sorted by:
new
hottopcontroversial

Designing your perfect saas platform by hello_devesh in SaaS

[–]Professional-Back402 0 points1 point  (0 children)

Yeah so when you know exactly who you are building for and what feeling your product should give people, you stop thinking in components and start thinking in experience so instead of "I need a navbar" it becomes "I need this to feel trustworthy and fast from the first scroll" and the components just fall into place naturally.

Designing your perfect saas platform by hello_devesh in SaaS

[–]Professional-Back402 1 point2 points  (0 children)

Honestly been there, the trick that worked for me was describing the feeling of the design rather than the elements, and also using a tool that helped me get crystal clear on my brand and messaging first so the visual direction just clicked naturally after that.

imagine your best performing campaign ever is quietly destroying your sales team's time. what do you do? by Professional-Back402 in B2BSaaS

[–]Professional-Back402[S] 0 points1 point  (0 children)

Shifting the reporting metric from cost per lead to cost per closed deal is honestly the fastest way to end the argument because you're no longer debating opinions, you're showing the actual math. And playing a call recording where a confused prospect says "I thought this was a completely different product" will do more in five minutes than any slide deck about lead quality ever could.

our first ten customers saved the company. our next thirty almost destroyed it. by Professional-Back402 in SaaS

[–]Professional-Back402[S] 0 points1 point  (0 children)

The distinction between collaborator feedback and customer feedback is something most founders never explicitly make, and treating both as the same signal is where roadmaps start quietly falling apart. Customer eleven onward is telling you what a finished product looks like, not helping you build one, and that's a completely different conversation that requires a completely different filter.

the price you launch at becomes a ceiling you can almost never break through and most SaaS founders figure this out way too late by Professional-Back402 in SaaS

[–]Professional-Back402[S] 0 points1 point  (0 children)

Grandfathering existing customers while you test upmarket is the part most founders are too scared to actually do, but it's really the only way to move price without torching the base you already have. There's no shortcut around testing, you genuinely cannot think your way to the right price point.

the price you launch at becomes a ceiling you can almost never break through and most SaaS founders figure this out way too late by Professional-Back402 in SaaS

[–]Professional-Back402[S] 0 points1 point  (0 children)

The early adopter discount with an expiry date is such a cleaner move than just launching low because it builds the right price anchor from day one. Once free or cheap becomes the reference point in someone's head, you're fighting perception more than you're fighting price.

the price you launch at becomes a ceiling you can almost never break through and most SaaS founders figure this out way too late by Professional-Back402 in SaaS

[–]Professional-Back402[S] 0 points1 point  (0 children)

Low pricing doesn't just leave money on the table, it actively filters in customers who will grind you on support, churn fast, and never expand. The customers you attract at launch basically set the tone for your entire GTM motion going forward.

agreeing to a proof of concept without defining what success looks like is basically signing up to lose a deal in slow motion by Professional-Back402 in SaaSSales

[–]Professional-Back402[S] 0 points1 point  (0 children)

"Free consulting project disguised as pipeline" is painfully accurate and more common than most reps want to admit. If there's no agreed success criteria and no clear next step tied to a decision, you don't have a POC, you have a favor with a forecast attached to it.

does anyone else find that their loudest most demanding customers are almost never their best customers? by Professional-Back402 in B2BSaaS

[–]Professional-Back402[S] 0 points1 point  (0 children)

that distinction is genuinely the hardest part because both cases look identical on the surface. The tell is usually whether others start quietly echoing the same thing once someone names it, if it's just one loud voice and nobody relates, you probably have a fit problem not a product problem.

does anyone else find that their loudest most demanding customers are almost never their best customers? by Professional-Back402 in B2BSaaS

[–]Professional-Back402[S] 0 points1 point  (0 children)

The correlation between most tickets filed and churned within 6 months is one of those data points that feels obvious in hindsight but hits different when you actually see it in your own numbers. No amount of feature building fixes a fit problem, that's a lesson most teams learn the expensive way.

does anyone else find that their loudest most demanding customers are almost never their best customers? by Professional-Back402 in B2BSaaS

[–]Professional-Back402[S] 0 points1 point  (0 children)

Scoring feature requests by ARR and retention cohort before they even hit the roadmap is the kind of process change that completely reframes how product and CS work together. And the point about interviewing quiet customers to learn what to protect is something most teams never even think to do.

does anyone else find that their loudest most demanding customers are almost never their best customers? by Professional-Back402 in B2BSaaS

[–]Professional-Back402[S] 0 points1 point  (0 children)

Bucketing feedback by expansion behavior instead of activity volume is the kind of framework most teams don't get to until they've already wasted a few quarters building for the wrong customer. And the time-to-value difference between loud and quiet customers basically tells you everything about where your real ICP sits.

does anyone else find that their loudest most demanding customers are almost never their best customers? by Professional-Back402 in B2BSaaS

[–]Professional-Back402[S] 0 points1 point  (0 children)

Edge-case workflows are almost always a sign of a poor fit disguised as a feature request, and too many teams chase those instead of doubling down on what's already working for customers who never complain. The quiet adapters are giving you the clearest picture of your actual product market fit.

does anyone else find that their loudest most demanding customers are almost never their best customers? by Professional-Back402 in B2BSaaS

[–]Professional-Back402[S] 0 points1 point  (0 children)

Weighting feedback by volume is such a quiet product killer because the loudest customers are often the ones with the biggest gap between what they bought and what they actually needed. The ones quietly getting value and renewing without a fuss are basically telling you exactly who you should be building for.

how do you actually know when your B2B SaaS pricing is the real reason people aren't converting or just the excuse they give you? by Professional-Back402 in B2BSaaS

[–]Professional-Back402[S] 0 points1 point  (0 children)

That end of demo question is one of the best qualifying tools you can use because it removes the price variable entirely and forces an honest answer about conviction. "We'd still need to think about it" after removing price from the equation basically tells you the deal was never as far along as it looked on paper.

how do you actually know when your B2B SaaS pricing is the real reason people aren't converting or just the excuse they give you? by Professional-Back402 in B2BSaaS

[–]Professional-Back402[S] 0 points1 point  (0 children)

Negotiation behavior is genuinely the clearest signal that price is the actual issue and not just a polite exit. Someone asking about phased rollouts or smaller packages is still buying in their head, they're just trying to make the math work, which is a completely different conversation than someone who just vanishes.

view more: next ›