Pendo's early growth: building a distinctive brand, creating inbound demand and raising win rates through positioning
Eric Boduch · Revcast
Published September 6, 2024Explore the lesson. Sign in to access the slide download.
Eric Boduch reflects on Pendo’s early markets and growth. He discusses building a recognizable brand, generating inbound demand, and improving win rates through product marketing, messaging, and positioning.
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“the full story of pendo what he's doing now today please help me welcome to the stage Eric bodok from [Applause] [Music] pendo you almost missed that shot iass the trash shot in the corner he almost Miss left hand was my off hand well we're thrilled you're here because we had your partner in crime Todd I guess two years ago and got a great story from him and I said Todd I”
“live there I was a remote founder for a while they were our biggest market for a period of time and that quickly changed but it was like you know it's just funny how that starts like where you get those first customers um and then righ pass them and then uh you know soon Boston New York and then San Francisco and it all kind of started to look like SAS distribution but Pittsburgh was a big market for us huge and now look I don't want to spend the next n9ine minutes grilling Eric on how he's goin”
“going into brand sorry brand yeah there's a lot of money going into brand and we started brand early there's great benefits to brand from a standpoint of like it people start identifying you and they're thinking about the problem and and they reach out to you so it drives a lot of inbounds we did bought a conference bought a conference we branded a color that was something we did early pink you know everyone thought of pendo and pink we'd get people going to conferences we weren't even at and th”
“marketing like in product marketing messaging positioning go to market enable M uh ends up being like in deals right there's a limited number of deals and you want to win all of them right and you're not going to win all of them you're going to lose some of your competition but changing that win rate because you're messaging and positioning well against your competition what is that for pendo who's your biggest competitor at pendo it varied from time to time was generally walkme okay so give me”
“Our Revenue Growth”
“The Zero Interest Rate Era has Ended”
“How many sellers do I need to hit plan?”
“Winners Will Adapt to the New Normal”
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11 passages
SaaSOpen, September 2024 How We Built Revenue Orgs That Broke $100M ARR ….& Why it Won't Work Now! Eric Boduch CEO, 24 and Up Founder, Revcast
The ARR chart rises from $1.10 million in 2015 to $100.00 million by July 2021. Growth accelerates after 2017, passing $50.00 million in 2019.
Our Revenue Growth
A photographed check payable to Pendo accompanies the “first customer” milestone. The image makes the early sale tangible without exposing the obscured account details.
… The first customer
The results table highlights 1,272 webinar leads against 300 expected, at $5 per lead. Social spending produced a weaker pipeline-to-spend ratio of 3, while the total row shows $40 per lead.
The slide argues that the zero interest rate era has ended, so growth must come with efficiency. It says capital spending can no longer hide fundamental inefficiencies.
The Zero Interest Rate Era has Ended Growth plus efficiency is a requirement Fundamental inefficiencies can not be hidden with capital spend because money is not free
In the post-zero interest rate era, companies need a different approach to go-to-market operations. Strong planning and agile optimization are presented as a competitive advantage.
In the Post-Zero Interest Rate Era Companies must approach GTM operations differently Being world class in GTM planning and agile optimization becomes a competitive advantage
The framework links planning assumptions and resource needs to execution checks on ramp, hiring, and pipeline, then to optimization when results diverge. Together, the questions show how teams can adjust plans and resources as conditions change.
Optimize How many sellers do I need to hit plan? How much pipeline do I need to generate? What are my assumptions for ramp, pipeline coverage and quota attainment? What will it cost to hit plan? How can I easily model and compare different annual plans? Are my plan assumptions holding true? Ramp? Quota? Attainment? How have results impacted my ability to hit my annual number? Is my hiring on track to meet my needs? How is pipeline generation pacing for next quarter? The rest of the year? What are my opportunities toexceed plan? Do I see where I am deviating from my key assumptions? How do I quickly shift resources to segments that are crushing it? Can I identify where segments are struggling and fix the issues? Am I able to maximize the use of talent acquisition and marketing resources? Can I identify macro issues and be agile enough to adjust to them? GTM Must Optimize Every $1 Plan Execute
The slide says companies that adapt will establish planning foundations through best practices, benchmarks, assumptions, and guardrails.
Winners Will Adapt to the New Normal They will establish better foundational planning via: Best Practices Benchmarks Assumptions Guardrails
Positioning, messaging, and go-to-market enablement, including product marketing, are presented as difficult but strategic disciplines that separate success from failure.
How do World-Class Companies Win? Positioning Messaging GTM Enablement It's strategic. It's really hard to do. But it's the difference between success vs failure. They are better than everyone else at: (i.e. Product Marketing) H O T T A K E
The Q4 snapshot shows more competitive deals won than in Q3, while the notes say 20 of 49 wins had no documented competition. It also flags positioning and training as useful, with price affecting a subset of opportunities.
Boduch closes by thanking the audience and identifying his leadership roles. The final card invites attendees to contact him.
SaaSOpen, September 2024 Thank you! [redacted email] Eric Boduch CEO, 24 and Up Founder, Revcast