SaaS Futures: Exploring New Revenues Streams (Part 10)

New Geos

Exploration and expansion into new geographies has been a hallmark of humanity since time immemorial. This is how empires got built. Multinational corporations (MNCs) did it and continue to do so. SaaS companies need to think along similar lines to drive growth and capture global market opportunities.

Netcore’s journey provides an instructive example of strategic geographical expansion. Beginning in India, the company methodically expanded its footprint into South-East Asia, the Middle East, and Africa. While forays into the US and Europe are still evolving, a recent expansion into Latin America is yielding very promising results. This diverse approach underscores the potential of exploring various markets, each with its unique characteristics and opportunities.

Geographical expansion can be executed through various strategies:

  1. Sending a leader from headquarters: This approach ensures alignment with the company’s core vision and culture.
  2. Hiring locally: Tapping into local talent can provide invaluable insights into market nuances and help navigate regional business practices.
  3. Partnering: Collaborating with established local entities can accelerate market entry and provide immediate credibility.

I asked Claude to list the benefits and challenges of expanding to new geos.

Benefits

  1. Market Expansion: Access to new customer bases and increased total addressable market.
  2. Revenue Diversification: Reduced dependence on a single market, enhancing overall business stability.
  3. Global Brand Recognition: Presence in multiple markets can enhance the company’s international reputation.
  4. Innovation Opportunities: Exposure to diverse markets can spark new ideas for product development.
  5. Risk Mitigation: Geographical diversification can help offset economic or political risks in specific regions.

Challenges

  1. Cultural and Regulatory Adaptation: Navigating varied business cultures, practices, and regulatory frameworks across regions.
  2. Financial Investment: Significant upfront costs for market entry, often with delayed returns.
  3. Operational Complexity: Managing a geographically dispersed organization and coordinating across time zones.
  4. Market Understanding: Developing deep insights into new customer needs, buying behaviors, and competitive landscapes.
  5. Localization Requirements: Adapting products, marketing, and support to local languages, preferences, and technological infrastructures.

**

The triad of new products, markets, and geographies represents a powerful set of growth levers for SaaS companies. Each element of this triad offers unique opportunities for expansion and diversification:

  • New products allow companies to broaden their offerings, meeting more customer needs, increasing stickiness, and potentially increasing revenue per customer. They can also open doors to entirely new customer segments.
  • New markets involve targeting different customer segments or industries, leveraging existing products to solve problems for a wider range of businesses. This can lead to increased adoption and new use cases for the company’s solutions.
  • New geographies enable companies to tap into fresh customer bases, often with different needs and expectations. This global expansion can significantly increase the total addressable market and provide a hedge against regional economic fluctuations.

When strategically combined, these three levers can create a multiplicative effect on growth.

Thinks 1310

WSJ: “Game theory is a branch of mathematics that expresses decision-based scenarios in a game-like format, which allows mathematical techniques to be used to study strategies and outcomes. The usual setup is that there are a number of players, each of whom has a fixed set of possible moves, and each combination of moves from different players produces a predetermined outcome. The outcome might just be win, lose or draw, as in a simple game like tic-tac-toe. It might be a numerical payoff, as in a gambling or investment-type situation. Or it might be a notional payoff, so that good and bad outcomes can be quantified rather than being black and white. Basic games involve just two participants, each of whom has the same two possible moves. The game of “chicken” is one such game, in which two people are approaching each other head on and will collide if nobody moves out of the way. Each player then has two choices: swerve or keep going straight ahead. It might seem rational to always swerve to avoid the collision, but game theory demonstrates that there is no clear-cut best (or “dominant”) strategy that maximizes results in both cases, because if your opponent swerves, you have swerved for no reason.”

Ruchir Sharma: “I argue that the creative-destruction fiber of the economy, which is the essence of capitalism, is not being freed by noncapitalist interventions. Instead, we must focus on raising productivity, because that’s the only way to grow the overall pie and spend on so many of these priorities. The way to begin growing productivity is to allow capitalism to work again. Currently, we aren’t allowing capital to work in its full form. We distort it with so many interventions. The government’s role is in every sphere—helping the incumbents and the entrenched. That goes against the productive capacity of smaller businesses, which generally tend to have higher productivity.”

