The book brings together the feelings and experiences of 9 entrepreneurs in SaaS industry/KLOC-0. Each chapter exists independently. If we cut in from a certain point or a certain line, there are indeed some viewpoints and even methods worth quoting and thinking about. After all, their success is a method in itself, but it cannot be copied or implanted. After all, many management methods or product design concepts or R&D architecture systems are in line with Scenario A, but they are not necessarily applicable to Scenario B, nor are they comprehensive and systematic methodologies. Everything must be combined with reality, seek truth from facts, and turn effective methods into their own development paths in order to break through growth.
The sales management of this book, the successful management of customers and the differences between Chinese and American SaaS have made me gain more, which is summarized as follows:
As far as sales management is concerned, the value of SaaS itself is not determined by its technology, but by its business model and even its way of thinking. The formation of thinking mode mainly depends on systematization. It subverts the traditional concept of "big sales" in the past, revolves around business logic, speaks with data, first implements the process, then designs the play routine, empowers sales, and finally realizes a positive team culture, and forms a unified value driven by the same goal. Secondly, the efficiency of each link, each department and each post is maximized, the deep excavation of SDR and MDR, the seamless docking of AE and AM, and the quality service experience of CSM make the whole assembly line orderly. Finally, the business dashboard is established through the data filtered by the sales funnel, and the whole market is completely opened by using the data to acquire customers and sell them to customers, thus realizing overall management. Data not only reflects the problem, but also explains the problem, and the fine support given by data plays a decisive role in B2B sales management.
As far as successful customer management is concerned, SaaS enterprises should pay attention to CAC and LTV at any time, which is a necessary condition for the successful existence of customers. As far as my own understanding of customer success is concerned, in fact, customer success is still in the primary stage in domestic internet enterprises, and its own value only exists in meeting the renewal fee of customers. The so-called CAC, ARR, MRR and so on have not really been brought into the right track of data analysis. This is also mentioned in the book, not because the concept of customer success is too novel, but because of the nature of enterprises in China. Because my own company's customers have been successfully completed, it is quite obvious to see the whole chapter of customer success. Customer success is not only a software trainer, but also a disseminator of enterprise operation knowledge. It carries refined customer operations, helps customers give full play to product value, solves customers' real pain points and achieves a win-win situation.
As far as the differences of SaaS between China and the United States are concerned, although we only talk about the differences and advantages and disadvantages in general, through Cheng Yuan's introduction, I really feel that SaaS will have a period of blooming in China, and both its own product form and its own expansion speed reflect its reasonable essential significance in a certain sense.
No matter whether the capital market returns to rationality from fanaticism or has fallen into the cold winter of capital, for SaaS enterprises, refined management mode and maximizing customer value are the key factors for success. In this extraordinary period of the epidemic, to become a unicorn, the first and most important thing is to survive.
Overall, three and a half stars.