David Cummings on Startups

Category: Entrepreneurship

  • Customer Success for Company Success

    Continuing with yesterday’s post on Second Order SaaS Revenue, it’s important to drill into the role of customer success and how it drives company success. There’s an excellent slide deck titled How to Drive Growth with Customer Success Metrics that covers the topic well. Here are a few notes from the slides:

    https://www.slideshare.net/GainsightHQ/how-to-drive-growth-with-customer-success-metrics

    • Customer success is a growth driver on par with sales and marketing
    • Show, don’t tell, how you make money
      • Renewals
      • Upsells
      • 90 day adoption
      • Product roadmap feedback
    • One customer success manager per $2 million (hired in advance, not in arrears)
    • Second order revenue – the key to long term success
    • Why customer success is critical
      • Happy customers, better product
      • Grow faster
      • Decrease capital needs
    • How much to spend on customer success?
      • Expected value =  Save rate x Value of extension
      • Example: 30% x 12 months x $83/month = $298 or about 30% of annual contract value

    Pre product/market fit, customer success is often ad hoc. As the company grows and finds a repeatable customer acquisition process, customer success is critical.

    Entrepreneurs need to understand how customer success drives company success.

    What else? What are some more thoughts on customer success?

  • Second Order SaaS Revenue

    Last week an entrepreneur shared how they just signed a large customer that was a referral from an existing customer. This got me thinking about the importance and power of second order SaaS revenue. Second order revenue is revenue that comes from existing customer referrals as well as customers changing jobs and bringing the product to their new company. This class of revenue should grow over time as the startup builds a brand and successful customer base.

    Here are a few thoughts on second order revenue:

    • Track customer referrals over time and look for patterns or trends (e.g. certain customer referrals are much more likely to be good fits)
    • Record customers that change jobs and bring the product to their new company (this happens a good bit and is an excellent source of revenue growth)
    • Facilitate customer referrals by asking for them automatically in the app (one successful technique is doing a net promoter score questionnaire and then asking for referrals from the promoters that give a 9 or 10)
    • Consider how second order revenue plays into the customer lifetime value (e.g. if a customer is worth $50,000 over four years but refers an average of $5,000 in new business and brings an average of $2,000 in new business when changing jobs, the value of signing a new customer is higher than just the lifetime value)

    Second order revenue is an important part of the SaaS business model and really shines for startups that have happy customers.

    What else? What are some more thoughts on second order revenue in SaaS?

  • Video of the Week: Steve Jobs’ 2005 Stanford Commencement Address

    With the graduation season upon us, it’s a great time to watch one of the top commencement addresses: Steve Jobs’ 2005 Stanford Commencement Address. Enjoy!

    From YouTube:
    Drawing from some of the most pivotal points in his life, Steve Jobs, chief executive officer and co-founder of Apple Computer and of Pixar Animation Studios, urged graduates to pursue their dreams and see the opportunities in life’s setbacks — including death itself — at the university’s 114th Commencement on June 12, 2005.

  • Lifestyle Business vs Startup

    When we were building Pardot someone commented to me that it was a lifestyle business since we didn’t raise venture capital. Immediately, I respectfully disagreed. A startup, by its very definition, is a scalable, growth-oriented company.

    Much like differentiating innovative vs replicative companies, lifestyle businesses differ from startups:

    • Lifestyle businesses balance company profitability for owner income with growth targets, while startups put all the emphasis on growth
    • Lifestyle businesses rarely raise outside money while startups commonly raise money
    • Lifestyle businesses are often comfortable with the status quo while startups are constantly looking for ways to grow faster
    • Lifestyle businesses are about control and freedom while startups are about innovation and growth

    Lifestyle businesses and startups have more in common than not, but the main difference is one provides for a lifestyle and the other focuses on growth.

    What else? What are some more differences between a lifestyle business and a startup?

  • The Energy in a Values-Oriented Company

    Earlier today I was in the SalesLoft office catching up and the first thing I noticed was the energy of the company. Energetic employees were everywhere — at a table in the middle of the office having lunch, on a bean bag chair doing a sales call, and walking by on their way out the door.

    The energy was amazing.

    An energetic environment always starts with the people and their values. Here are SalesLoft’s core values:

    • Put Customers First – Of the three stakeholders — employees, customers and investors — only one pays the bills. We win by staying close to them and adding value to their day.
    • Team Over Self – We’re committed to each other. We’re always collaborative, but put the interests of the team above our personal agendas.
    • Glass Half Full – We always move forward. We work to understand the reality of the situation, then we make the decision to focus on the opportunities.
    • Focus on Results – We understand what we’re here to do and make decisions with purpose to achieve our goals.
    • Bias Towards Action – We’re motivated. We go out of our way to figure things out and present solutions, rather than problems.