Devangshu Dutta: “Starting with demonetisation and the goods and services tax (GST), policy changes have led to a shrinking of the informal economy. This has shown up in the micro, small and medium enterprises sector, which has shrunk in size, and struggled to generate enough activity to provide employment. That is why unemployment trumped religion in resonance in the elections. Demonetisation and GST have also led to formalisation, and I suspect the formalisation masked the extent to which the informal economy compressed…The informal businesses that could transition to GST did so and joined the formal economy. This resulted in a bump-up in formal GDP data, while the shutdowns of informal businesses have shown up in unemployment, rural distress, and a K-shaped recovery.”

Wired: “In 2016, Google engineer Illia Polosukhin had lunch with a colleague, Jacob Uszkoreit. Polosukhin had been frustrated by a lack of progress in his project, using AI to provide useful answers to questions posed by users, and Uszkoreit suggested he try a technique he had been brainstorming that he called self-attention. Thus began an 8-person collaboration that ultimately resulted in a 2017 paper called “Attention Is All You Need,” which introduced the concept of transformers as a way to supercharge artificial intelligence. It changed the world. Eight years later, though, Polosukhin is not completely happy with the way things are shaking out. A big believer in open source, he’s concerned about the secretive nature of transformer-based large language models, even from companies founded on the basis of transparency. (Gee, who can that be?) We don’t know what they’re trained on or what the weights are, and outsiders certainly can’t tinker with them…As LLM technology improves, he worries it will get more dangerous, and that the need for profit will shape its evolution. “Companies say they need more money so they can train better models. Those models will actually be better at manipulating people, and you can tune them better for generating revenue,” he says.”

SaaS Futures: Exploring New Revenues Streams (Part 9)

New Markets

SaaS companies have the flexibility to push their offerings up or down the customer segmentation pyramid, targeting different tiers of businesses based on their size and needs. This vertical expansion strategy can open up new growth opportunities and revenue streams. I will explore this concept using examples from Netcore’s experience.

  1. Moving Upmarket: The Unbxd Example

Unbxd, a part of the Netcore family, provides a compelling case study in moving upmarket:

  • Initial Focus: For a long time, Unbxd concentrated on mid-market ecommerce companies. This allowed them to refine their product and establish a strong presence in a specific niche.
  • Catalyst for Change: Recognition from industry analysts like Forrester and Gartner served as a validation of Unbxd’s capabilities and opened doors to larger enterprises.
  • Strategic Shift: Leveraging this recognition, Unbxd has been actively pushing into the enterprise segment over the past year.
  • Implications: This move upmarket often requires enhancements in product robustness, scalability, and customisation capabilities. It also typically involves changes in sales strategies, with a shift towards more complex, longer sales cycles and higher-touch customer relationships.
  1. Exploring Downmarket Opportunities: Netcore’s SMB/DIY Initiatives

On the flip side, Netcore has been exploring opportunities in the SMB (Small and Medium-sized Business) market from its historic focus on mid-market and enterprise:

  • Long-term Interest: Netcore has long considered the potential of offering SMB/DIY (Do-It-Yourself) solutions, recognising the vast market opportunity in this segment.
  • Product-Led Growth (PLG) Potential: The possibility of introducing a PLG-led go-to-market strategy for Epps (email apps) presents an interesting opportunity to tap into the SMB market.
  • Implications: Moving downmarket often requires simplifying products, making them more self-service oriented, and adjusting pricing models. It may also involve developing new marketing and customer acquisition strategies suited to a higher volume, lower touch approach.

I asked Claude to discuss the benefits, challenges, and strategies of vertical expansion.

Benefits

  1. Market Expansion: Accessing new customer segments can significantly expand the total addressable market.
  2. Revenue Diversification: Different segments can provide varied revenue streams, potentially smoothing out business cycles.
  3. Product Evolution: Adapting products for different segments can lead to innovations beneficial across the entire customer base.
  4. Competitive Positioning: The ability to serve multiple segments can be a strong differentiator in the market.

Challenges

  1. Product Adaptation: Significant changes may be needed to make products suitable for different market segments.
  2. Sales and Marketing Adjustments: Different segments often require distinct sales and marketing approaches.
  3. Support and Customer Success: The level and type of support needed can vary greatly between segments.
  4. Cultural Shift: Moving between segments might require shifts in company culture and mindset.

