Thanks as always, Kyle. Can you expound a little bit further when you get a second on what the above represents also from a "defendable moat" perspective? I would imagine that this significantly reduces the chances of getting disrupted by another incumbent. And concurrently, what would you also say would be some of the downsides? (i.e Longer time frames to get to profitability maybe)
I'm not sure if I completely follow your question.
A company's packaging strategy will need to adapt as customer needs and the competitive landscape continues to evolve. Certain features may start out in the "Best" package, but then become commoditized and have to move into "Better" or "Good", for example.
My point is that folks need to give customers a reason to buy their packages over the competitors' packages.
Sorry, Kyle! Poor communication - If you could boil down these tenets (you clearly explain the benefits of each of the 10 tactics), how would a company that leverages all of them vs a startup that does not, sort of play out over time in the competitive landscape? I was thinking super high level: ex. Hard to disrupt a freemium product, more upsells/revenue over time of course, but curious if maybe there are some more "non-obvious" ones. ps I know you're busy so not expecting an answer/
I'd just say that it'll help a company accelerate revenue growth, both from new & existing customers, without requiring extra headcount growth. That'll help fund a more efficient GTM model, allowing the company to put more money into innovation (R&D) and even more sales & marketing to win out in their market.
Thanks as always, Kyle. Can you expound a little bit further when you get a second on what the above represents also from a "defendable moat" perspective? I would imagine that this significantly reduces the chances of getting disrupted by another incumbent. And concurrently, what would you also say would be some of the downsides? (i.e Longer time frames to get to profitability maybe)
I'm not sure if I completely follow your question.
A company's packaging strategy will need to adapt as customer needs and the competitive landscape continues to evolve. Certain features may start out in the "Best" package, but then become commoditized and have to move into "Better" or "Good", for example.
My point is that folks need to give customers a reason to buy their packages over the competitors' packages.
Sorry, Kyle! Poor communication - If you could boil down these tenets (you clearly explain the benefits of each of the 10 tactics), how would a company that leverages all of them vs a startup that does not, sort of play out over time in the competitive landscape? I was thinking super high level: ex. Hard to disrupt a freemium product, more upsells/revenue over time of course, but curious if maybe there are some more "non-obvious" ones. ps I know you're busy so not expecting an answer/
I'd just say that it'll help a company accelerate revenue growth, both from new & existing customers, without requiring extra headcount growth. That'll help fund a more efficient GTM model, allowing the company to put more money into innovation (R&D) and even more sales & marketing to win out in their market.
Fantastic thanks for the time + response 🙏🏾👊🏾