SaaStr Workshop Wednesdays: Dropbox, Klaviyo, Lightspeed Commerce: 10 Things that Change in Marketing as you Scale with Lightspeed Commerce's CMO
Speaker: Kady Srinivasan, CMO @ Lightspeed Commerce
Similar to SaaStr Workshop Wednesdays: Dropbox, Klaviyo, Lightspeed Commerce: 10 Things that Change in Marketing as you Scale with Lightspeed Commerce's CMO
Similar to SaaStr Workshop Wednesdays: Dropbox, Klaviyo, Lightspeed Commerce: 10 Things that Change in Marketing as you Scale with Lightspeed Commerce's CMO (20)
7. Late majority
Customers that need to be cultivated for the long term
ICP+
Customers to be educated on platform value
Primary Marketing Focus: Early and Late Adopters
Where should Marketing focus?
Big Idea: Where is the best uncontested market space and what will it take to capture it?
ICP
Customers that understand the value of existing product
9. Don’t oversimplify complexity
Vectors
of growth
Personas
Go-To
Market
Products
Audiences
Industries
For your ICP, what is the big
insight that drives urgency?
What new category do you want to
dominate, why do customers care?
What are the current growth
levers that can scale?
How do you want to win?
Where do you want to
play vs not play?
11. SLG Motion
Sales led growth
PLG Motion
Self serve and/or
product led growth
Timing is critical. Balance is everything
PLG + SLG
Hybrid PLG and SLG
motion example Self
Serve Sales Assist
12. Spectrum of PLG and SLG motions
Sales Touch GTM
● Light sales touch
● Marketing nurture and sales
close
● Inbound SDR support
● Chat support with Product
specialists
Sales Enablement GTM
● ABM
● Persona based positioning
● Field marketing
● Event marketing
● Analyst relations
● Demand Gen
● Customer Marketing
Self Serve GTM
● Web optimization
● Funnel optimization
● Onboarding
● Freemium to Premium
● Bottoms up model
PLG
SLG
15. House of Brands → Branded House
House of Brands
Product branding,
Strong market share,
Brand recognition
Endorsed Brands Sub Brands
Branded House
Credible, consistent,
Well supported,
Well designed
Positioning Statement
Differential Advantage Consistency Ownability
Category
Blueprint Category Vision Flywheel
17. Build an ecosystem
New connections
Enter into new markets
and new use cases.
Fresh stories
Reinforce your message
architecture.
Partnerships
Reach new audiences and
build your value proposition in
a new way.
Market development funds
Develop a range of
initiatives that create win-
win.
Partner Acquisition
Partner Enablement
19. Connect. Use Red Threads to align
Product
Customer Success
Finance
Sales
20. Go on a diet:
Slim down the marketing budget
Pro Tip 7.
21. Constraints produce creativity
ML/AI to drive
predicted LTV and
optimize bidding
Daily hand off
meetings between
sales and marketing
Constant creative
testing
23. Three types of companies – which are you?
Product Concept
Customer
24. Create
positioning
My company is an [core type].
We are in [category] providing
[differentiated solution] to [ICP].
We [value proposition with a verb]
by offering [benefits]. Our product
or service exists because [context].
Core
Category
Community
Context Competition
26. Know when to hire specialists vs generalists
Headcount
(Assessing if the team is right sized)
Unifying Framework
(Does the team have the
right goals, R&R and culture)
Capabilities
(Capabilities tied to business outcomes)
28. Are you a map maker or a market creator?
Chart a path towards market penetration
based on verticals, products
Create a new category or market space
based on new product or capabilities
29. Purchase decision process
Ready and
Informed
Ready and
Not Informed
Not Ready
but Informed
Not Ready
Not Informed
Ready
(Aware of Problem and Motivated to Solve It)
Informed
(Aware
of
Product)
Y
N
N
Y
Ready and
Informed
Ready
and Not
Informed
Not Ready
but Informed
Not Ready
Not Informed
(~40%)
XXX customers every year
Ready
(Aware of Problem and Motivated to Solve It)
Informed
(Aware
of
Product)
Y
N
N
Y
30. Three things to remember
Your location on the product
maturity curve determines
marketing strategy.
1
Know your brand and
make sure it shows up
in all touchpoints.
2
One motion is not enough:
recognize growth expansion
opportunities.
3
1 2 3
Editor's Notes
Just a little bit about myself. I have been fortunate to have seen exits of three amazing companies. I joined Dropbox when it was a late stage company yhat then went public. I joined Owlet at Series C which then went public and recently was at Klaviyo which filed for IPO in Aug 2023.
