In my work as a GTM advisor for SaaS companies, I am frequently asked how to position a company that has multiple products. Here is my advice: First off, as you scale, there are not only multiple products, there are multiple markets, multiple GTM motions, multiple personas, multiple audiences - be careful that you don't oversimplify the underlying complexity. Next ask and answer these 5 questions: 1. For your ICP, what is the big insight that drives urgency? 💡 2. What new category do you want to create and dominate? and why do customers care about this? ⛳ 3. Where do you want to play vs not play? ▶️ 4. How do you want to win? 🏆 5. What are the current growth levers that can scale? ⛰️ It's never as simple as addressing those five questions but it can be the start of figuring out the messaging that creates cohesion in the market. 📈 If you have any thoughts or comments, please share!
Could not agree more with you on this question in particular - "Where do you want to play vs not play?". Have seen many instances where leaders are reluctant to spell out "where not to play".
This is so true! Especially when you mention that there are different markets, personas, audiences - it's so important to think about what your products solve for each audience and hone into that narrative of being the solution for each specific audience, not one solution for a multitude of audiences. Being customer-centric and a partner first is important! ✨
Love this! Not just what is the pain you solve, but what is the insight that drives urgency.
current growth levers that can scale should be the primary question
Great points. And thank you for the talk you gave at SaaStr yesterday. That was very insightful too!
I help CEOs & their teams overcome chronic fatigue to connect to peak energy, happiness & drive. My approach ends leadership over-involvement & fosters a highly autonomous organization. Connect/follow for the strategy.
11moShift narrative to me is the most effective way to position multiple products for SaaS. Ie, name the undeniable industry shift that makes your saas tech life or death important to your potential customers. They have to shift, There is no inbetween. You either shift and win or don't shift and lose. And emphathise why they really can't shift without your product. At Kounta (hospitality POS), that shift was cost of goods were constantly rising year after year, but at the same time, consumers were incredibly resistant to bearing the cost, which destroyed margins if operators weren't careful, but operators barely had time to keep up with managing a crazy cafe operation, let alone manage their margins properly. This is where every product, we positioned against this shift, not just our POS. We had a Kounta Purchase tied to the POS that automatically costed your ingredients as you sent purchase orders which you then could watch your margins through our analytics product. Kounta Produce, allowed you to make sure your team was proportioning out the right amounts for meals, not only for consistency, but because of margins, margins margins. Everything comes back to the shift that will ruin your customers if they don't have you.