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Marc founded the business and served as its first CEO until Reed Hastings took the helm in 2003. In [That Will Never Work](), Marc recounts the early days of the $130B market cap company first started in Santa Cruz and it’s a remarkable story. Marc has helped many companies get off the ground, but the most famous is Netflix.
And that’s really good when you’re scaling part of the team that looks like yourself. Keith : So from 2003 to 2013 before I joined Khosla Ventures, I was a pretty active angel investor in Silicon Valley. I’m not sure I’m at productmarket fit yet. What’s the smallest deal you’ve done?
And that’s really good when you’re scaling part of the team that looks like yourself. Keith : So from 2003 to 2013 before I joined Khosla Ventures, I was a pretty active angel investor in Silicon Valley. I’m not sure I’m at productmarket fit yet. What’s the smallest deal you’ve done?
Net Promoter Score is the result of a one-question survey asking the users how likely they’d be to recommend your product on a scale from 1 to 10. NPS is the difference between the percentage promoters of your product (people who voted 9 or 10) and the proportion of detractors (users who selected 6 or below).
Customer feedback loops help you keep your product relevant to the user. Everyone builds a product that they think is best for the market, but what you build might not be what the users want. Even if you achieved product-market-fit and users love your tool, the world is constantly changing, and so will user needs and wants.
It’s about scale and revenue. At a high level, why are things scaling faster than ever from your perspective? Yammer was really launched entirely as a web page product. Obviously, it’s a great product and great market, but things are different. Things are scaling faster. Slack for Business?
Move into adjacent categories, ideally sold to your existing buyer, giving yourself economies of scale in go-to-market and your buyer the ability to buy multiple products on one platform [15]. GainSight’s move into product analytics is one example. Lateral expansion. ” That’s when I bought Salesforce.
So, I joined Google early on in 2003. We took 14 million that was led by a Salesforce and Scale Ventures line, a couple of other fantastic investors. We had probably a handful of customers we’re still going through, like productmarket fit, but super early on. Dan O’Connell: Yeah. It’s funny.
So, I’m going to start with just a little bit about my background and we’re going to talk about some lessons I’ve learned in building SaaS companies to scale. We sold that to IBM in 2003, and it was a fantastic experience. I’m going to share some lessons. We built that business to about $800 million.
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