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Identify Profitable Subscribers To Maximize Revenue

The first step to identifying profitable customers is segmenting who your best customers are. It’s common to run a cohort analysis by onboarding year to see how the net dollar retention has grown over time. Then you can double-click into specific cohorts or segments to look at the channel data.

When looking at the channel data, the goal is to identify the most profitable campaigns and channels that have shorter payback periods. Specifically, you want to evaluate which channel a customer came from, which campaign led them to convert, and how many of your best customers were acquired by them. Then compare the CAC and Lifetime Value (LTV) for each customer segment to view their profitability.

Recurly customers

The Complete Guide To Customer Micro-Segmentation

Customer micro-segmentation can help companies accelerate their pipeline and increase retention. By segmenting customers into smaller groups, you can increase conversion rates through personalized and targeted marketing campaigns that speak directly to an audience’s needs. These campaigns can help convert new inbound users and expand the wallet share of existing customers.

There are a number of different ways to segment customers, but the common characteristics are 1) behavioral data, 2) demographic data, and 3) psychographic data. The first step is to gather data through surveys, service records, or transactions to define each segment. Once defined, you can build personas to inform how to best personalize the marketing campaigns.

Stephanie Trovato @ HubSpot marketing

Inside Hotjar’s Bootstrapped PLG Strategy

The first customer channel in a Product-led strategy must have little to no cost to ramp up future revenue. For Hotjar, that meant focusing on organic reach through word-of-mouth referrals and high-ranking SEO pages. Acquiring customers at no cost allowed the company to invest in more expensive channels to accelerate growth.

One of those channels was sales-driven. Hotjar paired their sales team with their self-service motion to expand their ACV. For this strategy to work, the company had half of the sales team focused on converting inbound customers (brought in by their primary channel) and the other half hunting larger clients.

Kyle Poyar @ Openview Labs product

Conversation Series: Figma’s Early Team - How Patience & Discipline Fostered A Killer Product

Creating a culture of patience is essential to building a great product and a successful PLG strategy. For Figma, that meant spending a vast amount of time just understanding the problem. Not only from the customer’s perspective but also from a technical requirement view.

In addition, the company’s culture of patience was woven into the monetization strategy. Figma would wait several years before generating any revenue. The company leveraged a freemium model to drive brand awareness and used discounts on its premium products as an incentive to get user feedback. This was critical in building a highly engaged audience base and a feature-ready product to drive conversions.

Sean Whitney @ Craft Ventures founders

How To Get Buy-In From Some Of The Top Marketing Leaders: 3 Execs Discuss What KPIs Matter To Them

Selecting the right KPIs for a campaign is essential for marketing teams to receive executive buy-in. Not only do KPIs measure the success of a strategy, but they also help to identify which campaign will have the most impact on a company's overall goal.

For HubSpot, this means focusing on two KPIs, content reach and new inbound leads, which align with the company's goal of growing top-of-the-funnel awareness. However, for G2, focusing on MQLs and conversion rates helps the company measure the impact marketing teams have on pipeline quality.

Caroline Forsey @ HubSpot marketing

How Customer Success And Product Teams Can Lock Arms To Fuel Durable Growth

Customer Success teams (CSMs) play a large part in driving efficient growth for SaaS companies. Not only do they ensure customers are receiving the most value from the product, but they also bring in new revenue through contract expansions. Companies should adopt a cross-functional framework between the CS and Product teams to ensure CSMs can be efficient growth enablers.

The starting point is to install a neutral leader who advocates for both teams. The leader should prioritize a limited number of joint projects that meet the needs of all stakeholders. These projects should streamline the collaboration between the two teams and ultimately should drive additional value to customers.

Kellie Capote @ Gainsight Software product

Why You Need New Roles And Skills For Product-Led Growth

Product-led growth companies need to have a different go-to-market motion than sales-led growth companies. In sales-led, revenue is generated through a linear process where different roles navigate a customer through the buying journey. Marketing gets inbound interest, sales then closes the opportunity, and the post-sales team onboards the customer.

In product-led, it’s natural for the buying journey activities to happen in tandem. This upshift in process requires new roles and skills to be filled. Instead of focusing on filling job titles, companies should focus on finding talent that covers a diverse number of skills. Often, members in product-led growth companies play multiple roles across functions, and their roles are not strictly defined by their job.

Steven Forth @ Openview Labs product

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