    Customer-oriented people that are positive, focused, and team players sounds nice, but only works when the entire company is committed to the values. Many companies talk about values but few truly buy into them. Values set the tone and aligned cultures have a magnetic energy.

    What else? What are some more thoughts on the energy in a values-oriented company?

  • Daily Active Users in B2B SaaS

    Continuing with assessing product/market fit, one of my favorite metrics is daily active users (DAUs). Now, DAUs are more commonly associated with B2C products like Twitter and Facebook, but they’re directly applicable to B2B SaaS products as well.

    Why are they so important for B2B SaaS? The best indicator of success for most SaaS products is the fact that the customer continually uses the application. In most applications, this is signing in and using the platform. In a limited number of applications, this is using the API programmatically on a regular basis (e.g. integrating it into another application or workflow). Regardless, product usage equals product value. And, product value is a key element of product market fit.

    Entrepreneurs should monitor their daily active users and understand the correlation between product usage and startup success.

    What else? What are some more thoughts on daily active users in B2B SaaS?

  • The Best Time to Raise Money

    There’s an old saying in the startup world: the best time to raise money is when you don’t need it. Too often, entrepreneurs, being ever optimistic, wait too long before starting the fundraising process. Only, a limited timeline often results in limited funding options, which results in a poor situation for the entrepreneurs. No options, no leverage.

    When things are going well with a startup, other investors take note. At Pardot, we had tremendous in-bound interest from investors for a number of reasons. One major reason is that many VC portfolio companies started using Pardot such that it’d come up in board meetings as part of the marketing presentation. When executives shared how much value they received from Pardot, investors took note. And, since we bootstrapped and didn’t need money, investors were even more eager to invest (simpler situation, clean cap table, no baggage).

    Another common occurrence is as soon as a startup announces they’ve closed a round, other investors reach out asking if they can put in some money. Clearly, the startup doesn’t need to raise money since they’ve just closed the round, but opportunistically they often take it. Raising money is much easier when things are going well and the money isn’t needed.

    The best time to raise money is when you don’t need it.

    What else? What are some more thoughts on the idea that the best time to raise money is when you don’t need it?

  • A Bumpy Ride for the First 10 Customers

    Continuing with the post Assessing Product/Market Fit, there’s a related point that the first 10 customers of a startup often have a bumpy ride. As part of assessing product/market fit, if numerous customer requests and product issues are signs that product/market fit isn’t in place yet, it follows that it’s common for early customers to have problems as product/market fit is so hard to attain.

    Here are a few thoughts on the challenges of the initial customer experience:

    • Work to be overly accessible and available as customer feedback and quick resolution of issues are critical
    • Know that problems and bugs are common as it’s nearly impossible to test every use case (it’s more important to move fast and iterate than try and be perfect)
    • Understand how the customer interacts with the app using a product like FullStory or Hotjar
    • Proactively reach out to the customer on a regular basis (e.g. weekly), eventually using a cadence system like SalesLoft or Trustfuel

    The first batch of customers almost always have a bumpy ride. Entrepreneurs should recognize that this is normal and work hard to still provide the best experience possible.

    What else? What are some more thoughts initial customers having a bumpy ride?

  • Video of the Week: Blitzscaling 19: Jeff Weiner on Establishing a Plan and Culture for Scaling

    For our video of the week, watch Blitzscaling 19: Jeff Weiner on Establishing a Plan and Culture for Scaling. Enjoy!

    From YouTube:
    This is session 19 of Technology-enabled Blitzscaling, a Stanford University class taught by Reid Hoffman, John Lilly, Allen Blue, and Chris Yeh. This class features Reid Hoffman interviewing Jeff Weiner, the CEO of LinkedIn.

  • Assessing Product/Market Fit

    One of the never-ending startup discussions is around assessing product/market fit. Product/market fit is the idea that the product’s form and functionality meets the needs of the market. Fit isn’t an on/off item, rather it’s a continuum with various dimensions. And, for entrepreneurs without product/market fit, not much else matters.

    Here are a few ideas for assessing product/market fit:

    • Passionate Customers – If you told your customers that the product would be shut down tomorrow, how loud would they complain?
    • Customer Requests – How well does the product solve the customer’s problems today in it’s current form as opposed to needing further customizations?
    • Customer Referrals – Of the last 10 customers signed, how many referred another potential lead?
    • Limited Product Issues – Of the last 10 customers signed, how many ran into product issues or bugs?
    • Daily/Weekly Active Users – Do the customers use the product in a consistent daily or weekly fashion over an extended period of time (e.g. 4-6 weeks)?

    Ultimately, assessing product/market fit is about assessing how much value customers are receiving from the product and the actions they are taking (e.g. regular usage, referrals, etc.). Product/market fit is the first critical milestone in the entrepreneurial journey.

    What else? What are some more thoughts on assessing product/market fit?