SaaS Marketing Archives - Page 3 of 4

The Art & Science Behind Pricing & Packaging, with Dan Balcauski, Product Tranquility

Who is in charge of pricing decisions at your SaaS org? For nearly 60% of companies, it’s the CEO or an opinionated decision-maker in the C-suite. But who should own it?

Project Tranquility Founder Dan Balcauski answers this question in the newest episode of SaaS Half Full, breaking down the art and science of SaaS product pricing and packaging (two very different elements) and advocating for marketers to focus on the “who” and “how” they charge instead of the price itself (AKA, the “what”).

So, who owns product pricing?

Ask 100 different SaaS leaders this question, and you’ll likely receive 100 answers. But according to Dan, most SaaS companies jointly assign pricing responsibilities to the CEO and finance, sales and product teams. But this structure leads to misalignment in price and “limits the ability to make progress.”

“The CEO is probably concerned about reporting their gross margins to the board and making sure that burn rate is acceptable…. [while] sales is very much transaction-driven, and so they’re going to want to make sure that pricing doesn’t get in the way of meeting their quota for the quarter… [Meanwhile], you’ve got marketing trying to maximize conversions and awareness,” said Dan. “And so when you add that mix together, it becomes quite a minefield to navigate.”

The best product pricing decision-maker? Ideally, a product marketing leader — or a dedicated pricing leader for companies with more than $200M in annual revenue.

Vesting full responsibility to a single team or leader ensures the final decision is direct and value-driven. Additionally, by removing the CEO from the equation, product pricing becomes less of a “political hot potato.”

Packaging ≠ pricing

Many SaaS decision-makers talk about pricing in terms of ones and zeros (well, .59s and .99s). But there’s more to pricing decisions than the numerical price itself. Dan suggested considering pricing and packaging as separate but related concepts to understand this difference.

Take McDonald’s, for example. By no means a SaaS organization; McDonald’s still adopts a similar packaging model as software. They sell their famous Big Mac in different packages: value meal, supersized, etc. Although McDonald’s pays the same price-per-Big-Mac (PPBM, if you will), they receive an additional payment based on accompanying items (e.g., fries, Coke, salad, vanilla latte).

Therein lies the trick to pricing: Identifying which accoutrements will entice users to pay different prices for the same essential offering.

“[Decision-makers hung up on arbitrary pricing differences are] painting in black and white, and they’re never gonna be able to paint a beautiful sunset if they only have a conversation at that specific level,” said Dan.

The “who” and “why” of pricing > the “what”

Most organizations develop ideal customer profiles (ICPs), but is this information shared organization-wide? According to Dan, not typically — but it should be, or else the product will never find a market fit. Pricing decision-makers should prioritize developing ICPs, and customer-proof points early in the process.

“[Lack of ICP sharing is] highly dysfunctional because then you have one team building a product for ostensibly a different customer than we’re trying to market and sell to,” said Dan. “So, when those leads come in the door, they’re not going to buy, the product won’t be right for them. So it’s going to be sadness all around.”

For more of Dan’s insights on how to avoid “sadness all around” in product pricing, listen to Episode 347 of SaaS Half Full.

Quit Pointing Fingers: It’s About Brand and Demand Balance, with Palmer Houchins, G2

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“Do more with less” is this year’s most-hated phrase for marketers. This thought process often directly impacts budgets responsible for a company’s reputation. On this episode of SaaS Half Full, Host Lindsey Groepper talks with Palmer Houchins, Head of Marketing at G2, about the lopsided finger-pointing that often happens between demand and brand teams, especially in a recession when short-term ROI is king.

Grab a drink and join the discussion as Palmer dives into what CMOs often get wrong about their brand spend, how to intertwine brand and demand to create balance, and why a founder brand works for some organizations, maybe not others.

Strike the right brand-demand balance

As humans, we want to categorize things. Maybe that explains why brand and demand colleagues — who, by the way, are working toward the same organizational goals — often find themselves at odds, according to Palmer.

