Marius Luther

Hitting sales targets in May with all the public holidays can feel like such a grind 🏃🏻‍♀️ Here’s what we do at SDRs of Germany when it’s crunch time: — We check in with our most promising deals (Pipedrive’s new AI Deal Spot Feature massively helps us to identify them). — We prospect together and see if we can make use of our network to accelerate deals. — We double down on quality and personalisation, including video selling and voice notes. — We make sure we focus on revenue generating activities and prioritise correctly. And the most important thing: We remember we are not heart surgeons, so no one will die if we don’t hit it — as long as we give it our all and enjoy the party, we can always over perform next month 😜 Good luck to everyone who is still chasing those numbers — you got this 💪🏻 #saleslove

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💌 saas.wtf newsletter update: +24 subs vs. last week 🫠 Could be better, but I was on vacation and therefore less active here (= less promo). Minimum goal for this year is to get to 5k subs. Let's see. ➡️ Newsletter KPIs (YTD): Net new subs: +754 Open Rate: 55.7% CTR: 5.7% Unfortunately, the LI posts in which I share my progress and announce new articles no longer generate as many new subs as a few months ago. I'm looking to use more freebies (templates etc.) as lead magnets, but I can't get around to creating any at the moment. At least not any I'd be satisfied with myself. There will also be more content collaborations. Any other things I could try? ➡️ Latest article: Micro M&A for SaaS Startups At a time when growth has become more difficult, it is worth trying ways off the beaten track. Small, strategic acquisitions can be one of them. This article is about “Micro M&A” as a growth hack and shows how buying small indiehacker projects, newsletters, etc. can potentially: 1. Drive more traffic to your website, 2. Generate more leads, and 3. Enhance your product offering. Link below - enjoy reading! If you have any specific questions about such acquisitions, feel free to reach out! #saas #startups #growth #growthhacks #mergersandacquisitions #newsletter #newsletters

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💎 How to make good ROI from shows like Money20/20? 💎 How (and why) should a B2B Fintech invest in LinkedIn? 💎 Why PR matters for Fintechs, and how to structure it? and a lot more... Last week, I recorded probably the best podcast episode I've done to date, with In Growth We Trust and its two absolutely brilliant hosts, Yoann Pavy and Jake Mayell. Even though I was severely sleep deprived, the conversation turned out great - Yoann and Jake made sure that we covered a variety of topics and I’m sure you’ll find some interesting insights. Listen up if you want to get some tips from my personal Marketing playbook! 🎧 Spotify: https://lnkd.in/eJ8yijMg 🍏 Apple podcasts: https://lnkd.in/eBze9mE5

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There is a new saas.wtf article! Topic of the week: Growth Benchmarks 📈 I've long wanted to dig deeper into revenue growth of bootstrapped vs. VC-backed companies. Mainly to check whether external capital really brings the expected growth boost you would expect. Unfortunately, it's quite difficult to find reliable data. The only analysis I could find so far comes from SaaS Capital – and it only covers the boom times. Now ChartMogul just released it's latest SaaS Growth Report, which for the first time distinguishes between bootstrappers and VC-financed startups. This prompted me to take a closer look and compare the two sources. You can check out the article here: https://lnkd.in/eRmcqkPN Enjoy reading! 🙌 #saas #startups #bootstrap #vc #venturecapital #funding #growth #kpi #benchmarks

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There are people that might be fantastic post PMF growth investors but TERRIBLE pre PMF early investors, and vice versa. They are very different sports. And in immature markets people are generalist investors. That hurts founders. Ecosystems specialize over time and that is good for the ecosystem. If I ever become a professional investor, will proudly be pre/early PMF only. Best source of alpha and where the gap exists in younger ecosystems.

