undercutting them. They question whether they could ever simplify their pricing enough to share it with the public. And they fear giving enterprise customers yet another negotiating lever to squeeze out lower prices. Despite these fears, many of the hottest software companies like InsideSales.com, MarkLogic and AppDynamics now put their pricing online. InsideSales.com, a sales acceleration software company valued at $1.5B as of March 2015, makes for an interesting case in point. As recently as June 2014 they shunned communicating their pricing online, and required web visitors to fill out a detailed form in order to request pricing. Now they prominently display their platform editions and price points. InsideSales.com could have had several motivations for making their pricing public, the most likely ones being lead qualification,
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Back in February I helped organize a day on pricing strategy at the MaRS Discovery District in Toronto. The day was a mash-up that brought together people focused on the impact that big data, predictive analytics and the Internet of Things are having on pricing with the thought leaders in the emerging practice of behavioral pricing. Behavioral pricing approaches are fascinating. The work is an application of the insights of behavioral economics to pricing strategy. Behavioral economics comes from the work of Amos Tversky and Daniel Kahneman. They basically applied insights from studies of the effects of psychological, social, cognitive, and emotional factors on the economic decisions of individuals and institutions. Here’s a classic example: Someone is given $100, but in order to keep any portion of that money, they have to make a deal with someone else. By the laws of economics, you’d expect the first person to give up
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Editor’s note: The following post is excerpted from UserTesting’s eBook 4 Stages of Building and Scaling a UX Team. Access the eBook here. Once you’ve established your core team and you’ve had some time to get into a rhythm, chances are you’ll start to think about expanding. There seems to be no shortage of need for UX expertise—especially once everyone in your organization begins to see the value that it can offer.
Filling the RolesThis is your opportunity to start filling out the roles. While generalists worked well when you were getting started, a more mature UX team will benefit by having folks dedicated to a few distinct areas of the UX practice. As we’ve already discussed, roles and titles can vary widely between individuals and organizations, so it can be helpful to think about roles in the context of what outcomes that individuals will be responsible for,
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Editor’s note: This is part two of a five part series on design sprints. You can read the first part of this series here. In the first article of this series we introduced the framework for running design sprints — a 5-day process for rapidly creating and testing prototypes with your customers. In this article, we’re going to show you exactly how we ran a design sprint for a startup client of ours and how you can achieve the same successful outcomes. Because we’re still working with this startup to build and launch their MVP, we’ve decided to protect their identity and the specifics of their business. So for the sake of this article we’ll refer to this company as LSV.
Background on LSVLSV has been working on solving a problem they spotted— there are communities that exist around certain topics; e.g. health & wellness. Within these communities there
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One Boston-based software company built a gold mine, then nearly shut it down. They had nurtured a modest online self-service product (priced starting at $99 per month) and planned to discontinue it so they could focus on going after the more profitable enterprise segment, which had ACV’s north of $20k. At first glance, the decision to shut down self-service looked sound: it brought in only 5% of their annual revenue, operated at negligible profitability and could hinder negotiations for enterprise deals. When the GM investigated more closely, she noticed something unexpected. Many of the company’s largest and most profitable enterprise customers actually started with the self-service product. These customers had wanted a frictionless proof of concept for a team or department to use before rolling out the solution across the entire enterprise. If it had not been for the self-service product, these customers would have selected a competitor, and likely
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Learn how you can get viable solutions in the hands of your paying customers in 5 days.
Real Challenges, Real SolutionsCompanies attempting to solve big challenges tend to get stuck at some point. Sometimes it happens in the very early days when they’re just tinkering with ideas. Sometimes it happens years into running the company, when they have new ideas to new challenges they’ve uncovered. It doesn’t matter how you categorize the company — big or small, early or late, tech or toilet paper. If you’re tackling a challenge that many people care about, the right solution won’t always be the one you assumed, the one others have built or the one your customer told you about to begin with. You may need to experiment until you’ve found a fit your customers truly value, and in many cases, will pay for. For instance, do any of these bumps in the road
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