In reality, demand cannot exist without brand, and vice versa. For example, say an organization identifies that paid search is performing well. In response, they increase their demand budget at the expense of brand. Their pipeline triples by the second month. But by the fourth month, their pipeline peters out entirely, and they’ve lost brand recognition and momentum — AKA, they’re back to the drawing board for both brand and demand.

Palmer said he’s been in a situation like this more than once, and it’s convinced him that balance is beautiful.

“It’s not about brand or demand. It’s about creating that symmetry. And it looks different for every company,” said Palmer. “I think if you approach it from [the perspective], ‘oh, well, demand is where our pipeline’s down,’ or ‘we’ve gotta get more leads to our sales team, [so] we’re just gonna invest there…’ That may be a short-term strategy, but long term, it’s going to put everyone behind the eight ball.”

But how do we measure brand?

The age-old question is receiving more mileage recently as executives turn to metrics to understand their organizational spending. Unfortunately, brand is trickier to quantify than some other business functions — however, it’s not impossible if you get creative.

Palmer has developed two methods to track brand initiatives and brand-marketing balance.

Nimble surveys or awareness testing: Palmer suggests using relatively inexpensive testing methods to track brand awareness over time. Theoretically, awareness should constantly be increasing.
Brand perception studies: Quick questionnaires placed in channels your audience already uses — like Google, Youtube or Facebook — can help gauge how your brand is performing relative to a competitor’s.

Although they’re “no silver bullet,” Palmer said these initiatives have helped him and his team create an action plan when brand awareness lags behind demand.

“It’s less about finding that one framework that’s gonna work everywhere and more about being… nimble and taking a temperature in a bunch of different places and trying to add that up to a recipe that works,” said Palmer.

Founder brand doesn’t — and shouldn’t — always look the same

Just like there’s no one-size-fits-all solution to measuring brand, there’s no “correct” path for establishing a founder brand. For some founders, it works; for others, it doesn’t. Palmer advised marketing professionals to follow their founder’s lead here.

“I’ve seen some founders who just say, ‘you know what, this is not me. I’m more of a technical founder. I’m more of a behind-the-scenes person. I don’t want to do that,’” said Palmer. “But I think when it’s done right, it can be really effective. Frankly, I think when it’s done right, it’s less about the founder and more about the brand, if that makes sense.”

As an example, Palmer discussed his time in Marketing at MailChimp. MailChimp co-founder and then-CEO Ben Chestnut didn’t love public speaking, but he was a fantastic writer. So, he provided near-daily customer updates that became “evangelism of its own.”

Listen to Episode 346 of SaaS Half Full for more of Palmer’s insights.

The Great Divide Between Corp Comms & Marketing, with Grace Williams, BLASTmedia

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Gone are the days of internal-only communications. Every internal message is now at the risk of being shared externally, creating more pressure for communications professionals to skillfully craft statements surrounding economic, societal or company impact events (RIFs, outages, data breaches, etc.). As a result, Corporate Communications roles have never been more in demand or vital to a company’s long-term reputation.

So, why does this function still report to marketing, a department typically focused on short-term ROI? In this episode, Grace Williams, SVP of PR at BLASTmedia, makes a case for why Chief Communications Officers and other high-level corporate comms leaders should report directly to the CEO.

Marketing and comms deserve an amicable breakup

As the SVP of BLASTmedia, Grace has plenty of experience working with marketers who report to the CEO. She’s noticed a few concerning patterns with this structure.

“[Marketers squeezed by CEOs] are saying, ‘Why [comms and PR support]? What’s this going to do for me? How’s it going to drive demand?'” said Grace. “I spend a lot of time helping to educate our clients on why certain media opportunities are worthwhile and… what they will accomplish eventually.”

The fact is, communications and PR fulfill a distinctly different role from marketing — so much so that many CMOs wish they could lose their comms responsibilities.

“It’s more difficult for those CMOs because they’re constantly having to fight for the brand budget, justify their brand budget,” said Grace. “Often we’re in a situation where, even if we’re working with an SVP of marketing or CMO who believes in brand, they’re having to communicate that up the chain to maybe a CEO or founder who does not.”

“Doing more with less”

Does that heading ring a bell? If you’re a marketer, the answer is almost certainly “yes.” Over the past three years, many marketing leaders have been forced to transition from a growth-at-all-costs mindset to a demand gen and ROI-oriented approach that prioritizes results, results, results (all with fewer resources, resources, resources).