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Cheers to 3,000 saas.wtf subs! 🥂 Brief review of the journey so far: When I started posting on LI ~2.5y ago, I was primarily interested in processing what I had read for myself (SaaS / M&A topics) and sharing takeaways with others. In the meantime, I learned that superficial content and posts that trigger people perform much better. I don't think that's a good thing, but I've adapted to it. However, it meant that I needed something else to keep up the habit of doing deep dives. Hence the start of my own newsletter in 2023. Since then I have published 43 articles. The all-time stats aren't that bad, I think: ‧ Open Rate: 55.9% (slightly decreased over time) ‧ Click Rate of 6.1% (never optimized for it) Things that I still find difficult: ‧ Keeping the weekly cadence ‧ Putting myself in the shoes of my audience ‧ Actively promoting it to push sub growth Top 3 articles in 2024: 1. Time to hit $1M ARR 2. Pieces of SaaS Exit Cake 3. Churn Analysis using ChatGPT Quite a few flops too, of course. But I guess that's part of the game. Feels so good when I managed to deliver another article, and has so many positive side effects, that I'm definitely going to continue: ‧ Increased credibility ‧ Great new contacts ‧ Inbound deal flow ‧ ... Now on to the 5,000 sub mark! 🥷 #saas #startups #founders #newsletter

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"PLG is not just about lowering your prices and getting a bunch of low-value users." - Vincent Jong 🚀 , Dealfront Think PLG is just for low-value users? Think again! 💡 PLG isn't just about slashing prices and attracting low-value users. It's about strategically enhancing your go-to-market process! Whether you're closing $50k or six-figure contracts, understanding PLG is crucial as it continues to move upmarket. 🌟 Stay ahead of the curve and get familiar with PLG's rising influence. Tune in to our latest podcast episode with Vincent, in which we dive deep into the nuances of PLG and its growing impact on high-value markets: https://lnkd.in/grUEreTj. 🎧✨ #ProductLedGrowthLeaders #PLGStrategy #HighValueUsers #GoToMarketExcellence #PLGRisingInfluence

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(ECOM OWNERS) Checkout pages are GOLDMINES, here's why. In the past 4 years we have done CRO for Germany's Top 1% D2C Brands (including HelloFresh, SNOCKS, Giesswein and 85+ more) We realized, Most D2C brands only spend time optimizing their PDP and Homepages. They don't realize that checkout pages have HUGE POTENTIAL. Some think it can't be improved. Most don't even have detailed events to track drop offs. Every part of the checkout process can be improved. We studied 𝟮𝟰 𝗯𝗿𝗮𝗻𝗱𝘀 𝘁𝗵𝗮𝘁 𝗺𝗮𝗸𝗲 𝗼𝘃𝗲𝗿 $𝟭,𝟬𝟬𝟬,𝟬𝟬𝟬,𝟬𝟬𝟬+, Here are 𝟭𝟰 𝘀𝗲𝗰𝗿𝗲𝘁 𝗴𝗲𝗻𝗶𝘂𝘀 𝘁𝗮𝗰𝘁𝗶𝗰𝘀 they use to reduce checkout abandonment. 𝗜𝗳 𝘆𝗼𝘂 𝘄𝗮𝗻𝘁 𝗶𝘁: 1. Like this post 2. Comment “Sharing is caring” or "Checkout" (must be connected) And I'll send them to you ✨ P.S. Repost for priority access (the comments ALWAYS get crazy!)

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Tony E. Kula on how to become a business angel, very simple, actionable and direct advice! It also tackles the point on only investing money that you can afford to loose. But how do you assess what you can afford to loose? I have my very personal Version of this... I have friends who built themselves a house for more than 1 Mio Euros or buy themselves a new car every 3 years but never had the feeling that they can afford to invest into a startup that has the courage to tackle a problem close to their heart. The 2 things I am very careful of not losing is life (at least in the short term) and livelihood of my family. And of course also I do have a certain living standard. But investing my time and money into founders and startups that could potentially make the world a better place is something I can also not afford to loose. And I welcome everyone to make that leap of faith and get started with #1. I have more than 100 to offer... Kudos go to NIU NIU | Clean Ocean Coatings | PaketConcierge (rip or let's resurrect!) | Flashquad | Silatha | Innotime | Startup Tribe | Farmalert | FixFirst - The OS for Circular Services & Products for what they are building and many more!