Thinks 1309

Brian Potter: “Fusion has many of the advantages of nuclear fission with many fewer drawbacks. Like fission, fusion only requires tiny amounts of fuel: Fusion fuel has an energy density (the amount of energy per unit mass) a million times higher than fossil fuels, and four times higher than nuclear fission. Like fission, fusion can produce carbon-free “baseload” electricity without the intermittency issues of wind or solar. But the waste produced by fusion is far less radioactive than fission, and the sort of “runaway” reactions that can result in a core meltdown in a fission-based reactor can’t happen in fusion. Because of its potential to provide effectively unlimited, clean energy, countries around the world have spent billions of dollars in the pursuit of fusion power. Designs for fusion reactors appeared as early as 1939, and were patented as early as 1946. The U.S. government began funding fusion power research in 1951, and has continued ever since…There’s a good chance a working fusion reactor is near. Dozens of private companies are using decades of government-funded fusion research in their attempts to build practical fusion reactors, and it’s likely that at least one of them will be successful. If one is, the challenge for fusion will be whether it can compete on cost with other sources of low-carbon electricity.”

David Brooks on late bloomers: “Today we live in a society structured to promote early bloomers. Our school system has sorted people by the time they are 18, using grades and SAT scores. Some of these people zoom to prestigious academic launching pads while others get left behind. Many of our most prominent models of success made it big while young—Bill Gates, Mark Zuckerberg, Elon Musk, Taylor Swift, Michael Jordan. Magazines publish lists with headlines like “30 Under 30” to glamorize youthful superstars on the rise. Age discrimination is a fact of life. In California in 2010, for example, more people filed claims with the state Department of Fair Employment and Housing for age discrimination than for racial discrimination or sexual harassment. “Young people are just smarter,” Zuckerberg once said, in possibly the dumbest statement in American history. “There are no second acts in American lives,” F. Scott Fitzgerald once observed, in what might be the next dumbest. But for many people, the talents that bloom later in life are more consequential than the ones that bloom early. A 2019 study by researchers in Denmark found that, on average, Nobel Prize winners made their crucial discoveries at the age of 44. Even brilliant people apparently need at least a couple of decades to master their field.”

Mint: “Manufacturing MSMEs are at the centre of job-led growth in India. Firms up to 10 years old account for about 30% of all formal employment. Yet, most Indian manufacturers stay small and suffer from low productivity; firms that last 40 years only increase employment by 1.4 times from where they started. Similar firms in the US increase employment by seven times. One big factor holding MSMEs back is the burden of various local, state and central government regulations and approvals. According to a 2022 World Bank survey, senior managers in manufacturing firms…spend nearly 15% of their time dealing with government regulations. This diverts time from business imperatives, creating a regulatory glass ceiling that discourages investment and growth. When we try to understand root causes, we see a combination of suspicion towards private enterprise and a deeply risk-averse bureaucracy. This results in rules that are too many, too complex and too process-heavy.”

Fareed Zakaria: “If you look at the facts, the United States is more powerful on many measures than it has been for years. But that is not how many Americans feel. In my book talks, so many were troubled by the deep polarization and divisions within the country. Many wonder whether it is possible to come out of this, to arrive at some compromise, some settlement that moves the country forward. Even here, I remain hopeful. We are going through whirlwinds of change. In the United States these problems are constantly aired and highlighted. We wash our dirty laundry in full public view. The talk of our failings convulses our political system. We will have to work through these problems. But surely that is better than repressing them, coercing people to conform and presenting a North Korea-style facade of unity to the world. And these surveys suggest that people around the world can tell what is real and what is fake. When confronted with a choice, most prefer the West and its values, warts and all.”

SaaS Futures: Exploring New Revenues Streams (Part 8)

New Products

As SaaS companies grow, they often face the challenge of balancing specialisation with diversification. While depth in a vertical space can lead to product superiority, breadth can satisfy customer demands for more consolidation and fewer vendors, and also open new growth avenues. The key is to strike a balance that maintains core competencies while exploring new opportunities.

