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It stayed small until 2009 when the founders were bought out by a private equity firm. Its growth has been more slow-and-steady than traditional rocketship, crossing $69m in Q4 revenues (let’s call that $280m+ in ARR, so soon to be $300m) — growing 17% a year by revenue, and 10% a year by customer count.
What we learned from ’08-’09 in SaaS: First, SMB churn went through the roof — as SMBs went under much more quickly and often. As soon as the economy went south, SMBs started to simply go bankrupt and/or shut down. And even before they did, panic set in in businesses with no cash reserves. functioned.
When FastSpring’s Chief Product Officer Kurt Smith worked with growth-stage to Fortune 100 companies at Accel-KKR, he consistently saw pricing as one of the most essential growth levers they employed to meet their next revenue goal. How FastSpring’s platform allows companies to test their pricing (2 minutes): Full Videos.
And he also has the, I don’t know, benefit or dubious distinction, but lived through this before in 2008 and 2009. So I think that is somewhat of a good news in this in that SaaS businesses are sticky. How do we make them feel part of the team and integrate them? So a lot of lessons that can be taken from there as well.
It is no secret that customer churn hits recurring revenuebusinesses hard, but what’s its real impact on their long-term health and valuation? This is also annual payments only. The bigger comment is divorce from contract; it’s just based on payments. If you joined late, we went through definitions.
To date, Eric has raised over $12m for Zylo from some of the best in the business, including Byron @ Bessemer, Salesforce, GGV, Semil @ Haystack, and the team at High Alpha. Prior to founding Zylo, Eric was the VP of Sales @ Sprout Social leading the revenue operations for over 11,000 customers. ” Is it SMB or is it Enterprise?
Highlights: (08:58) Building the first SaaS product and transitioning to recurring revenue. (14:58) 29:06) The importance of sales playbooks and codifying the sales process. (35:30) 35:30) Optimal team structures for SMB sales organizations. (52:25) 29:06) The importance of sales playbooks and codifying the sales process. (35:30)
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