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Founders should be able to sell secondary whenever they’d like to do so. If you make something - and that thing is valuable - you should be able to sell it. Actually selling that secondary can be tricky. Let's go through the actual steps (or read the whole essay https://lnkd.in/eajr238N): 1. Get the term sheet. 2. Negotiate “normal” major terms: dollars in, price, board, etc. 3. Don’t forget about re-vesting. Founders often do. 4. Sign the term sheet. Go out and start figuring out allocations for the remaining dollars. 5. If you’re lucky enough to have more demand than you do space, you have the opportunity to sell some secondary. Figure out how much excess demand you have. 6. Talk to your lawyer and your accountant about what you want to do. Ask them to explain the pros and cons of selling secondary as common shares vs. preferred shares (which is a bit out of scope for this essay). 7. Decide how much secondary you want - ideally this is “reasonable,” which is a moving target. One good way to frame “reasonable” is to give a clear reason as to why you want to sell. This is particularly important in early rounds. Good reasons include: “Need to pay off student debt” and “Just had our first kid after years at below market salary.” Less good reasons include “Need a new Porsche” and “LinkedIn ghostwriter prices went up.” 8. Go to your new lead investor and say “Hey! Great news! We have 2x demand for available shares. It would mean quite a lot to me and my cofounder if we could take (insert reasonable amount here) off the table because (insert reasonable reason) here. Obviously as our lead, you get first access. Sound good?” 9. Work with the buyer to figure out if you are selling common shares or preferred shares. (a) If you are selling common shares, and the buyer is willing to buy these at the same price as preferred, great! Just make sure that you aren’t creating any challenges around voting by giving those shares to an outside party. Also, talk to your lawyer and accountant. (b) If you are selling preferred shares, go back to your lawyer and accountant to make sure you’re not creating any issues for yourself. You’ll also need to confirm with your existing investors that they are ok with you doing this because it will change the preference stack - which impacts them. 10. Triple check your numbers. 11. Complete your transaction and close the round.

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As I was browsing Amazon's Black Friday page, I noticed something interesting: Even Amazon struggles with maintaining a consistent tone. Some banners are formal and professional, while others are casual —often on the same page. Having a consistent brand voice is critical for clarity and connection, especially in a market like Germany. ☝🏻 For brands, this is a reminder: whether you aim for a formal or informal tone, stick to it across all touchpoints. ⩶ Consistency builds trust, which is essential for success in any market—but even more so in Germany, where precision and attention to detail are highly valued. ⩶ The German market often expects a precise, tailored tone. A mismatch can lead to confusion or even mistrust. Have you noticed how tone impacts your trust in a brand? #amazonfba #branding #brandvoice

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Trying to get from $0 to $1M ARR? Find your PMF. Obsess over identifying a problem that a big enough market urgently needs solving. Talk to your customers about their most painful problems and validate your assumptions. Not all feedback will be valuable. Focus on insights from your early adopters—they become your ICP and shape your product. Stay true to your core customer profile. Chasing revenue or artificially widening the PMF dilutes your product's effectiveness. Your product can only meet so many needs. Tailor every feature to your ICP. Your first version is your Minimum Sellable Product (MSP). Make the MSP easy to use and beneficial. With customers using your product, continually collect feedback to improve: 1 - Offering 2 - Marketing messages 3 - Sales calls 4 - Pricing structure 5 - Demo flow If you reach $1M ARR, congratulations! Your product has real demand. Next, it’s time to think about scaling to $10M ARR. More on that soon.

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These topics came up on coaching calls with founders in the last few weeks: I've never prospected before, don't know how to do outreach. Not sure how to position - feel like UI and ease of use are not great differentiators. But not sure how to get more specific. Taking too long explaining the problems we solve. I don't have a good story. My demo takes 27 minutes then I leave the call not knowing where to go next. I have to follow-up and chase. I don't feel comfortable with discovery yet. I'm not working enough deals to practice discovery questions. I'm running out of time on my intro call. Prospects expect a demo, but I can't do discovery and a demo in 30 minutes. Not sure how many prospects I should reach out to every day. These are all common problems, thoughts, and topics that founders have when they're building their first sales process. It's hard. Even seasoned sales professionals have these thoughts. And often, founders are doing this alone. Either as a solo founder, or as the only co-founder focused on sales. It can be lonely. When times are rough, you can often get down. But know that sales is a skill that can be learned. And a basic sales process will help you. This is why I started SalesMVP Lab - to help early-stage founders learn founder-led sales. I've put blueprints together for: Minimum viable discovery framework Minimum viable positioning Minimum viable sales story Minimum viable demo Minimum viable call/meeting structure Minimum viable sales process. I created a course, community, and coaching membership to help guide you through your sales process. We're seeing great results with founders from Savio Technology Inc, Sitebulb, Revve, Currents, Revise, SweptAI, and many more. Free 7-day trial for the course + community (includes office hours and webinars, with tons of resources and feedback channels). With options to upgrade to group coaching, 1:1 founder-led coaching, and scale coaching as your MRR grows. Reach out for help. P.S. If you're a program manager at a VC/angel fund/seed fund/accelerator, reach out for special pricing for your founders. I've done special pricing for TinySeed and YC.