Netcore’s experience provides an excellent case study in this approach:

  1. Maintaining a wide presence: Netcore has deliberately kept a broad focus, covering email, CPaaS (SMS, WhatsApp, and RCS), and customer engagement (marketing automation). This diversification strategy has allowed Netcore to meet a wider range of customer needs and create multiple growth avenues.
  2. Strategic acquisitions: The addition of Unbxd to Netcore’s portfolio expanded their offerings into search and product discovery. This move not only broadened their ecosystem but also opened up new market opportunities.
  3. Continuous innovation: Netcore has leveraged its diverse portfolio to introduce new product features across its offerings. Examples include AMP in Email, Co-Marketer and Digital Twins for customer engagement, and visual search in Unbxd. These innovations create more land-and-expand opportunities within the existing customer base.
  4. Balancing depth and breadth: While expanding their product range, Netcore has maintained a focus on product superiority in each area. This approach addresses the constant dilemma between depth (pushed by new competitors) and breadth (demanded by existing customers looking to consolidate vendors).

I asked Claude to discuss the benefits and challenges new product development in SaaS.

Benefits

  1. Expanded Market Opportunity: New products can open up additional market segments or geographies, increasing the total addressable market.
  2. Increased Customer Lifetime Value: By offering a wider range of solutions, companies can increase revenue per customer and improve retention.
  3. Competitive Differentiation: Unique or innovative products can set a company apart in a crowded market.
  4. Cross-Selling Opportunities: New products create opportunities to sell additional services to existing customers.
  5. Risk Mitigation: A diversified product portfolio can help buffer against market changes or shifts in customer preferences.
  6. Innovation Culture: Continuous product development fosters a culture of innovation within the organization.

Challenges

  1. Resource Allocation: Developing new products requires significant investment in time, money, and talent, potentially diverting resources from existing products.
  2. Market Fit: Ensuring that new products truly meet market needs and achieve product-market fit can be challenging.
  3. Technical Debt: Rapid product development can sometimes lead to technical debt, creating long-term maintenance issues.
  4. Organizational Focus: Multiple products can lead to a lack of focus, potentially diluting the company’s core strengths.
  5. Increased Complexity: Managing multiple products increases operational complexity in areas like sales, marketing, and customer support.
  6. Integration Challenges: Ensuring that new products integrate seamlessly with existing offerings can be technically challenging.
  7. Cannibalization: New products might compete with existing offerings, potentially cannibalizing current revenue streams.
  8. Market Education: Introducing entirely new concepts or products often requires significant effort in market education and adoption.

Thinks 1308

FT: “Scientists have opened a new frontier in the fast-evolving field of gene editing with the discovery of a way to programme the recombination and rearrangement of DNA. The novel technique promises to expand on the possibilities of existing methods such as Crispr gene editing, which is driving research in areas from cancer prevention to cutting cows’ methane emissions. The so-called bridge RNA method devised by researchers at California’s non-profit Arc Institute could enable more precise modifications of genetic code and avoid the need to break sequences and later repair them. The RNA bridge system was a “new mechanism for biological programming” that could act as a “word processor for the living genome”, said Patrick Hsu, an Arc Institute core investigator and assistant professor of bioengineering at UC Berkeley. “Bridge recombination can universally modify genetic material through sequence-specific insertion, excision, inversion and more,” he said.”

Ishan Bakshi: “The issue of jobs, or the lack thereof, has been a constant in India’s development story, not just restricted to the ruling dispensation. But what has changed in recent years is the youth bulge; the rising labour force participation rate, especially of women, as financial distress pushes them into the labour market; the dwindling share of value added by the informal sector; and the growing capital intensity of production in sectors that not only account for more value addition in the economy, but also those that are more labour intensive in nature. Add to that the fall in migration — the decline in Railway passenger traffic both suburban (where distances are less than 150 km) and non-suburban (longer distances) compared to pre-pandemic levels indicates that possibility — and the channel that facilitates the transfer of resources from urban to rural areas also appears to have cracked. If such an employment situation persists, governments will find it difficult to restrict fiscal transfers to the less well-off.”

WSJ: “As anyone who has been on a small-talk-free Zoom call knows, the modern workplace has become a more isolated and confusing place. Along with the usual anxieties about status, purpose and productivity, add more flux, transience and anxieties about AI. Amid these shifts, a trustworthy connection, forged in the pixelated pastures of Zoom, Slack and Microsoft Teams, can feel like an antidote. Yes, it is now harder to find this person, but we believe these new “context agnostic” bonds are more powerful and necessary than previous in-person work friendships…With a work best friend, it is easier to fulfill these very human desires for purpose and pleasure, regardless of the job at hand.”

