Ashu Garg’s Post

I've seen lots of talk lately about PMF (Product Market Fit), orgs putting greater or total emphasis on SaaS, and how to create growth in competitive environments, but one thing that's been missing: For the love of Pete, make it easy to buy your products. 1. The value proposition for your product should be transparent to your customers and your sales organization should be enabled enough to articulate that value with ease 2. The more mature the product, the less the customers should have to interact with a sales team; revenue observability and strategic, targeted business development should drive customer success activities like solution engineering and services engagements in a prioritized way 3. Your sales systems should enable your customers to put a nickel into them and get five cents of product out without human intervention while providing the observability required in point 2 #sales #growth #customersuccess #value #makeiteasy

The topic of product market fit has been surfacing this year as startup and growth phase SaaS companies saw a sizable shift in deal dynamics. Tough economic times pressure test PMF to the extreme. Did you lose it altogether, or did PMF just shift a little? The pandemic created PMF for some that are now moving and shifting when we emerged the other side. So how should leaders be thinking about PMF? Solve a big business problem to achieve maximum PMF. Something that generates revenue or creates transformational cost savings. Big ACV’s for those that do. You can still find or adapt your product and find PMF by delivering product that create process improvements, but smaller ACv’s. Executive teams need honest reflection to see if your current offering solves a problem and if it does, great but can it be quantified? Important. It has to be a problem that exists TODAY, in current state. No aspirational outcomes here “we help customer drive x, y, z” - nope, what does it solve now? The good news is, the answers you seek lie in your installed base, your prospect calls, demos, closed lost and churn data. Commit to the process and you’ll figure it out. Good luck out there.

What do most businesses get wrong when they market their products? They focus too much on the product and not enough on resolving tension. You notice this with SaaS products all the time, where they list tons of features and use technical jargon, and it doesn’t quite land with their audience. But people buy to resolve tension — when they aren’t happy with their current reality, and they need something to fix the problem. When you start focusing more on fixing the problem and less on your product, you’ll sell more. What about you? Do you focus on solving problems? Or are you too focused on the product? #sales #positioning #business

Day -16, Customers - 0, ARR - $0 Build the Buzz Demand generation does not start day of product launch. Get people into beta. Don’t worry, it is suppose to be messy, embrace it. Relentlessly seek out feedback, listen to it all, action on only a few. You can’t solve all the worlds problems. Beta customers often pick up the phone and close some of your largest future paying customers. Invest in them.

Continuous value is one of the strongest selling points for Platter. I’m proud that we continue to release new features and updates constantly, free of charge. I’m so excited for pushing the updates on our 2024 roadmap. We have some awesome projects in the works. New customers get access to 30+ integrated when onboarding, and then it only gets better as time goes on., This means a continual increase in value to brand owners, at a price that stays consistent. PS: If you have an idea for a feature, you can put in a request at any time — you might just see it come to life.

𝗪𝗵𝘆 “𝘄𝗲’𝗿𝗲 𝗯𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝗫 𝗯𝘂𝘁 𝗯𝗲𝘁𝘁𝗲𝗿” 𝗶𝘀𝗻’𝘁 𝗴𝗼𝗼𝗱 𝗲𝗻𝗼𝘂𝗴𝗵 𝗶𝗻 𝗦𝗮𝗮𝗦. What you need is different. A strategy based on differentiation requires a continual attempt to deepen your holistic understanding of customers to learn how to serve them more distinctively. The brand is relentlessly built. In a “differentiation strategy” customers are the focus. Differentiation requires the pursuit of distinctiveness. The more a product is differentiated along a dimension the customer cares about, the higher price premium it can demand. I think the problem is that many SaaS companies go about building a product to compete in a particular space. They should start with the customer and identify the needs and wants that are not being fully satisfied, by that customer segment, and build a product and brand concept that solves these differently than alternatives. Choosing a different place to play provides you the opportunity to build capabilities to win.

PMMs have one job. Driving growth. If you don’t think so, figure out how to draw a straight line from what you’re doing to growth - working on a launch? What growth metric is it driving? - working on content? How is that going to excite sales and customers to drive demand? - working on a demo? How is that demo going to make your product inevitable for your prospects? - working on on event? How will be a closing event? - seeing a growth opportunity for your product? What are you waiting for PMM = growth. No one else sees across product, sales and customers. Go get that growth.

As product marketers, we're always looking for ways to make a big impact. Sometimes that means making tough decisions, even if it means saying no to influential people. Prioritizing what will move the needle for the company is key. #productmarketing #prioritization #impact

Organizations in 2024 are more focused on profit than the top line…which means more focus on customers…which means, in many cases, new services offerings. Is your PMM team ready to support them? If your #gtm muscles aren’t used to services vs products and features, it’s easy to feel like you’re starting from scratch. Here are a few key things to remember about launching a secondary service offering from Fluvio Principal Tom Crist: 🎡 Don’t try to reinvent the wheel – stick to your framework! For a services launch, leverage the tiers, briefs, kickoffs, and launch team approaches you have in place for product innovation. Teams are used to these, and the end result of effectively bringing an offering to market is the same. 📏 Measure results and lock down metrics during your beta period – and get them fast. Improvements from service offerings are often easy to measure, and the data gathered from test clients will be invaluable for narratives and sales support. Think about services-centric metrics to track clients instantly will relate to, from total costs to speed of execution vs. in-house efforts. Without a product to demo, proven impact is even more important! 📦 Services packaging and pricing may be net new, so put extra attention into your Finance partnerships as initial models are built. Work with your cross-functional counterparts to test both price elasticity and different models early, so you can arrive at a compelling model that will help the final launch capture the most demand. And be sure to shop your hypotheses and models with trusted, friendly clients. If you’re responsible for #pmm, the chances of a new service launch this year are high. Need more help? Our team knows how to solve the toughest PMM challenges leveraging the Fluvio GTM model.

🚀 Unlocking Growth with Product-Led Sales (PLS) 🚀 📈 Are you facing challenges with your sales-led growth slowing down? Discover the power of Product-Led Sales, the winning strategy that combines the scale of product-led growth (PLG) with the expertise of sales-led strategies. 💼 To dive deeper into the topic, check out the insightful document by Jonathan Anderson and Aakash Gupta. #growthstrategy #productledgrowth #saas #salesstrategy #techindustry #product #productmanagement