Accordingly, Grace said strategic and long-term initiatives like communications often go ignored, especially if these roles are in the marketing department.

“[In the] heyday of 2020, 2021, there was a lot of time and resources to invest into different parts of the business. And now [marketing leaders are] like, ‘okay, let’s make sure that we have our pipeline stable and we’re growing at a steady rate,” said Grace. “It’s a little bit like, ‘let’s not deal with that comms stuff over there that’s not gonna give us the results we wanna see right away.'”

According to Grace, the problem with sidelining corporate communications strategy is that it’s an excellent way to lose sight of vital long-term initiatives like crisis communications and brand perception.

The solution? Give communications leaders a little more autonomy.

CCOs wear plenty of hats

Contrary to popular belief, according to Grace, CCOs and their corresponding team can easily support all functions of the business, much like the marketing, sales and finance departments.

For example, a communications team could work with HR to craft an internal note celebrating the company’s recent wins; they could partner with marketing to highlight customer stories and draft newsletters; and they could work closely with the CEO to provide them with talking points for conferences, internal gatherings and even analyst meetings.

In the context of real estate marketing, the communications team’s versatility shines through. Teaming up with the marketing department, they can weave engaging narratives around customer success stories, creating content that not only captures the essence of successful property deals but also amplifies the brand’s credibility. Crafting newsletters that highlight key market trends, investment opportunities, and company milestones can become a powerful tool in maintaining client engagement. For a comprehensive experience of how such collaborations can manifest, one can explore the vibrant real estate landscape in Georgia at https://exprealty.com/us/ga/.

Moreover, the CEO’s communication requirements in the real estate finance sector are intricate and multifaceted. A communications team, aligning closely with the CEO, can provide invaluable support by offering well-researched talking points for conferences, internal gatherings, and analyst meetings. This ensures that the leadership is equipped with articulate and compelling messaging, fostering confidence and trust among stakeholders. Navigating the complex intersections of real estate finance and effective communication, CCOs and their teams emerge as indispensable assets in driving the success of a real estate enterprise.

“The external communications piece and the executive communications piece are certainly growing in importance to an organization. People — whether that be your investors, your partners, and specifically your employees — want to hear from the leaders of your organization.

And those leaders certainly need help in making sure their messages are on point,” said Grace.
Listen to Episode 345 of SaaS Half Full for more of Grace’s insights.

Why Hidden Pricing is Enemy #1, with Allyson Havener, TrustRadius

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Despite data supporting the case for creating a more self-serve buying process, many SaaS revenue teams still operate in a way that is legit the opposite of what today’s buyer wants. New report data from more than 2,000 B2B tech buyers reveals what self-serve looks like in practice — and it’s transparent pricing, free demos and no freakin’ cold calls.

Listen as Lindsey speaks with Allyson Havener, VP of Marketing at TrustRadius, about the report’s results and how it’s changing the course for SaaS go-to-market teams.

B2B buyers want the royal treatment (AKA, a B2C experience)

TrustRadius’ 2022 B2B buying trends report has an intriguing title: “The Age of the Self-Serve Buyer.” The report suggests B2B buyers crave consumer experiences, even when shopping for organizational expenditures like software.

In other words, according to Allyson and TrustRadius data, buyers want B2B brands to court them in a different (albeit familiar) way. They want to feel like they’re sitting at home in their pajamas and impulse-buying a Stanley cup. But why is that, exactly?

“More and more millennials and Gen Z are joining the buying committee. They’re coming into places of leadership, and they’re digital natives,” said Allyson. “In B2C [interactions], you have all this product information and customer feedback at your fingertips. You don’t have to interact with people to interact with a brand. And so that’s transcending into B2B.”

In fact, Allyson said 100% of respondents indicated that they prefer self-service B2B buying platforms (up from 80% last year). And that’s not the only wild stat Allyson and Lindsey discussed…

Hidden fees are out, transparency is in

In other instances, it may be wise for marketers to act as not-so-mysterious shoppers themselves. After all, to sell like a B2B pro, marketers must first buy like a B2B pro. And when marketers put themselves in the buyer’s seat, they’re more likely to keep pace with rapidly changing consumer standards.