The Hindu: “Despite the comparatively lower share of GDP dedicated to R&D, India has emerged as a powerhouse in producing academic talent. Annually, India generates an impressive 40,813 PhDs and is in third place after the United States and China. This achievement reflects India’s commitment to fostering intellectual capital and contributing significantly to global research endeavours. Additionally, India’s research output remains substantial, ranking third globally, with over 3,00,000 publications in 2022, highlighting the nation’s robust research ecosystem and its commitment to advancing knowledge across diverse fields. India also demonstrates commendable performance in patent grants, securing the sixth position globally with 30,490 patents granted in 2022. While this figure is lower compared to the U.S. and China, it underscores India’s evolving innovation landscape and its potential for further growth in intellectual property creation.”

SaaS Futures: Exploring New Revenues Streams (Part 7)

More Inputs

Pitchbook (June 17, 2024): “As enterprises feel pressured to buy into the AI revolution, they’re cutting back spending on other software tools—a shift that is crimping growth at SaaS leaders and startups alike. Revenue growth at newly public US VC-backed SaaS companies fell sharply in 2022 and has remained low, according to PitchBook data. The best of these companies were growing sales at more than 73% year-over-year in Q1 2022, a rate that declined to 32% in Q1 of this year. The median growth rate for the cohort is now 19%, down from 35% in Q1 2022. This cohort is a bellwether for the broader late-stage software startup market and an indication that the higher growth rates that were common pre-2022 remain elusive.”

This is from a recent Pitchbook report on Enterprise SaaS:

Bessemer Venture Partners published its State of the Cloud 2024 report recently. A couple graphics from it:

These charts are from a July 2024 report on Front Office Software by Moelis:

Morning Context (Jan 31, 2024): “This is a delicate time for India’s SaaS businesses. For the longest time, SaaS—software as a service—has been one of the top performers in the country’s venture-funded startup ecosystem. The ability to scale and create a recurring revenue stream by a few companies and sell their services to clients in the US, essentially earning their income in dollars and accounting for costs in rupees, made it an extremely lucrative sector for venture capital investors. But now, this is changing. Two points currently dominate the conversation around India’s SaaS landscape: (1) The fear of generative AI. Everyone is afraid that generative AI can do what software and software services do (2) The worry that Indian SaaS companies could become uncompetitive because of ballooning costs.”

Mark Roberge (Stage 2 Capital) on his #1 advice to SaaS founders: “We have had arguably the most macro disruptions to the startup ecosystem in the last 5 years than any other time in at least my lifetime. Between the initial COVID economic shutdown to the tech V-shape recovery to the rise and fall of the public and private valuation landscape with inflation and interest rates to now the advent of a massive technology breakthrough with AI, these are crazy, fast-moving, and exciting times. The advice we give, especially for entrepreneurs who have been working on their startups for a few years is, imagine if you could start over today, knowing what you know about customer sentiment, the macro conditions, the technical capabilities, etc., what would you do with a clean start? That reflection could lead to some important breakthroughs around the optimal vision for your path forward.”

How can SaaS companies navigate their path forward? They have two options: either wait for market conditions to improve or proactively seek out new opportunities. In this discussion, I will focus on the latter, exploring five tracks for future growth:

  • New Products
  • New Markets
  • New Geos
  • Services
  • Mergers and Acquisitions

Thinks 1307

WSJ: “Artificial intelligence work assistants were designed to provide businesses a relatively easy avenue into the cutting edge technology. It isn’t quite turning out that way, with chief information officers saying it requires a heavy internal lift to get full value from the pricey tools…Working in tandem with the Microsoft or Google enterprise suites and large bodies of enterprise data—including emails, documents and spreadsheets—the promise is that the tools can deliver reliable answers to questions such as “what are our latest sales figures?” But that isn’t always the case—in part because the enterprise data they are accessing isn’t always up-to-date or accurate and in part because the tools themselves are still maturing…Google Cloud Chief Evangelist Richard Seroter said he believes the desire to use tools like Gemini for Google Workspace is pushing organizations to do the type of data management work they might have been sluggish about in the past. “If you don’t have your data house in order, AI is going to be less valuable than it would be if it was,” he said. “You can’t just buy six units of AI and then magically change your business.””

