SaaStr
OCTOBER 11, 2023
You don’t want to overwhelm SMB customers, and Monday made this a focus from day one. Picking Your Core Verticals and Selling Outside of “Tech” 70% of Monday’s customers are non-tech — real estate, banking, construction, and even churches. That’s more cash in the bank than they ever raised from VCs or the public market.
SaaStr
SEPTEMBER 14, 2022
In the early days, UserZoom struggled with deciding whether its target market should focus on enterprise or SMB. But UserZoom’s roots in Europe drove them to be more creative – everything from FFFs (friends, family, and fools), to bank loans, to government grants. Define and focus on one target persona.
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SaaStr
NOVEMBER 19, 2020
If you have a few nickels in the bank, and you somehow find a great VP a half stage or even full stage early, just hire her. But a great head of demand gen (or maybe growth hacking if you are SMB) should be very accretive at even $20k in MRR. He asked which to hire first. The answer was obvious — both!
SaaStr
AUGUST 7, 2023
They cared about cash in the bank — how much they spent, when they spent it, and how fast the actual money came back. That works for a hyper-SMB model. Sometimes you can spend a lot on customers and have reasonable LTV, but that doesn’t tell you how fast you get the cash back you spent on marketing. The takeaway?
Sales Hacker
JUNE 9, 2020
Of course, we’re talking about what’s going on during the pandemic, but also just about his leadership skills and his experience. This was the first time that I was really focused on the SMB market and had a great experience there. It’s a discussion among the whole senior leadership team, for sure.
SaaStr
MARCH 7, 2021
At $8m in ARR, if you have $2m of cash in the bank, you get real nervous investing much more than $500k-$750k, $1m max. It’s subtle, but in SaaS I’ve learned you under-invest if you have < 50% of your ARR in the bank. Field vs. mid-market vs SMB early. We went cash-flow positive at $4m in ARR with about $1.5m
SaaStr
JUNE 27, 2019
When we were SMB focused in the early years, our sales cycles were quick. Product org changes quite a bit as well and as one chief product officer shared with me, he said, “You know, when we made the transition from SMB to enterprise, we went from being kind of in control of our own destiny and certainly of our own time.
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