Early-stage bottom-up SaaS founders β this thread is for you
Below π
π¬ Most important metrics to track
π Tools to track these metrics
π¨ How to best visualize and share these metrics
1/ π¬ What metrics should early-stage bottom-up SaaS founders focus on?
β¨ Pre-revenue β¨
1. Retention:
β User: % of new users who are still active 3-6 months later
β Logo: % of new companies who are still active 3-6 months later
β L7/L30: # of days that users are active
2/ Virality within an organization:
β Invite rate: % of new users who sent at least one invite in the first X days
β Invite conversion rate: % of users who receive an invite that sign-up in the next X days
β Virality factor: % of new users who have come from an invite
3/ Top-of-funnel growth:
β Traffic: Visits to site/week
β MoM new user growth: Month over month growth rate in total users
β Activation: % new users who βactivateβ, whatever that means for your product
4/ π€ Post-revenue:
1. Revenue growth
β MRR: MoM MRR growth
β ARR: MoM ARR growth
β New customers: New customers/week
2. Retention
β Customer: % of new paying customers who are still customers 3-6 months later
β Net Dollar Retention: MRR of each cohort at 12 months
5/ 3. Monetization
β Paid company conversion: % of free companies that convert to paid within X days
β Payback period: Average time to pay back CAC
β Gross margins: Net sales revenue minus the cost of goods sold
6/ π§ Additional metrics to track and have available:
1. Engagement
β DAU/MAU
β Key actions per day/week (e.g. tasks created, pics sent)
β Average time spent/user/day
7/ 2. Virality within an organization
β Invite volume: When an invite was sent, median number of invites sent per user
β Velocity of virality: Median days from 1 β> N seats at a company
β Traction: Number of total companies with at least 3 users signed-up
8/ 3. Monetization
β ARPU: Average revenue per user
β User conversion: % of free users that convert to paid within X days
β Quick ratio: (New MRR + Expansion MRR) / (Contraction MRR + Churned MRR)
β Growth spend efficiency: CAC/LTV
9/ 4. Funnel conversion
β Landing conversion: % visitors click CTA
β Activation: % visitors who βactivateβ, whatever that means for your product
β % visitors complete your sign-up flow
β % visitors signup
10/ π What tool do founders use to track their metrics AND π¨ How do they visualize and share these metrics?
Five unexpected (and essential) jobs of a manager of PMs:
β Stop stupid sh*t from happening
πͺ Unblock, unblock, unblock
π Preserve (and improving) the PM team quality bar
π§ Preserve (and improving) the product quality bar
π€ Build a strong leadership group
Thread π
1/ β Stop stupid stupid sh*t from happening
You are now in a higher echelon of influence and visibility. As such, your team (and the company) are relying on you to have an active hand in shaping what gets done. Use this newfound power! ...
1b/ When you see stupid sh*t happening, within your team or anywhere in the company, push back and ask direct questions.
Youβll be surprised by how much impact your opinion now has.
1/ Top 5 unexpected jobs of a PM manager:
β Stopping stupid sh*t from happening
πͺ Unblocking, unblocking, unblocking
π Preserving (and improving) the PM team quality bar
π§ Preserving (and improving) the product quality bar
π€ Building a strong and united leadership group
2/ Top 5 ways to get promoted to PM manager:
π Demonstrate that you can lead people
π Demonstrate that you can deliver
π§ββοΈ Demonstrate that you can handle complexity
π Demonstrate that you develop a winning vision and strategy
βοΈ Ask for it
As someone working on growth at Airbnb, I've always been fascinated by Booking.com ββ a tiny startup in the Netherlands that became one of the greatest acquisitions of all time through world-class growth.
Read on for rare insights into their early growth strategy π
1/ Their performance marketing team drove their supply strategy
"When paid marketing is just a function, optimizing campaigns in a cubicle, it doesnβt inform the rest of the business and the funnel doesnβt work. There just isnβt much you can do to optimize paid ad campaigns."
2/ The performance marketing team was only two people, even past $100m/year spend
"It was actually only two guys: one banker and one coder. Peter (the banker) was extremely competitive. He would scream and shout when he was losing his #1 position."
Looking back at the most successful consumer startups of the last 10 years β most companies achieved initial scale by excelling at just one of three growth "lanes":
1/ There are other tactics to boost growth (e.g PR, conversion, brand marketing), and other growth lanes (sales and partnerships), but these three lanes have been the only reliable paths for long-term and sustainable consumer business growth.
2/ Why are there so few ways to grow? Because there very few ways for people to find out about new products. You hear about it from a friend (i.e. virality), you come across it while doing something else (i.e. content, perf marketing), or you get contacted directly (i.e. sales).
π₯ Sudden and significant pull from the market
π’ Gradual but compounding pull from the market
π₯³ Hitting a meaningful milestone that proves the idea is working
2/ What market "pull" looks like:
βοΈ An inflection in organic growth
βοΈ Customers ask to pay before you do
βοΈ Users flip from being excited about what you have to mad about what you donβt
βοΈ People using the product even if itβs broken
βοΈ Complaints when you're down
βοΈ Low churn