| | | | | | | | | | | | | |
1 | Fundraising | Seed | Angel | A | B | C | D | E | F | | | | |
2 | Validating | Validate
idea | Validate
product | Validate
market | Validate
city | Validate cities | Validate
nationwide | Validate countries | Validate
globally | | | | |
24 | Explanations | SaaS
is the acronym of Software As A Service. | It
is a software licensing and delivery model. | It
is licensed on a subscription basis and is centrally hosted. | It
is sometimes referred to as "on-demand software". | It
is typically accessed by users using a thin client, e.g. web browser. | It
was formerly called Application Service Provider. | It
is considered to be part of the nomenclature of cloud computing. | Global
sales of SaaS was expected to be $80B in 2018. | | | | |
25 | Classification | General(functional
management tool) | Vertical(store
tool) | Platform(transactional
portal of supply chain) | | | | |
26 | Comparisons
Between Traditional Software & SaaS | Company
value: Recursive revenue of SaaS can result in exponential growth. | Functions
& features: SaaS product
can be upgraded timely with central deployment. | Service
model: SaaS can improve
service level for expectation of renewal. | Sales
mode: New customer cost of SaaS is relatively higher, but renewal has more profit. | Price
model: Traditional is
one-off fee plus 20% annually. SaaS by month or year. | Customer
requirement: SaaS can
release a major version monthly or quarterly on demand. | Storage:
SaaS on cloud, and traditional on local. | Flexibility:
SaaS has personalization
built-in to be general. | | | | |
27 | Comparisons
Between 2B & 2C Business | 2B customers are rational , yet 2C customers are perceptual. | 2B customers are value sensitive,
yet 2C customers are
experience sensitive. | 2B customers have high service
requirement and non-standard need. | 2B customers have long decision
chain and multiple stakeholders. | 2B focuses on short board, 2C focuses on long board. | 2B has a very long lead-to-cash
cycle, yet that of 2C
is very short. | 2B only focuses on pain points,
yet 2C can focus on
both pain & cool points. | 2B needs vary according to
location, scale & boss quality. | | | | |
28 | Comparisons
Between Payware & Freeware | Free customers are easy to quit
because they have no investment. | Free customers are more impulsive
to make fake deals which vendor will lose later. | Vendor
can't collect deep requirement from free customers. | Free is quick to acquire
customers, but pay
has more active users. | Free customers have to pay time
cost of analysis, decision & training. | Sales
reps can easily cheat with free for incentives from vendor. | Free trial can't involve customers
deeply for not taken seriously. | Free is not a good choice for 2B
SaaS vendor. | | | | |
29 | Metaphor
Of Soccer | Coach
- CEO | Team
doctor - Administration | Goalkeeper
- Customer Support | Defender
- Product | Defensive
midfielder - Customer Success Management | Central
midfielder - Marketing | Attacking
midfielder - Marketing operations | Forward
- Sales | | | | |
30 | Competitive
Edges Of SaaS Vendor | Deep
insight of customer pain points. | First-mover
advantage after validating critical hypotheses. | Customer
relationship that forms loyalty. | Fast
penetration of market that forms trend. | Brand
awareness that has occupied customer mind. | High
switch cost that prevents customers from migrating. | Reach
15% of market share which is explosion point. | Form
ecosystem which is hard to copy. | | | | |
31 | Tips
Of Penetrating Industrial Customers | Industrial
penetration decreases CAC and increases competitor entry barrier. | Investigate
market and estimate TAM. | Validate
generality and intensity of pain points of industry. | Know
the IT environment and cost of market education. | Do
the competitor analysis. | Distill
industrial commonness and usage trend from SaaS backend. | Add
personalization function in accordance with industrial features. | Involve
sales through guidance, not imperative order. | | | | |
32 | Value
Escalation | Product
nurturing. | Increase
new customer. | Increase
conversion rate. | Add
paid seats of existing customer. | Add
paid functions or modules. | Increase
unit price through A/B test. | Promote
relevant 3rd party cross-sell. | Reduce
churn. | | | | |
33 | Mistakes | Enter
a market by imitation without innovation. | Enter
a hot market segment backed by hot money. | Irrationality
out of ignorance & heat of entrepreneurship. | Revenue
oriented, not profit oriented. | Free
or low price expansion destroys the whole industry. | Homogenization
of products leads to inevitable price war. | Use
BD to acquire batch customers at startup phase. | Distracted
by too many choices. | | | | |
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