Post by I found that successful startu on Feb 24, 2024 5:58:09 GMT -5
I communicate with many SaaS entrepreneurs every year. Sometimes the situation I heard makes me feel sorry: In the future, the picture is open, and the product can not get out of the first step of the product is valuable, but the logical organization ability that does not understand the large -scale copying of large -scale copy cannot match Basic financial concepts, indifferent cost management ... Even if you cross thousands of mountains and rivers, there will be a huge five -finger mountain standing in front of it: the product is very sharp and the revenue growth is very fast, but there is no way to build a moat. companies are similar, while mediocre companies have their own problems.
In today's environment, does the former really exist? What kind of product manager does B side need? B -end product managers are based on the efficiency of improvement of the supply side, so the demand of B -end is mainly guided by business problems. This is a more important point for B -end products. B -side products are the main body ... View details> Maybe it is a survivor deviation, but I can really see a lot of such companies around me -some bases are not small. The half -year contract volume can increase by%. Some revenue can achieve a growth of 20%and 30%in the country. What are the characteristics of these companies? ——The common feature is that they thought about their strategy in the year, year, or even years ago;
and then insisted on this strategy, a shovel and shovel dug out the moat. This strategy may be the "base product", maybe it is a firm industrialization, maybe SaaSCB, maybe the value chain of the industry's continuous growth, and even the innovative way of thinking in the digital era ... (For details SaaS's core competitiveness). Third, the two paths that form the moat ~ During the year, most SaaS companies will achieve positive cash flow, and the pressure that cannot be achieved will be very high. Even through mergers, the secondary market will still require PE (P / E ratio) as the main valuation in recent years. After long -term losses, the pressure is still huge. But "not the table" is just the first step. From a longer -term perspective, it is more important to build a moat。
In today's environment, does the former really exist? What kind of product manager does B side need? B -end product managers are based on the efficiency of improvement of the supply side, so the demand of B -end is mainly guided by business problems. This is a more important point for B -end products. B -side products are the main body ... View details> Maybe it is a survivor deviation, but I can really see a lot of such companies around me -some bases are not small. The half -year contract volume can increase by%. Some revenue can achieve a growth of 20%and 30%in the country. What are the characteristics of these companies? ——The common feature is that they thought about their strategy in the year, year, or even years ago;
and then insisted on this strategy, a shovel and shovel dug out the moat. This strategy may be the "base product", maybe it is a firm industrialization, maybe SaaSCB, maybe the value chain of the industry's continuous growth, and even the innovative way of thinking in the digital era ... (For details SaaS's core competitiveness). Third, the two paths that form the moat ~ During the year, most SaaS companies will achieve positive cash flow, and the pressure that cannot be achieved will be very high. Even through mergers, the secondary market will still require PE (P / E ratio) as the main valuation in recent years. After long -term losses, the pressure is still huge. But "not the table" is just the first step. From a longer -term perspective, it is more important to build a moat。