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The Complete Guide to SaaS Pricing Strategy

Tom Tunguz

Price low to minimize adoption friction, grow quickly, and then move up-market after developing broad adoption. Skimming is less common in the software world because few startups develop a product at launch that will be accepted by the most sophisticated customers (and those willing to pay prices that generate the greatest margin).

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The Enterprise Journey: 8 Keys to Going Upmarket Successfully with Workiva’s CEO Julie Iskow

SaaStr

Just look at the numbers: Enterprise customers bring 95%+ best-in-class retention vs. 85% in mid-market. But the rewards – higher retention, bigger deals, and ultimately a much larger TAM – make it worth the investment. That compounds dramatically over time. If both succeed, you’re ready to scale.

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How Windsurf / Codeium Built a Billion-Dollar AI Company and a Winning Sales Machine

SaaStr

Their product is generating an impressive 45% of developers’ code on average. Beyond their code assistant, they’ve developed Windsurf AI, an agentic IDE allowing non-technical users to build applications – accelerating productivity even further. The 5 Key Elements of Codeium’s GTM Scaling Playbook 1.

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The Series A Landscape in 2025: Insights from Chemistry VC’s Ethan Kurzweil

SaaStr

With 17 years of venture capital experience, Ethan began his career in consumer investing before pivoting to B2B, where he developed particular expertise in developer platforms and B2B software. Focus on the right metrics : Be transparent about your key metrics rather than relying on vanity numbers.

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5 Interesting Learnings from UiPath at $600,000,000 in ARR

SaaStr

It was founded way back in 2005 as an outsourcing company, then developed Windows software to automate scripts and more, and turned this into a powerhouse for automating complex functions integrating Cloud and on-prem. 2005: Started as a tech outsourcing company. Gross revenue retention of 97%. 2014: $500k rev.

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Transitioning from Sales-Led to Product-Led Growth and Scaling to $100M ARR With Apollo’s CEO Tim Zheng

SaaStr

This inefficiency stemmed from the high costs associated with maintaining sales development representatives (SDRs), customer success managers (CSMs), and account executives. Apollo’s sales-led approach was proving unsustainable, spending one dollar to acquire just eighty cents of revenue.

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Asana S-1 Analysis - Comparing One Productivity Powerhouse to Another

Tom Tunguz

Today, the company is a massively successful SaaS business and another example of the flywheel business model that creates demand at the individual user and leverages that interest to sell department and company-wide contracts. Asana records a contract size advantage of about 44%, with an ACV of $2165. Net Dollar Retention.