article thumbnail

Finding the Next Wave of Growth: S-Curves and Product Sequencing

Casey Accidental

After product/market fit, most companies’ obsession is not thinking about how to create their next amazing product. Specifically, how do I get this product I know is valuable in the hands of everyone it can be valuable to. As I have discussed in previous essays , product/market fit can be hard to interpret at the time.

article thumbnail

Veeva: The Biggest Vertical SaaS Success Story of All Time (Video + Transcript)

SaaStr

If you don’t have tickets, lock in Early Bird pricing today and bring your team! Jason : You came up with the crazy idea to start Veeva in 2007, just before the worst two years that we’ve experienced in the industry, ’08 and ’09. I will really understand, “What is the price I want for my product?”

Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

My First 16: Welding Yourself to Early Customers with Marqeta’s Jason Gardner

Andreessen Horowitz

We sold that at the end of 2007 and I stayed on with MoneyGram International who acquired the company until the end of 2009. So we didn’t have product market fit for that. How did you think about, who do I want to target for that product given where we are now. Jason: I’m a product person at heart.

article thumbnail

A Look Back: Slack at $30,000,000 in ARR

SaaStr

It was early 2007 the iPhone was announced. Jason : When I’m from… pick your company, Dow, and I want to buy 1,000 or 2,000 seats of Slack next year, I’m not going to talk to a sales rep, and I’m going to pay a list price? The first week that I was there, we started building a product management team.

Scale 340
article thumbnail

How Netflix Is Making the Wrong Tradeoffs in the Streaming Market

ProfitWell

Choosing not to run ads on their platform means Netflix has to rely solely on subscriptions for their recurring revenue, which drives their price into the upper ranges of willingness to pay. From the beginning, Netflix solidified their position as the preeminent streaming entertainment service in the market. So how did they do it?

article thumbnail

Should you disrupt or create a category? 5 lessons from Gainsight’s CMO Anthony Kennada

Intercom, Inc.

In late 2007, a pair of roommates found themselves scraping their wallets to come up with enough cash to cover their exorbitant San Francisco rent. When Gainsight CEO Nick Mehta asked Anthony to run marketing, Anthony he was jumping in at the deep end.

Scale 112
article thumbnail

SaaStr Podcasts for the Week with B Capital Group and Bessemer Venture Partners — February 7, 2020

SaaStr

Plus, from 2007 until 2013, Karen ran all of Box’s business development, partnership, and strategic alliance activities. Plus from 2007 until 2013, Karen ran all of Box’s business development, partnership and strategic alliance activities. Is it in that pre product market fit phase? Harry Stebbings: Totally.

Scale 167