There’s a pattern I sometimes see at software companies, particularly those targeting enterprises or on the long march moving their installed base from on-premise to SaaS. The go-to-market materials present a glowing picture of well-planned products, but underneath there’s a jumble of mismatched pieces and arcane product history| Rich Mironov's Product Bytes
Post #1 noted that your development team will never, ever, ever be big enough to catch up with your dreams. – which led to The Law of Ruthless Prioritization. Here’s a second fundamental reality of software economics: All of the profits are in the nth copy or nth user. Building| Rich Mironov's Product Bytes
Newton taught us that gravity’s not just a good idea, it’s the law. I’ve spent a lot of the last decade with one foot in the engineering organization and the other with marketing/sales. While the two sides of the business communicate poorly, I think there’s| Rich Mironov's Product Bytes
Almost every week, I have a conversation with executives at B2B software companies who don’t see a bright-line distinction between software license revenue and customization/implementation revenue. Or why this distinction is essential to their investors. But when I do product due diligence for SaaS-focused PE/VC firms, it's| Rich Mironov's Product Bytes
In my experience, there’s usually a fundamental misalignment between two broad groups at software companies – especially B2B/enterprise companies — that I’ve been thinking/writing for a while. One group (sales, implementation/customer success, professional services, account-based marketing) is trained and paid and rewarded to focus on one customer| Rich Mironov's Product Bytes