Rama Bijapurkar: “Based on the speed and scale of adoption of digital utilities and the data on access to amenities and enrolment in higher education as well as primary schools, the “aspiring India” does seem to be larger than the “hopeless India”, with “economic opportunity” being a proposition with more pull than “social justice”. But custodians of both narratives have their work cut out for them — one rides a tiger of unleashed aspirations that must be fulfilled, requiring new policies actions on steroids to feed the opportunity hungry millions and build a bridge from aspiration to possibility. The other needs to truly want to empower the disadvantaged to find their way to be a part of the new India rather than go back to the old days, and to build a bridge of inclusion through enablement.”

NYTimes: “The next big boom in tech is a long-awaited gift for wonky consultants. From Boston Consulting Group and McKinsey & Company to IBM and Accenture, sales are growing and hiring is on the rise because companies are in desperate need of technology Sherpas who can help them figure out what generative A.I. means and how it can help their businesses. While the tech industry is casting about for ways to make money off generative A.I., the consultants have begun cashing in.”

Akash Prakash: “[India] remains a very good long term story — one of the best globally but very expensive. Global investors are hesitant to be sucked in today, and need a correction or, at the minimum, a period of consolidation. The two best markets over the last 30 years have been India and the US. Their scale and persistence of outperformance are impressive. They are also the two most expensive today. Does one play reversion to the mean and invest outside these two markets, or bet on continued outperformance? This is the question exercising the minds of the smart money.”

WSJ: “Continuing on our current fiscal course will mean a gradual loss of America’s financial independence followed by an abrupt economic decline. The U.S. will have to ask the rest of the world to finance its debt, and it’s reckless to assume that other nations will do so indefinitely. The risk is that countries the U.S. relies on will draw back gradually—and then suddenly, when some unforeseen shock crystallizes their mounting doubts. As the late economist Herb Stein quipped, “If something cannot go on forever, it will stop.” We have to recognize the consequences of these realities and start taking steps to secure America’s fiscal future.”

SaaS Futures: Exploring New Revenues Streams (Part 6)

Jason Lemkin

Here are some pointers from Jason Lemkin (SaaStr) on the state of SaaS.

July 7, 2024: “So folks in venture are back to business. 2022 was a year of dealing with the fallout of fallen unicorns, terrible deals, and slashed valuations.  2023 was a year of capitulation, markdowns, and more.  But also — a year of AI excitement. The epic growth of OpenAI, Databricks and more have enticed VCs at the Series A and later stage back to work. It was 2 years with a lot of pausing in venture. Now, venture is back to work. The seed markets remain vibrant, and later-stage investors are looking at more deals.  Redpoint in our recent Workshop Wednesday noted 2024 is sort of back to normal for growth investing now … and that we may be reaching the end of the bottom in net new VC investing. But … but … here’s the thing.  A reality has set in.  It’s Year 3 of the Venture Downturn in SaaS.”

June 18, 2024: “Liquidity is down 50% in Private Equity…Private Equity overall and Venture Capital in particular had an insane amount of “exits” for high dollar amounts in 2021.  An IPO a week, and seemingly, a billion+ exit every week as well.  From Slack selling for $27 Billion to Salesloft for $2.5 Billion and so, so many more. It just makes sense there would be a hangover after that era.  And indeed there is. But while Venture Capital and Private Equity are overall built to be patient, and wait 10+ yeas for returns from any given investment — in exchange for higher returns — they aren’t build to be all that patient in the aggregate. PE and VC expect a steady stream of returns each year to, at a minimum, recycle back into new VC and PE funds. Right now, that’s at a decade+ low.  And it’s looking like 2024 is much of the same.”

June 6, 2024: “To start adding eight figures and then nine figures of new bookings a year, it can really help to focus on bigger customers.  And bigger customers almost already have higher NRR.  Which makes them even more valuable. What I worry is when it’s going all-in on bigger customers and going enterprise is for too many tactical reasons.  To combat the fact that new customer growth has slowed.  Then it can often mask issues around new customer acquistion for a year or two. And what I see in that case is folks often abandoning their long tail.  They stop supporting, or at least investing, in their smaller customers.  Their advocates.  Their biggest champions.  And some times, folks that can grow into larger accounts over time. As founders especially, you have to fight for the smallest customers.  You have to fight for the ones than in 3-5 years may get bigger.  You have to fight for the ones that may only pay $29 a month, but tell 100s of folks how great you are.”