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🚀 Is Your Product Set Up for Success? Great products can still fail, and sometimes the difference between failure and success is something small, but controllable. 💡 I’ve seen so many talented founders pour their heart and soul into their startups, only to fall short due to factors like lack of strategy or missed timelines. But it doesn’t have to be this way. 💪 Deepak Deolalikar shares a brilliant 7-step process that helps you steer clear of these common pitfalls. 👇 If you want to get your product launch right, check out his advice below!

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Unless you are the founder of GitLab or another publicly listed SaaS, please don't do this! 🙅 While the traditional seat-based SaaS model was relatively straightforward to measure and analyze, usage-based pricing models have introduced new complexity in metrics reporting. But this complexity isn't an invitation to engineer your metrics! I now see an increasing number of founders presenting "fake" numbers that paint an overly optimistic picture. They created their own definition of “customer” and the way they calculate certain KPIs. These conversations go something like this: Founder: "Our Net Dollar Retention is 120%" Me: "Would be cool if you could send me some raw data" *Me running the numbers* Me: "I arrived at 85%" Founder: "Oh, sorry! Should have told you that we only count customers who.. • ..stay more than 6 months" • ..have an ACV of more than $5k" • ..signed up for a multi-seat account" This isn't limited to NDR. I'm seeing it across other metrics too (Growth, Churn, CAC, ..). Look, segment your data internally all you want – it can be super valuable for decision-making. But when communicating with investors, be transparent about your overall business metrics. Remember: Investors will always value your entire business, not just your best-performing segment. Maybe we need different/modified SaaS KPIs to measure performance of primarily usage-based and hybrid models, but that's another topic. _____ Credit for the research on customer and NDR definitions of top tech companies: CJ Gustafson (Mostly Metrics)

