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From 0 to $500 Million ARR in 6 years: Learnings from Innovating in Underserved Markets with Samsara CPO Kiren Sekar (Pod 549 + Video)

SaaStr

Applying the lessons from Meraki, Kiren will share how Samsara broke into the under-served world of physical operations, the importance of customer feedback, a multi-product strategy, and why culture matters. But at Samsara, the customer feedback strategy became a directive, an important guiding function of company and product growth.

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From vanity to value: How Intercom conducts NPS surveys

Intercom, Inc.

Here, I’ll share why we decided to revamp our NPS strategy, what survey mechanics proved most effective, and how we’re delivering value by providing actionable customer insights across our company. At Intercom, we’re on a journey to do NPS the right way. What is Net Promoter Score?

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SaaStr’s Podcast “Best Of Guide” Our Top 10 Podcasts of All Time

SaaStr

In 2001 David joined Matrix Partners, who had backed his last two startups, as a General Partner. In his 9 years at salesforce.com, Tien served in numerous different roles including as Chief Marketing Officer for two years, and most recently as Chief Strategy Officer. Three of the companies he founded went public and one was acquired.

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18 investors fueling Latin America’s SaaS superstars

SaaStock

Starting from 2001 with the establishment of DGF Investimentos, there has been a steady addition to the roster of funds, with key periods where a few were started around the same time. It supports them with their go-to market strategy, marketing, sales, customer success, and business development. Founded: 2001. Founded: 2017.

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Who are Asia’s SaaS VCs?

SaaStock

What is far more valuable is a focused market strategy beyond initial scattered foray. It has more than 100 investments since its founding in 2001. Founded: 2001. It assists portfolio companies with capital, as well as with help in strategy, marketing, tech, and HR. Size of fund: $700M. Founded: 2011. Size of fund: $13M.

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The 57% Drop in SaaS Valuations

Tom Tunguz

A different strategy is required. Many software survivors of the dot-com crash pursued a more conservative strategy and were rewarded for their prudence. An example of a relatively extreme case, from 2001 to 2007, Concur grew between 0% and 35% each year. Another type of founder leverage and option value become important.

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The First Generation of the Talent Software Wars

Tom Tunguz

The companies pursued slight different strategies in the market. Both of these business weathered the dot com crash in 2001 and the financial meltdown in 2008. Company Revenue at IPO, $M Customers at IPO ACV at IPO, $k Year of IPO Years Since Founding. SuccessFactors 39 1300 30 2007 6. Taleo 85 1000 85 2005 6.