我们帮助SaaS公司建立产品,可以获取、转换,自动驾驶仪和留住客户。给你背景原因公司成立,这是我的书的前言:历史告诉我们,“如何”你卖一样重要”什么“你出售。就像大片无法与Netflix争夺相同的销售数字内容,您需要决定“时”而不是“如果”你需要创新的路上你卖。的一个主要原因我决定写这本书是因为我亲眼目睹了产品导向型增长的力量。这一切开始于感冒,安大略省滑铁卢阵阵冬天(又名加拿大科技资本)。在一个舒适的阁楼,有五十多个工作努力地在他们的笔记本电脑上并排胶合板表。每个人都热爱视频。在这个公司,这是常见的对每个人来说使用视频与家人沟通,朋友,同事,客户,甚至前景。此刻在历史上,这种行为被认为是有点奇怪但视频很快就成为企业在世界各地的事情——这是一个激动人心的时刻。因此,聪明的投资者想钱倒入视频公司加速增长和需求捕获这个浪潮的一部分。 Since gaining access to capital wasn’t an issue for this B2B SaaS company, the team was “blessed” with the opportunity to put some serious marketing firepower into promoting its new video hosting technology to the masses. I was one of those marketers with such a rare opportunity to help the company grow. I spent a small fortune on countless acquisition channels. I was laser-focused on helping the business generate leads, but after some time spending what seemed like a “stupid amount of cash.” I started to look at how I was acquiring prospects and began asking myself some hard whys. Like... Why did I invest $300,000 promoting a whitepaper? Obviously, I knew the outcome was to generate leads to feed the hungry sales team, but why a whitepaper in the first place? We were just using the same old marketing playbook that everyone else was using. You know. Where you create content, put up landing pages to capture leads and then nurture those leads with automated emails until one day they convert to paying customers or unsubscribe. Sound familiar? It wasn’t until I helped launch a freemium product that soared to over 100,000 users in less than a year that I realized something was wrong with the old marketing playbook. By making it easy for people to experience the value of our product, we transformed our product into a powerful customer acquisition model. This one experience reinforced something I have long believed. Truly great software companies are built to be product-led. You don’t have to be a genius to come to this conclusion on your own. In our day-to-day lives, we expect to try products before we buy them. Whether you’re contemplating buying cologne or perfume, a new shirt, or even a pair of sunglasses - you want to try before you buy. Trying out a product is and always will be an essential part of the buying process. When it comes to software, consumers demand the same experience. Companies that embrace Product-Led Growth are simply aligning their business model with an undeniable consumer trend that is not going anywhere. As the SaaS industry evolves, I believe there will be two types of companies: Sales-Led Companies represent the old way of making a sale, which is complex, unnecessary, expensive, and all about telling you how the product will benefit you. These companies are primarily concerned with taking you from Point A to Point B in their sales cycle Product-Led Companies flip the traditional sales model on its head. Instead of helping buyers go through a long, drawn out sales cycle, they give the buyer the “keys” to their product. By doing so, the entire focus for the company revolves around helping the buyer upgrade their life so that it becomes a no-brainer for them to upgrade to a paid plan. Today, a strong brand and social proof are no longer enough to build trust with the modern buyer. You need to let people try before they buy. Product-Led Growth is simply how you make this whole approach to doing business a reality. In order to sell to the modern buyer, you need to decide, are you going to be product-led or risk being disrupted?