enterprise software

“We see enterprise software as being more like a marathon than a sprint. And we're making decisions based upon where we need to be and where our customers need to be five, 10 years from now.”

“Cause at the end of the day, you know, those are the people who buy our software. They don't sign the checks, but those are the people who you know, will be demanding more licenses. And saying, you know, you absolutely must not take this thing away from us. So…”

“The companies who need single sign-on and the enterprise features really begins around 500 users.”

“What we see is we see a fragmented market. We see these SMB and micro shippers, these small guys that have plenty of point solutions. You can probably name a hundred of them. And then you have these enterprise shippers that have these multi-module, you know, v…”

“So enterprise software, I think expectation of 80, 90% retention is totally reasonable. It's long-term contracts. You're, as we said, you're making these big commitments.”

“When you're doing an enterprise software sale, trying to sell in the mid market, it's just mismatched with what the mid market buyer wants.”

“Marketing doesn't make a dent in, in enterprise software.”

“If you're selling enterprise software that is like sold to the CHRO and it's like a three-year contract, you're not going utility-based pricing anytime soon. Don't even waste time on that. That's just a total waste of time.”

“Those enterprise customers need enterprise features and it's just really difficult to build that with, you know, two or three people bootstrapped in a garage somewhere. You need real, you know, professionals with real resources, real access to customers.”

“A lesson I learned a long time ago in building enterprise software is your software is worth what you say it's worth a lot of times. Early on. And so if you tell people it's worth nothing and you offer a freemium tier, then it's kind of worth nothing.”

“In enterprise software, I think, you know, one of the biggest mistakes CEOs do is you get really big, you get farther and farther from your customers. You create org charts that are completely functional, where you have one CRO, one CPO, so on and so forth. An…”