I am now at lightspeed where we are a 750M public saas and fintech company. I am fortunate to have had the opportunity to be at every stage - Series A through public and it has given me a unique perspective on growth and lifecycle.
What I have observed is the following: companies go through massive pivots on their journey of growth. What is true 18 months ago is not true today if you are a high growth company. Marketing is in the center of this growth and marketing needs to evolve. How do we adapt, innovate, and make strategic choices that fuel growth? Let's explore.
What is Marketing Strategy? It's about defining our brand identity, understanding our customers, and crafting content that resonates. It's the foundation of our marketing journey.
Initially companies start by focusing on where they have the most product market fit. This is the ICP. at this stage, need to get super clear on what resonates with ICP, what are their need states, how to serve this market, how to differentiate vs competition
As the company grows, don't lose focus on ICP. Start to identify ICP+ and what differentiates these customers from the early adopters of your product. Work with product team to really position the benefits to the late adopters
As company hits maturity, you are marketing to early majority and laggards, different set of tactics and positioning needed
Tldr: you determine marketing strategy and tactics based on where you are in product maturity curve
As companies grow, do you invest in net new customers or existing backbook? How do you split time and attention between pre sale and post sale
Product marketing needs to evolve to define a value proposition for a bigger suite of products and bigger set of benefits. For example at Lightspeed, we are both a SaaS and a Fintech company
Product marketing become vital. They help us reach new audiences, enter new markets, and keep our story fresh and engaging.
They enable to communicate value prop in a different way
KS: because we are now trying to serve multiple audiences, marketing complexity grows. Unit economics of each of these customer segments is different so you need tactics strategies. For instance, when are a series A - early adopter, our main tactic was SEO and inbound marketing. Series B, our main tactic was influencer marketing. Series C - paid at that point you have money. As public company - we diversified our marketing tactics - brand, campaigns, performance, content etc
2 models in saas - SLG or PLG. companies start with one or the other and typically diversify. As marketing - who are we supporting. Series A - it was PLG series C - PLG, we introduced SLG. public company - we are SLG, but we might move to PLG. All this to say that you need to calibrate where and how revenue comes and marketing needs to support it.
Are you a PLG or SLG
At lightspeed, we are primarily SLG. However at Klaviyo and Dropbox we relied on PLG motions. There are no right or wrong answers.
It depends on where you can unlock the most value from your funnel
How do you support PLG: self serve, growth hacking, content, PMM etc
SLG: sales enablement, ABM, PMM, brand etc
Takeaway is: one motion is not enough. You always have to have both PLG and SLG, but it depends on what point you bring it to life in the lifecycle
When you are small, your brand is sum total of your brand and your customer experience
As you grow, you need to make more inroads to building your brand.
Before IPO, invest in getting a large number of people outside of funnel to get to know you. At Dropbox we ran the biggest brand campaign before IPO
Broad based vs targeted brand building - what do you need, where is your audience and what will they likely pay attention to
How much time do you have to build a bran
How much investment do you have to build the brand
At lightspeed, we invest in events both internal and external, we invest in trade journals
A special note on how to build a brand when you are acquiring companies
Take into account
SEO equity
How the product works together
GTM motion
Branding
Employees
Leverage partner ecosystem. Treat partners as another channel - focus on acquisition and enablement
You multiply your impact through ecosystem with the right partners
MDF is a effective tactic for partnership
CMOs have to connect to sales
CMOs have to connect to product
Sometimes they need a bridge to make sure it is all adding up to the same story
It's not just about numbers; it's about weaving our shared story, like Lightspeed's red threads of Innovation, Serving Complexity, and Servicing Scale.
No matter what stage you are, you are likely having conversations with your CFO on efficiency and budget
At Owlet we decreased spend down to 17% of revenue while doubling growth
Over the years, we have reduced our marketing spend by 30% while increasing pipe by 15%
Always be slimming
This is like cleaning the kitchen sink - you are never done but this is one of the most important things you can do
There is a wonderful book by Andy Cunningham that i have used over the years
When you think of positioning, you take an inside out and outside in view
Grow too fast - you increase your opex unsustanably. Grow too slow, you miss opportunities
What are the right places to bring in a head of vs doers. When should you have specialists vs generalists. If you are a tech company, you might be tempted to bring in a head of pmm
You have a strong market position, when do you chart a path towards greater market share. You have a categry creating platform/service/product
Trust your gut, create the playbook that works for you