“We can pretend, and we can research, but you have to feel the pain, and you have to feel what it’s like to have a deadline and jump through the hoops to get these demos and make a business case internally,” said Gracey. “You need real skin in the game to feel what your buyers are feeling.”

Allyson’s trick to getting organizational buy-in for direct, pricing-first structures? Discuss the approach’s benefits with your entire go-to-market team, including sales and customer success.

“It’s not fun to be sold to”

TrustRadius’ report detailed the top five resources buyers rely on through the sales funnel — and for the first time in seven years, vendor sales representatives weren’t one of them. Allyson said this is a significant trend away from traditional sales tactics like the dreaded cold call.

“As a marketer, everybody’s dodging calls and emails all day. So… if you think about the sales role in that perspective, and you think about your end customer… and what they really want, well, they want someone that really understands their problem and their use case,” said Allyson. “So, I think it’s much more of this consultative [relationship] versus trying to shove a product down someone’s throat, right?”

Listen to Episode 344 of SaaS Half Full for more of Allyson’s insights.

What You Can Learn From a B2B Mystery Shopper, with Gracey Cantalupo, MentorcliQ

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Who here is guilty of building and running a marketing and sales playbook, then delaying any changes because it took so damn long to implement? Often, that paralysis comes from not knowing where to start. Gracey Cantalupo, CMO at MentorcliQ, says to begin with being a good buyer and then return to the start — a process you can complete in a couple of not-so-time-intensive steps. In this episode, listen as Gracey and host Lindsey Groepper discuss how hiring someone to walk your virtual storefront (yes, a mystery shopper!) and actually being on a software buying committee can be worth its weight in gold.

An unbiased third party will (and should!) poke holes in UX

According to Gracey, marketers should involve a fresh pair of eyes when assessing their digital presence. A third party or freelancer is likelier to identify issues because they’re new to the site’s layout and won’t get caught in a familiarity loop. (And, bonus: hiring a digital mystery shopper is relatively inexpensive.)

“You need a stranger to [find cracks in your B2B presence],” said Gracey. “They will click on something, and it will be broken, and you will be mortified — and that’s exactly what you want.” Once the mortification wears off, B2B marketers can address their site’s issues expediently, improving their web presence.

Gracey provided an example of how this process has worked at MentorcliQ. Not so long ago, she hired a freelancer to comb their website, and the freelancer discovered native videos were offline due to a codec error. Luckily, the team addressed the issue immediately and instantly improved the workability of MentorcliQ’s website.

Gracey has also used this process to advocate for something extremely exciting: a better ad budget.

“This was a few years back… paid [ads were] really great for us at the time, and we were paying the bills with the paid side of inbound, right? And I was like, ‘We can’t do this forever, and I’ve gotta prove it,’” said Gracey. “So, I actually… [made] the business case to my CEO that we need to invest in SEO because the researchers didn’t click on paid ads. They went to organic search first. So…I spent a little bit of money and got a lot more budget.”

“Buy better, sell better”

Plus, temporarily acting as a buyer can improve sales pitches, encourage marketing innovation and promote visibility into buyer-specific challenges — such as the fact that, paradoxically, buying will often not be a buyer’s #1 priority. That’s especially true if the sales process is unnecessarily complicated or includes unclear next steps.

“[When acting as a buyer], I write ten things down every day that I will try to get done.

And [the next step in the sales funnel] would be on the list. But because… sometimes I don’t have my next actions for that, it moves to the bottom. And it keeps moving. There goes your sales time — that really extends your sales cycle if you can’t make that easier,” said Gracey.

To listen to more of Gracey’s insights, listen to Episode 343 of SaaS Half Full.

Investment Vibe Check: Two VCs Discuss

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This special edition of SaaS Half Full features a fireside chat between two SaaS VCs discussing the vibe of our current investment landscape. Our guests tackle everything from the technologies they’re bullish about to the importance of burn efficiency in defining financial health. According to our experts, it’s healthy to be conservative — but optimistic — about the current investing sitch.

