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cover of episode The Biggest Customer Conundrum

The Biggest Customer Conundrum

2024/12/18
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REWORK

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D
David Heinemeier Hansson
J
Jason Fried
Topics
Jason Fried认为,拥有大型客户并非资产,反而是公司最大的弱点。大型客户会带来巨大的负担和风险,让公司过度依赖少数几个客户,从而失去自主性。拥有数量悬殊的客户(少数大型客户和众多小型客户)会造成业务失衡,公司会过度依赖大型客户,并被迫迎合他们的需求,失去自身发展方向。过度依赖大型客户会导致公司变成咨询公司,而非专注于自身产品开发。如果只依赖少数大型客户,一旦失去其中一个,公司将面临巨大风险。理想状态下,公司应该能够承受失去任何一个客户的风险,这需要客户规模相对均衡。理想的商业模式是客户规模相对均衡,形成稳定的业务结构。大型客户会带来不合理的激励机制,公司会为了维护大型客户而牺牲自身利益。与Twitter的合作经历说明,大型客户会占用大量资源,并要求公司提供个性化服务,影响公司发展。他认为,选择客户需要谨慎,大型客户虽然带来高额收入,但也伴随着高昂的维护成本和潜在风险,公司需要权衡利弊。风险投资的介入可能会影响公司的发展方向,创业者需要权衡利弊。软件开发本身就是一种目标,而非仅仅是达到其他目标的一种手段。 David Heinemeier Hansson认为,大型企业客户通常会提出大量繁琐的要求,例如复杂的安全性审核,这会占用大量时间和资源,不符合小型公司的业务模式。大型企业软件通常功能繁杂,这是因为他们为了满足大型客户的各种需求而添加了大量不必要的功能,导致软件质量下降。企业级销售模式通常伴随着高昂的销售成本和复杂的流程,这与小型公司的发展目标可能不符。企业级销售模式类似于“高压销售”,可能会损害公司文化和员工士气。在向小型企业销售软件时,购买者通常也是使用者,这使得产品开发更能贴合实际需求;而在向大型企业销售时,购买者和使用者往往不是同一人,这会导致产品开发偏离实际需求。选择目标客户需要在公司发展初期就做出决定,大型客户的出现有时是偶然的,需要公司重新评估其业务策略。选择服务大型企业还是小型企业,取决于软件的特性和公司自身的定位。有些软件更适合大型企业客户,因为其价值会随着用户数量的增加而增加。选择目标客户也需要考虑创业者自身的性格和价值观。与大型企业合作的经历让他认识到,为了满足大型客户的需求而牺牲自身利益是不值得的。 Kimberly Rhodes主要负责引导话题,并提出一些问题,例如:Twitter客户的出现是否促使公司重新评估其业务策略?以及创业者如何平衡自身需求和客户需求?

Deep Dive

Key Insights

Why does 37signals avoid targeting large enterprise clients?

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.

What are the hidden costs of serving 'whale-sized' clients?

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.

How did Twitter as a client impact 37signals' business model?

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.

What are the incentives for companies to chase large enterprise clients?

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.

How does venture capital funding influence the choice of clients?

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.

What are the differences between selling to small and medium-sized businesses versus enterprise clients?

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.

Why do enterprise sales cycles often result in inferior software?

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.

What was the turning point for 37signals in deciding to avoid large clients?

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.

What are the consequences of taking on high-maintenance enterprise 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.

How does the type of software influence the decision to target enterprise clients?

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.

Chapters
This chapter explores the hidden drawbacks of having a few large clients, highlighting how it can create an imbalance and make your business dependent on a small number of customers. The authors discuss the risks associated with this model and advocate for a more balanced approach.
  • Large clients become a burden and risk.
  • Disparity between big and small clients creates instability.
  • Over-reliance on large clients makes you beholden to their needs.
  • A static business with similar-sized clients is more stable.

Shownotes Transcript

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. 

Key Takeaways:

  • 00:35 – The biggest clients can quickly become the biggest burden and the biggest risk
  • 07:10 – The hidden costs of “whale-sized” clients
  • 12:35 – Things to consider when defining your ideal client
  • 17:02 – Knowing what types of clients you'll enjoy working with
  • 19:53 – How venture capital funding can make a difference when choosing your ideal clients

Links and Resources:

  • "Don't have a biggest customer" from Jason Fried's HEY World)
  • "A Static Business is a Healthy Business" from Jason Fried's HEY World)
  • Books by 37signals)
  • 30-day free trial of HEY)
  • Sign up for a 30-day free trial at Basecamp.com)
  • HEY World | HEY)
  • The REWORK podcast)
  • The Rework Podcast on YouTube)
  • The 37signals Dev Blog)
  • 37signals on YouTube)
  • @37signals on X)