Large enterprise clients can become a burden, requiring disproportionate attention and resources, which detracts from product development and autonomy. They also pose a significant risk if they leave, as they often dominate revenue streams.
These clients often demand personalized attention, require extensive support, and can dictate product features, turning the company into a consulting firm rather than a product-focused business.
Twitter, despite being a large client, initially paid a minimal fee for a service that required significant server resources. When 37signals increased the price to $5,000 a month, it created an expectation of personalized service, which was not sustainable for the company.
The allure of large contracts and the perception of legitimacy can drive companies to pursue these clients, but it often comes with the risk of becoming overly dependent on a few customers and losing control over product development.
VC-funded companies often feel pressured to chase large enterprise clients to meet revenue targets and valuations, which can lead to a focus on short-term gains over long-term product satisfaction and business sustainability.
SMBs typically have a more straightforward purchasing process, with the decision-maker often being the end-user. Enterprise sales, on the other hand, involve multiple layers of approval and often result in software bloat to meet various departmental requirements.
Enterprise sales cycles involve non-users, like lawyers and accountants, who influence decisions. This leads to the inclusion of features that cater to bureaucratic needs rather than improving usability or functionality.
The experience with Twitter, where the company had to provide disproportionate service for a large client paying a relatively small amount, was a pivotal moment that highlighted the drawbacks of serving such clients.
These clients can disrupt product development, require extensive support, and create a business model that feels more like consulting than product creation, leading to a loss of autonomy and enjoyment in the work.
Software that becomes exponentially more valuable with more users, such as platforms, may benefit from enterprise sales. However, for tools like Basecamp, which serve a broad range of users equally, enterprise sales are less appealing.
Bigger isn't always better. In this episode of The REWORK Podcast, 37signals’ co-founders Jason Fried and David Heinemeier Hansson share the drawbacks of chasing high-profile, enterprise deals. The two founders explain why they prefer their business model that's built around serving smaller clients.
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