Sara Omohundro, Principal at Elevate Ventures, and David Kerr, Managing Director of Allos Ventures, are experienced SaaS investors who joined host Lindsey Groepper in the BLASTmedia office for an all-agency discussion. Tune in to hear the unscripted conversation from boots on the ground in SaaS investing.

Welcome back to runway season

In 2021, SaaS startup valuations boomed. According to David, many publicly traded SaaS companies traded at a whopping 15x their top-line figures like revenue and sales. Although this created an exciting investing environment, it ultimately proved unsustainable.

“Now, [the investment markup is] below five times — it’s about four. So ’21 was manic; everybody was getting markups and every VC was feeling great, and it was a great time to go raise money,” said David. “[Then in 2022], you… had companies that had a really difficult time raising money, and you had very few that were the highest performing that could raise money and were still getting higher valuations. But 2022 was when you realized you were human again.”

And for founders, “being human” meant returning to fundamental business metrics like revenue and burn rate. Sara said a crucial part of that equation was — and remains — maintaining a solid cash runway.

“If [a founder or company is] looking to raise, they need to think about having enough capital to get them through up to 24 months,” said Sara. “Similarly with burn efficiency, [they must] think through if or when they need to make cuts… But ultimately, you know, when it comes to investing, a good company is a good company.”

“Never waste a good crisis”

Are we nearing a recession? Have we avoided one? Are we already in one? The pendulum continues to swing back and forth. Still, with rising inflation, a tumultuous stock market and increasing layoffs, one fact remains clear: Economic uncertainties have taken a toll on Tech.

But that doesn’t mean SaaS companies are in dire straits. Many have flourished over the past year, meeting and exceeding revenue goals — while others have benefited from a more metrics-driven environment.

“For existing SaaS businesses, it becomes a lot easier to acquire great tech talent in the changing economic and job environment. Another positive change we see… is people have to be a lot more resourceful,” said Sara. “And ultimately, we get to a place where we have more efficient and profitable solutions and products.”

“It’s easy to get sloppy and lazy sometimes if you’re not having your feet held to the fire by certain… metrics. So to me, [this economic environment] forces discipline,” said David.

So, where does that leave SaaS PR?

Marketing and PR departments often bear the brunt of early budget cuts and layoffs. David said this likely stems from a fundamental misunderstanding about how to achieve growth and revenue goals.

“We see more of this (a lack of understanding about PR) in the founder archetype. [They think,] ‘I’m an engineer, I’m gonna protect Product,'” said David. “I think technical founders truly believe that the product will sell itself… And, at least so far in my career, I’ve never come across the greatest product ever…But I think that’s [the misconception] you run into.”

Similarly, the timing of PR can impact the success of marketing metrics and campaigns. Sara suggested that founders wait for brand to become a priority before starting a full-scale PR campaign.

“If the founder has started building that brand on their own, then the PR company can help them expand and grow that brand and refine it. If a founder hasn’t been thinking about that, then it’s probably not the right time yet,” said Sara.

To listen to more of Sara and David’s insights, listen to Episode 342 of SaaS Half Full.

What Marketers Can Learn From Netflix, with Jennifer Griffin Smith, Brightcove

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Media companies like Netflix create content to make money, plain and simple. If it doesn’t perform, it isn’t renewed or promoted. With this idea in mind, why are B2B marketers creating video content without expecting performance?

Jennifer Griffin Smith, CMO of Brightcove, wants marketers to think and act more like a media company. In this episode, Jennifer explains how a successful video strategy isn’t contained to large companies with high-production capabilities, the role of user (customer) generated content and why she believes B2B has a place on TikTok. Are you ready to think more like Netflix? Press play.

Video content is a team effort (in more ways than one)

Lack of access to an in-house videography or creative team may seem like a barrier to creating high-performing video content. According to Jennifer, there are many ways to create relevant content for your audience — with or without these resources.

For example, user-generated content has become crucial, especially since the rise of influencer platforms like Instagram and TikTok. Although marketers may question the value proposition of these platforms to B2B sales, Jennifer encouraged open-mindedness. After all, you never know what content may take off. Still, marketers should ensure they’re creating (and, in the case of user-generated content, distributing) relevant and engaging videos.