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🚀 𝗪𝗮𝗻𝘁 𝘁𝗼 𝗽𝗿𝗼𝘃𝗲 𝘆𝗼𝘂'𝗿𝗲 𝗻𝗼𝘁 "𝗧𝗼𝗼 𝗘𝗮𝗿𝗹𝘆?" 𝗦𝗺𝗮𝘀𝗵 𝗣𝗠𝗙 𝘂𝘀𝗶𝗻𝗴 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝗺𝗲𝘁𝗿𝗶𝗰𝘀 Finding your product-market fit is more than just traction—it's about the depth of value you're providing to customers. Tracking your Net Retention Rate (NRR) can be a reliable signal of PMF, particularly in SaaS: 💡 𝗡𝗥𝗥 𝗯𝘆 𝗔𝗥𝗥 𝗦𝘁𝗮𝗴𝗲𝘀   - Companies with ARR between $𝟭-𝟯𝗠 typically see ~94% retention.   - ARR between $𝟯-𝟭𝟱𝗠? The best aim for 𝟵𝟵% 𝗡𝗥𝗥.   - In the $𝟭𝟱-𝟯𝟬𝗠 ARR range, leaders achieve 𝟭𝟬𝟱%+.  📈 𝗚𝗿𝗼𝘄𝘁𝗵 𝗜𝗺𝗽𝗮𝗰𝘁 𝗼𝗳 𝗦𝘁𝗿𝗼𝗻𝗴 𝗥𝗲𝘁𝗲𝗻𝘁𝗶𝗼𝗻 𝗥𝗮𝘁𝗲𝘀   Companies with 𝟴𝟱%+ 𝗴𝗿𝗼𝘀𝘀 𝗿𝗲𝘁𝗲𝗻𝘁𝗶𝗼𝗻 are growing 𝟭.𝟱-𝟮.𝟱𝘅 𝗳𝗮𝘀𝘁𝗲𝗿. And when net retention exceeds 100%, annual growth jumps to an impressive 𝟰𝟯.𝟲%—versus a much lower 𝟭𝟯.𝟭% 𝗴𝗿𝗼𝘄𝘁𝗵 for those under 60% NRR. 🆚 𝗕𝟮𝗕 𝘃𝘀. 𝗕𝟮𝗖 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲   For B2B SaaS, particularly with Average Revenue per Account (ARPA) above $𝟱𝟬𝟬/𝗺𝗼𝗻𝘁𝗵, 𝟰𝟭.𝟭% of businesses are hitting 100%+ NRR. This often highlights a better grasp of customer needs, but 32% of startups still struggle to uncover true pain points, and 25% lack data for informed decisions (AC Ventures). 📉 𝗖𝗔𝗖 𝘁𝗼 𝗟𝗧𝗩 𝗥𝗮𝘁𝗶𝗼   PMF requires that your Customer Acquisition Cost (CAC) aligns with your Lifetime Value (LTV). A healthy ratio is 𝟯:𝟭, meaning your customers' LTV should be at least 𝘁𝗵𝗿𝗲𝗲 𝘁𝗶𝗺𝗲𝘀 their CAC. 🎯 𝗣𝗠𝗙 𝗘𝘅𝗮𝗺𝗽𝗹𝗲: 𝗦𝘂𝗽𝗲𝗿𝗵𝘂𝗺𝗮𝗻   Superhuman nailed PMF through targeted product iterations. Initially, only 22% of users said they'd be "very disappointed" if the product vanished. Through feedback-led changes, they raised this to 𝟱𝟴%, above the 𝟰𝟬% 𝘁𝗵𝗿𝗲𝘀𝗵𝗼𝗹𝗱 (Sean Ellis Test) for PMF. The journey to PMF isn’t just about finding the market—it’s about 𝘀𝘁𝗮𝘆𝗶𝗻𝗴 𝗰𝗹𝗼𝘀𝗲 𝘁𝗼 𝘆𝗼𝘂𝗿 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿, 𝗶𝘁𝗲𝗿𝗮𝘁𝗶𝗻𝗴 𝗰𝗼𝗻𝘀𝘁𝗮𝗻𝘁𝗹𝘆, 𝗮𝗻𝗱 𝘁𝗿𝗮𝗰𝗸𝗶𝗻𝗴 𝗡𝗥𝗥 𝗯𝗲𝗻𝗰𝗵𝗺𝗮𝗿𝗸𝘀. Stay competitive, keep refining, and let your metrics guide you. 🌟 #ProductMarketFit #SaaS #NetRetention ------------------- I'm 𝗗𝗮𝘃𝗶𝗱 😀 and I spend my days raising investment for startups all over the world from investors all over the world. Want to learn to 🤑𝗥𝗮𝗶𝘀𝗲 𝗹𝗶𝗸𝗲 𝗮 𝗣𝗿𝗼💰? Check out learn.glenluna.com

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The past 3.5 years have been a rollercoaster, but they’ve taught me an invaluable lesson: The last years have been intense • Covid Pandemic • Becoming a father • AUTO1 going public • Used car prices soaring, then falling • Inflation and volatile consumer climate • Achieving profitable growth with AUTO1 In this period, one thing became clearer to me than ever before: ⤷ 𝐅𝐨𝐜𝐮𝐬 𝐚𝐥𝐥 𝐞𝐧𝐞𝐫𝐠𝐲 𝐨𝐧 𝐰𝐡𝐚𝐭 𝐲𝐨𝐮 𝐜𝐚𝐧 𝐜𝐨𝐧𝐭𝐫𝐨𝐥 We can’t control viruses, chip shortages or consumer climate. We must accept environmental factors. But as entrepreneurs and leaders there are always things that we can control. We can: • Evolve our products with market shifts • Improve our solutions to grow market share • Identify new customer segments and growth opportunities 𝐓𝐡𝐞 𝐤𝐞𝐲 𝐢𝐬 𝐭𝐨 𝐟𝐨𝐜𝐮𝐬 𝐨𝐧 𝐰𝐡𝐚𝐭 𝐰𝐞 𝐜𝐚𝐧 𝐭𝐚𝐤𝐞 𝐭𝐚𝐧𝐠𝐢𝐛𝐥𝐞 𝐚𝐜𝐭𝐢𝐨𝐧 𝐨𝐧 𝐭𝐨 𝐢𝐦𝐩𝐫𝐨𝐯𝐞.  ⤷ What can you do now to create the most impact? ⤷ Address challenges with a focus on solutions ⤷ Channel all energy towards actions you can control The last 3.5 years have shown me the importance of this approach. And looking back on the success of the last 2 quarters, it’s amazing to see what we have achieved with our incredible team. P.S.: What’s the most valuable lesson that you have learned in the last 3.5 years? Feel free to share your story in the comments! 👇

