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Saas Metrics and Tips

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How To Design Lead Nurturing, Lead Scoring, and Drip Email Campaigns – Medium. The only metric that matters. I've been lucky to be part of the early growth of several really interesting and now important networks including LinkedIn, Facebook, and Twitter.

The only metric that matters

One of the things that I felt working on each of these is that we never looked at numbers or metrics in the abstract -- total page views, logged in accounts, etc, but we always talked about users. More specifically, what they were doing and why they were doing it. At LinkedIn we didn't talk about "total page views", but instead "profile views" - how many people were using LinkedIn to search for and find other people, and how many people were on LinkedIn being viewed. At Twitter while we had (and they still have) crazy page view numbers, we talked instead about how many people were looking at their timeline and reading tweets or tweeting. When I meet new companies today, I often hear things like "We have 10M uniques with 30M page views per month. " How many people are really using your product?

There’s only a few ways to scale user growth, and here’s the list. Scaling growth is hard – there’s only a few ways to do itWhen you study the most successful mobile/web products, you start to see a pattern on how they grow.

There’s only a few ways to scale user growth, and here’s the list

Turns out, there’s not too many ways to reach 100s of millions of users or revenue. Instead, products mostly have one or two major growth channels, which they optimize into perfection. These methods are commonplace and predictable. Here are the major channels that successful products use to drive traction – think of them as the moonshots. Paid acquisition. These channels work and scale, because of two reasons: They’re feedback loops.

It might seem like it’s best to crack one of these channels right away, and then ride then into glory. Understanding SaaS: Why the Pundits Have It Wrong. Tune into any cable network stock market channel and the airwaves resonate with one consistent theme: SaaS companies are simply too expensive.

Understanding SaaS: Why the Pundits Have It Wrong

In fact, we might even be in a bubble! The argument goes as follows — high revenue growth coupled with lack of profits means these businesses are fundamentally broken. Just as we saw in 1999-2000, investors’ willingness to pay for growth at any cost will end and many SaaS companies will be left behind. image: Andreessen Horowitz But that line of reasoning conflates the lessons of the 1999-2000 tech bubble. So why do the pundits have it all wrong? When it comes to SaaS, however, such simplicity can lead to bad investment decisions. 7 Tips on How to Build a Successful SaaS Business.

SaaS onboarding

(72) SaaStr on GrowthEverywhere: "On Building a $10. (43) Software-as-a-Service (SaaS): What is a good price strategy for infrequently used SaaS products. Why Lead Velocity Rate (LVR) Is The Most Important Metric in SaaS. One thing that is great in SaaS, from a 20,000 foot perspective at least, is You Can See The Future.

Why Lead Velocity Rate (LVR) Is The Most Important Metric in SaaS

It’s the benefit of a recurring revenue stream in a B2B model. If you did $100k last month, and have grown 6% a month each month for the last 12 mos, I can pretty much say you’ll be a $2m+ ARR business in the next twelve months or so. (19) Why Tilting Just a Smidge from Self-Service Can... - SaaStr - Quora. Recently I’ve been fortunate enough to meet with a number of outstanding entrepreneurs building self-service SaaS business at the bottom of the market.

(19) Why Tilting Just a Smidge from Self-Service Can... - SaaStr - Quora

A customer base made up of Very Small Businesses and individual business purchasers in slightly larger companies. By all means, if you can build a $100m self-service SaaS business without the need for a sales team, a client success team, webinars, getting on planes, and all that — go for it. One con is that these businesses often are tougher to gain a longer-term competitive advantage in unless there is a network effect (e.g., DropBox). And competition thus ends up being even fiercer. But from a business model perspective, why invest in sales, demand gen, and all that if you don’t have to? Let me just share one semi-obvious piece of math and learning.

Here’s the thing. SaaS Metrics 2.0 – A Guide to Measuring and Improving what Matters. “If you cannot measure it, you cannot improve it” – Lord Kelvin This article is a comprehensive and detailed look at the key metrics that are needed to understand and optimize a SaaS business.

SaaS Metrics 2.0 – A Guide to Measuring and Improving what Matters

It is a completely updated rewrite of an older post. For this version, I have co-opted two real experts in the field: Ron Gill, (CFO, NetSuite), and Brad Coffey (VP of Strategy, HubSpot), to add expertise, color and commentary from the viewpoint of a public and private SaaS company. SaaS Metrics 2.0 – A Guide to Measuring and Improving what Matters. The critical metrics for each stage of your SaaS business (Guest post by Lars Lofgren of KISSmetrics)

[My friend Lars is a product marketer at KISSmetrics and loves helping SaaS businesses understand how their business is growing.

The critical metrics for each stage of your SaaS business (Guest post by Lars Lofgren of KISSmetrics)

He writes regularly for the KISSmetrics blog and his personal marketing blog. He wrote the following post about SaaS products and the metrics you use to evaluate their success level. Lots of great information in there. Find A Profitable App Store Niche.

Interesting insights into hiring developers, developing product and focusing on profitability. – rafweverbergh

Bootstrapped CPC rule of thumb: MRR/25 by. In the first year of business, you have literally no data for making decisions and predictions.

Bootstrapped CPC rule of thumb: MRR/25 by

Even after the first hundred customers, half of those were serendipitous one-offs, not representative of repeatable, controllable customer acquisition, and the scale of the data isn’t statistically significant. One of the root questions you have at the start, which is supposed to be data-driven (but you don’t have data) is: What’s the maximum I should bid for CPC (cost-per-click) campaigns like Google AdWords? The answer for a funded startup is “Bid as much as possible, to get as many customers — and data! — as you can, as quickly as you can, then rapidly iterate from there in the presence of that data.” Easy for them to say, but what about a bootstrapped, profit-driven business? Here’s my way. (Tune the exact numbers below if you disagree with my assumptions, but the process should be valid for anyone interested in chasing profits with a small budget.) LTV = MRR x 20 CAC = MRR x 4.