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Demystifying Product-Led Growth for Enterprise SaaS
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О докладе
One of the most persistent myths about product-led growth strategies for enterprise SaaS companies is that the product should just sell itself, so you don’t need a sales team. The reality for most SaaS companies out there is that people work in concert with the product to drive growth. In this session, Gainsight's VP Product Growth Travis Kaufman will share how a product-led growth strategy can be used to compliment your current sales force.
00:04 Introduction
02:25 Conventional wisdom
04:52 Product-led growth applied
06:56 Why is PLG in enterprise SaaS different?
09:45 Does PLG work for enterprise SaaS?
10:44 Identify experiments across customer lifecycle
15:57 Experiments are not independent of the people
18:54 Inside sales team is compensated differently
19:41 Customer outcomes in North Star Metric
20:55 In summary
О спикере
Travis is the VP of Product Growth at Gainsight, leading the delivery of product-led growth strategies for Gainsight PX, the Product Experience Platform. Prior to joining Gainsight through the acquisition of Aptrinsic (now Gainsight PX), Travis held leadership roles in marketing, product, and engineering at companies including Marketo, Leadspace and E*Trade Financial. He keeps himself busy chasing his three kids and coaching youth sports.
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We are going to talk about demystifying product-led growth within the Enterprise. And so really what Imma do is share with you. What are some of the common interests that we are operating under in the group teams around how it works, what to do? What are the strategies? I'll talk about how that is different when you apply it to an Enterprise sales motion sewing Foot, Locker, Jordan station, and I'll leave you with a three things that we have done differently. A dating site that allowed us to realize value of that strategy alongside of a traditional sales at strategy, a little introduction
to myself. This is a picture of my younger self. I have been lucky enough and very fortunate to hold many different disciplines within an organization, everything from the engineering background in the product and marketing into alliances. And so, when the opportunity came up, I was looking for a role after leading product, to where I had a much stronger connection to the Performance of the business. And so, I looked out to the thought leadership, as a product Libro. That is my jam. I want to build products that are going to help customers realize the value. I want to
remove a lot of nonsense that comes from. I know the quote unquote value selling where there are potential opportunities for gaps between the customer's expectations, and they're actually uses the product. And so, what I had done was, I became a student. I studied as much as I could around product-led growth, and I one was not only executing this strategy within an organization, but I also was looking to folks in the community like Ken Rudin from Google who leads the growth efforts. There there is a wealth of information on how to XU product to grow to
be successful. One of the starting point here, this should be familiar. I think the topic of product Lindros it it's a go to market strategy. We are your product is the driver of both the acquisition of acquiring customers engaging with your customers. And a retaining expanding them right in the
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