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💰 The ultimate guide to pricing operations, part 5: The importance of deal desk and how to avoid leaving money on the table 👇 In most B2B SaaS, discounting is a fact of life. You need to enable Sales to sell better and negotiate, but without any control, it’s possible for over-discounting to become the path of least resistance. Example ➡️ There’s a deal you could close for $100k tomorrow or for $120k nearer the end of the quarter, with some additional work and time investment involved. There’s a strong chance that sellers will opt for the former, but most companies would prefer the latter – especially if that deal grows proportionally over time. Discounting can be the path of least resistance for sellers – so how do you change that game to support Sales in closing deals without leaving money on the table? 💡 Strong pricing governance, with Sales, Deal Desk, Legal, and Pricing all working in sync. In early stage companies, companies often lack proof of their pricing power and knowledge about willingness to pay across a range of use cases. It can easily be eroded by any fear, uncertainty, doubt and jeopardy (real or perceived) in the deal. This makes it hard to say something like “We’re going to limit everyone to a 10% discount, no exceptions” That doesn’t make sense. ❌ But you need to set up the deal flow and approvals so that: ✅ The default mode is pricing confidence ✅ Discounts must be explained, and over-discounting isn’t the path of least resistance ✅ You can get the right eyes and sales enablement on deals that need custom pricing Deal Desk does a lot of the same thing when it comes to finance and selling rules. So making a close partnership between Pricing and Deal Desk can have great results. But your process also needs to move with the pace of an early-stage business, and avoid bureaucracy limiting sales at crunch time (e.g. end of quarter). Example from my own career ➡️ At Segment, I would sit in a war room with Chantel Pozon and our Sales leadership for the last 1-2 days of a quarter, and tell salespeople to come to us if they had a deal they needed approved ASAP. We’d work together on it, decide in real time on exceptions, and help sellers negotiate approvals, contract management pricing, required order form customisations, etc. Result: Defaulting to helping Sales follow a good process helped us achieve strong results when it came to average contract values, and avoid issues with contracts and pricing. This is part 5 in my series on running SaaS pricing operations. Let me know how your company manages discounting and the partnership between Pricing and Deal Desk ⬇️ #dealdesk #pricing #saas #pricingoperations

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I’ve worked with 400+ B2B SaaS CEOs in the last 7 years. (One question keeps coming up) "How to get ahead of the competition in a crowded market?" I explored this in my interview with an idealist punk who turned lawyer, then SaaS founder: Niklas Hanitsch, founder and CEO of SECJUR.   Here are my 7 highlights: 1 - Bootstrapping initially to focus on the business and what provides real customer value, instead of fundraising distractions. 2 - Not trying to build everything from scratch but using existing technologies where it makes sense. 3 - Maintaining a healthy company culture: Making values fit a disqualifier in hiring, regardless of a candidate's talent or experience. 4 - Using a risk matrix framework to improve team transparency, prioritization of decisions and alignment. 5 - Staying resourceful - enabling expansion to become a holistic compliance platform covering other frameworks as the GDPR market got crowded. 6 - Shifting away from growth at all costs to focus on balancing growth and profitability early on - especially in uncertain times. 7 - Doubling down on what works with a couple of small side bets and not getting carried away experimenting. Now, if you nodded at any of the 7 highlights, you’re on track. But if you didn’t. And you want to understand how well you’re positioned to stay ahead of the competition. DM me "AHEAD," and I'll send you the next step. Be Remarkable. P.S. The link to the interview is in the 1st comment below.

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