cover of episode How to Nail Product-Market Fit and Scale a B2B Company with Thejo Kote of Airbase

How to Nail Product-Market Fit and Scale a B2B Company with Thejo Kote of Airbase

2024/4/25
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Thejo Kote: 在创办Airbase之前,他并没有直接开始构建产品,而是先制作高保真模型,并向潜在客户询问他们是否会购买,以此进行“预售”。这有助于降低产品开发风险,并验证市场需求。在B2B领域,他强调要针对特定且可识别的买家,理想情况下,这个买家在组织内部具有影响力,并且拥有预算。在早期阶段,他更注重建立良好的客户关系,并获得积极的口碑,而不是立即追求高转换成本。他采用了一种灵活的定价策略,在早期阶段不急于收费,而是等到产品价值得到证明后再与客户协商价格。在招聘销售人员时,他更注重个人特质而非以往的销售经验,认为经验可以培养,但人格特质难以改变。他认为创始人与销售人员的销售方式不同,创始人可以利用自身经历和信誉来提升说服力,而销售人员则需要遵循更规范的销售流程。Airbase采用完全远程办公模式,所有员工组成一个全球团队,不存在地域上的等级差异。他的团队人才战略的核心是:全球招聘,灵活办公,不局限于特定地区。他认为,对于一般的B2B SaaS产品,在全球范围内都能找到优秀的人才,而无需局限于高成本地区。在薪酬方面,他主张根据当地市场行情而定,力求具有竞争力。 Ben Casnocha: 主要负责引导话题,提出问题,并对Thejo Kote的观点进行总结和补充。

Deep Dive

Chapters
Thejo Kote discusses how he identified product-market fit for Airbase and the strategies he used to grow the company from its inception.
  • Airbase's North Star goal is to make managing company spend as easy as sending an email.
  • Thejo built high-fidelity mockups to pre-sell the product before development.
  • Early customers were selected based on their likelihood to stay with the product and their potential to influence others.

Shownotes Transcript

Thejo Kote (@thejo) talks to Village partner Ben Casnocha. Thejo is a two-time founder and CEO. His current company, Airbase, is a spend management platform serving companies with 100 and 5,000 employees like Coda, 15Five, Front, Marqueta, CaptivateIQ, Abnormal, and more. Airbase has raised over $200 million, has tens of millions in ARR, and is consistently ranked as a top spend management company by G2.Highlights:- Rather than jumping into building Airbase, he built high-fidelity mockups and went back to prospective customers and asked if they’d buy it to “pre-sell” it.- In B2B, build for a specific, recognizable buyer. You want to sell to a specific role within the org who will be your champion. Ideally this is someone who also has influence within the org.- Select the kinds of customers who aren’t likely to switch in the early days. Team with early customers who actually want to be partners and are motivated by the relationship. Flatter them by asking: “are there any other innovative, forward-thinking leaders you know who I should also talk to?”- 6-8 months later after proving value and showing they could be a good partner, he said “hey, I want to get your feedback on our pricing model. Is this fair for the next set of customers?” 100% of the customers converted when he asked if they were willing to opt in to the pricing structure with a significant discount for their initial partnership.- When hiring salespeople, Thejo focuses more on personality traits rather than prior experience selling to the same segment. Also, if candidates are drawn to the liquid comp at a large, public company, they’re likely going to have a hard time transitioning to a startup. Find people who have been comfortable taking risks.- Airbase is fully remote and Thejo doesn’t think in terms of onshore vs. offshore within the company because that instantly creates a class system. Anyone anywhere in the world is part of their single, remote team, which has the internet as its headquarters. Each member of the team is “equitably inconvenienced” in his words.Thanks for listening — if you like what you hear, please review us on your favorite podcast platform. Check us out on the web at villageglobal.vc or get in touch with us on Twitter @villageglobal.