April 6, 2024: There’s a bit of a malaise hanging over the SaaS world today.  AI excitement obscures it a bit, but it’s there. A feeling that:

  • Growth has slowed everywhere (true overall. The average public SaaS company is now growing less than 20% a year!)
  • Sales is so much harder, and the old playbooks aren’t working well
  • Folks don’t want to work as hard anymore
  • There are even more competitors than ever
  • Every leader is competing with each other, trampling on their turf (Gong v. Outreach v. Salesloft v. Zoom, or Rippling vs. Deal vs. Gusto vs ….)
  • Layoffs have become normalized
  • Customers are angry from endless price increases and upsells
  • Budgets are being cut to find budget for AI (true)
  • Every renewal is not just a battle but a downgrade
  • Profitability is all that matters
  • VCs have checked out in a lot of non-AI SaaS
  • A feeling we’re in a massive “downturn”, even as the overall U.S. economy still is booming
  • A feeling products have fallen out of product-market fit, or at least, become more “nice to haves” vs. must haves
  • Even healthy customers scrutinizing budgets in ways they haven’t in many years
  • Happy customers churning simply because they have to cut apps
  • A feeling things actually won’t ever get any better or easier in SaaS

Thinks 1306

FT: “The word “demography” triggers a glaze-over mechanism in the minds of all too many of us. Yes, populations are ageing, there are ever smaller cohorts of women of childbearing age and less children today mean less workers and taxpayers tomorrow. But surely the world is overpopulated, and the issue of world population decline is a problem for the future? No, no, no says demographer Paul Morland. It was a problem for the future but now it has arrived, and we had better wake up and deal with it. Hats off then to Morland. Firstly, he has written a highly readable book, No One Left, laying out everything we need to know on this subject including the consequences of ageing and shrinking populations. Then he argues for a solution, and it is one that many really don’t want to hear. His subtitle is “Why the World Needs More Children” but I bet that if his publishers had let him, he would gladly have had “Read This First and Then Be Fruitful and Multiply”, instead.”

NYTimes: “The history of life on Earth is the his­tory of life’s remaking Earth. Nearly two and a half billion years ago, photosynthetic ocean microbes called cyanobacteria permanently altered the planet, suffus­ing the atmosphere with oxygen, imbuing the sky with its familiar blue hue and initiating the formation of the ozone layer, which pro­tected new waves of life from harmful exposure to ultraviolet radia­tion. Today plants and other photosynthetic organisms appear to help maintain a level of atmospheric oxygen high enough to support complex life but not so high that Earth would erupt in flames at the slightest spark. Marine plankton drive chemical cycles on which all other life depends and emit gases that increase cloud cover, modifying global climate. Kelp forests, coral reefs and shellfish store huge amounts of carbon, buffer ocean acidity, improve water quality and defend shorelines from se­vere weather. Animals as diverse as elephants, prairie dogs and termites continually reconstruct the planet’s crust, facilitating the flow of water, air and nutrients and improving the prospects of millions of species. And micro-organisms, like those I observed deep within Earth’s crust, are now thought to be important players in many geological pro­cesses.”

Sarah Guo’s advice to VCs: “Eighty-plus percent of winning a deal is decided before you show up to an investment. The reason I believe that is that the first piece of winning is access, right? Do you know about the founders? Has someone introduced you? In venture, proprietary deal flow rarely exists but time advantage does. A big piece is also the work you’ve already done. This is more relevant for experienced investors but is also true for operators or people just starting out. A lot is on your references, your credibility, and your reputation. Who is going to call the entrepreneur and make the case for you? All of that comes from work you do over a long period of time.”

NYTimes: “In a global marketplace reshaped by volatile forces — not least the animosity between the United States and China — India shows signs of emerging as a potentially significant place to manufacture products. Multinational brands that have for decades relied on Chinese factories are expanding to India as they seek to limit the vulnerabilities of concentrating production in any single country. The shift to India could make the global supply chain more resilient, reducing its susceptibility to shocks. It could also boost fortunes in India, which missed out on the manufacturing boom that lifted hundreds of millions of people from poverty in East Asia — first in Japan, South Korea and Taiwan, then in China and, more recently, in Thailand, Indonesia and Vietnam.”