The secret to nailing that process may be surprising.

“You can’t just be creating things and throwing them at the wall and hoping that it works — it’s a waste of money,” said Jennifer. “I think it comes down to the relationship [between marketing and sales] rather than who owns the actual creation. To me, marketing leads that go-to-market process; part of that is determining value, determining audience and having the team work together.”

In the collaborative efforts between marketing and sales, understanding the audience and delivering value are pivotal. By incorporating platforms like www.digondesign.com into their toolkit, marketers can navigate the digital landscape with creativity and finesse, ensuring their content resonates with the target audience and contributes to a successful go-to-market strategy.

According to Jennifer, when the sales and marketing departments align on a single goal, content is created strategically and used more frequently. In the case of content creation, the ideal destination should be customer interest and, ultimately, satisfaction.

Plus, better alignment equals more sales and happier clients. And smarketing cohesion means fewer pieces of content slip through the cracks during the lead hand-off. But interestingly, Jennifer also cautioned that the lead process has altered significantly in the age of digital-first marketing.

The marketing funnel has flipped

Typically, Netflix users will find the series or film they want to watch within seconds of opening the platform. This is because intent data like viewing history and profile information provides Netflix’s algorithm with enough information to predict what a user is interested in watching.

Similarly, Jennifer said high-performing marketing outreach has become more relevant and targeted. Of course, this is a reversal of the traditional marketing funnel, wherein awareness starts broad before becoming more personalized based on ideal customer profiles (ICPs) and first-party data. Now, Jennifer said customers are more interested in being wooed by a library of relevant, engaging content at the outset.

But doesn’t that go against prevailing knowledge about society’s increasing attention deficit? According to Jennifer, it’s not about buyers’ lack of attention but their distaste for non-relevant content.

“There isn’t a deficit to go and sit and watch a three-hour movie… so it’s not really an attention deficit. I think it’s a time deficit,” said Jennifer. “It’s more about how you engage with [your audience]. And so if we’re thinking about B2B buyers, [content] doesn’t need to be short. It can be a product demo, but it’s something that’s actually giving tailored, personalized and valuable information. So maybe it’s a product update, but what does that mean?… Can you have a customer come in and talk about it? Can you add interactivity into the video?”

To listen to more of Jennifer’s insights, listen to Episode 341 of SaaS Half Full.

The Subjectivity of SaaS M&A, with Thomas Smale, FE International

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When looking to exit through acquisition, what makes one SaaS company stand out from the others? The answer is… nothing definitively. It’s all subjective, according to Thomas Smale, CEO and Founder of FE International, an M&A advisory firm.

In this episode, Thomas and Lindsey discuss the benefits and drawbacks of a strong founder brand, common mistakes he sees companies make when positioning for an exit (like cutting the wrong expenses) and the “analysis paralysis” that prevents buyers from making an offer.

No two buyers are the same

When considering which organizational strengths to tout, Thomas said it’s important to remember different buyers will have various perspectives on the same information. Even objectively positive metrics — like a low churn rate — may negatively impact a company’s purchasing chances, depending on the buyer’s preferences.

“Generally, buyers are all the same. But at the same time, they’re all different. So, everyone wants to buy a successful business that will do well,” said Thomas. “If you showed 100 people exactly the same business… you’re going to get 30 people that hate it, 30 people that love it [and] 40 people who are somewhat indifferent. Everyone will spot different things.”

For example, a strong founder brand can be a boon or detriment during the M&A process. Some buyers may view strong founder association as a positive because it suggests that loyal consumers appreciate the brand’s image. However, other possible buyers will see a strong founder brand as a crutch that prevents company success without a specific individual’s presence.

That being said, Thomas cautioned it’s still important to foster pro-founder sentiment, especially in the age of social media. After all, founder exposure = brand exposure.

The real takeaway? When eyeing exit or acquisition, it’s vital to prioritize volume over direct targeting initiatives. It’s not about finding 50 buyers who want to purchase your company for $50 million; it’s about finding the one buyer who will give you $60 million.

