Answered produced feed
D 5 · C 5 · P 4 · Cm 4 4.60
Q What kinds of, I mean, when you say experiments, people could be thinking, well, is he talking about landing page experiments or whole new business model experiments or pricing experiments? Where do you even aim your experimental fire hose at?
A Everywhere is the real answer. Of course, landing page and all those growths, uh, hacking methods, but sort of, we have a direct channel and we have an agency channel. Um, how do we experiment with, with the, with the shape of the organization and the commission plans and the structures to try to get much better alignment between our customers and our agency partners and our direct sales reps and our agency, agency reps. And a lot of the problem as you get bigger is you do these annual planning cycles. And once a year you make big decisions and you may change your goal It's just too slow, so what we try to do is break up little teams and let them innovate. Often we do this in Australia, actually, because they speak English, and it's sort of an isolated place to experiment, and we try to learn things from them, and if they work, then we apply them to the whole company, but really we want to experiment everywhere.
AI assessment note: “Everywhere is the real answer. Of course, landing page and all those growths”
Answered produced feed
D 5 · C 5 · P 4 · Cm 4 4.60
Q Wait, what do you mean by the supply demand curve?
A Um, I mean, really map it. So there's some people out there that would spend a dollar for HubSpot. And there's some people out there that would spend 10,000 dollars for HubSpot. Everyone just rushes to the 10, right? That's just the knee jerk. How do we maximize ARPU? They end up going up market. What I, and historically, that's been the move, because you couldn't really get at the low end of the market. But the internet kind of allows you to explore that low, fat, large, low end of the supply and demand curve. And so we went counterintuitively, you know, we explored both sides, and we went down that supply and demand curve, and we came out with our second product, and it really opened up the number of customers we got, and then we could start cross-selling them. And so that's the first comment I would make is, we had a hell of a time convincing venture investors that SMB was a good place to make money. They had looked, they looked at it, and they said, well, Intuit was a good company, but who else? Good point. You know, there hasn't been a lot.
AI assessment note: “I mean, really map it. So there's some people out there that would spend”