Approaching exit? Keep your foot on the gas

It’s a story founders know well: earnings season is coming, but revenue is down. To drum up “operational efficiency,” many companies turn to layoffs, often in essential departments like operations, development and marketing. But these cost-cutting measures often backfire — and in the long run, they’ll bite your company in the S(aaS).

According to Thomas, companies should keep their momentum while eyeing exit or purchase. That means keeping essential product development and sales initiatives intact. Otherwise, buyers may view the company as non-operational, which hurts valuations.

“In almost any SaaS or software company, if you’re not continuously developing your software, you will fall behind. There’ll be someone new that comes along, and they will just beat you. So you might… look better for a few months, but medium-term, [excessive budget cuts] are not going to work,” said Thomas.

Buyers, don’t get caught in a decision loop

Generally speaking, buyers shouldn’t purchase the first company they come across. But Thomas mentioned many first-time buyers dread miscalculating so much that they spend years assessing their options and inevitably getting “analysis paralysis.”

Thomas reminded listeners that a perfectly operating but underpriced company is hard to come by. Buyers should consider the mathematical justification of buying a company they’re excited about, even if the price isn’t ultimately right.

“[You could] find a business you like and slightly overpay for it — or pay more than you wanted — but buy it today. Or, [you could] wait an entire year with that money just sitting in the bank and buy a business below market value. By the time you’ve owned that first business for a year, you’ve probably made more than enough money to offset what you overpaid in the first place,” said Thomas.

To listen to more of Thomas’ insights, listen to Episode 340 of SaaS Half Full.

SaaS Half Full Wrapped: Best of 2022

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You didn’t expect us to skip an opportunity to do a SaaS Half Full Wrapped, right? From Mom Water to margaritas, our host, Lindsey Groepper, sat down and shared a drink with 16 guests in 2022 to discuss topics that impact B2B SaaS marketers – like marketing’s role in risk and compliance and achieving CMO and CFO alignment.

Here we break down the top five most downloaded episodes of 2022. So grab a drink, sit back and relax as we take a trip down memory lane.

#5 Achieving CMO and CFO Alignment with Avnita Gulati, Visa

On the show, we talked with Avnita Gulati, senior director of global marketing strategy and operations at Visa, who explained how the relationship between a CMO and CFO is about educating them on how marketing functions and creating a common vocabulary with your CFO for success.

#4 Marketing’s Role in Risk and Compliance with Gina Hortatsos, LogicGate

Discussing a topic that marketers often overlook, Gina Hortatsos, CMO at LogicGate, came on the show to discuss why risk and compliance should be an organization-wide initiative. Instead of having this discussion once a year, Gina makes the case of why risk and compliance need to be proactive conversations with marketers at the table.

#3 Getting the Most Out of Your PR Agency Relationship with Kimberly Jefferson, BLASTmedia

Ever felt ‘meh’ or OK about the relationship between you and your PR agency? Connecting with one of our very own, Kimberly Jefferson, executive vice president at BLASTmedia, shared what it takes for a PR agency relationship to go from good to great and what to consider when working with a PR agency.

#2 Your First 30 Days as CMO with Rashmi Vittal, Productiv

Go on a podcast in your first 60 days as a CMO? While that may seem daunting, that’s exactly what Rashmi Vittal, CMO at Productiv, did on SaaS Half Full to discuss her first 30 days at Productiv. She goes into detail about what are the things CMOs should do immediately when joining a new company.

#1 Breaking Up with B2B Marketing Strategies with Justin Keller, Drift

*Insert air horns here* Coming in at #1 for 2022 is Justin Keller, vice president of revenue marketing at Drift. In our top episode of the year, Justin threw shade at B2B marketers; say what? Yes, he came on the show to challenge B2B marketers to go from boring and traditional to think more like a consumer marketers to switch things up for success.

Whew, we made it. Thanks again to all of our guests and listeners. Whether you like cocktails or mocktails, if you’d like to try any of our guests’ drinks featured on the podcast, visit Shaker and Spoon.

Interested in being on the show? Drop us a line here. Otherwise, keep an eye out for the new season of SaaS Half Full, dropping in January 2023.