I've included below much of how I approach Product-Led Growth, Acquisition, Growth and Product-Led Sales strategies, but I just couldn't possibly fit everything in here.
Need help digesting all the information? Want to dive into the details together?
Let's meet and uncover free, tailored, quick wins you can apply tomorrow.
Selling to your end-users is one of the principal foundations of PLG.
Classic sales cycles used to focus on the buyer persona, but today end-users play a prominent role in companies' purchasing decisions. End-users try out products and use them increasingly, eventually influencing purchasing decisions by pointing their managers to what software to buy.
But there can be exceptions.
For example, managers looking to increase the productivity of their teams will search for and discover software online. Having discovered a self-serve product, they will want to try it out themselves, even if their team eventually use it.
Since management decides on the product and dictates it downwards, this buyer journey is similar to a top-down sales cycle.
In this case, the target audience and the end-users are not one and the same.
That's OK if you know the implications and address them accordingly.
A classic top-down SLG motion would work well in this scenario, but a sales team isn’t as scalable as well as PLG.
A creative solution would be to use PLG as a scalable distribution strategy and then a sales team to monetize and seal the deal.
This is a tricky scenario with broad implications on the buyer and the end-user journeys, e.g., marketing messaging, product messaging, onboarding journeys for multiple personas, etc.
For example:
To uncover unknown unknowns, look beyond the end-user.
Broaden the net by identifying who your evaluators and buyer influencers are.
The strongest position you can be in is when both your end-users and their managers understand how they can benefit from your product.
End-users will enjoy creating and extracting value, and their managers will enjoy increased productivity, efficiency, and business outcomes.
When just the end-users get your value proposition, a buy-in from their managers might be challenging, making it tougher and longer to close a deal and purchase a subscription.
When just managers get your value proposition, it might be better to utilize a Sales-Led GTM (see question 1 for more details)
At the same time, Product-Led Growth layered with a Product-Led Sales strategy could be beneficial.
“If you build it, they will come”, right? 🤣
Product-Led Growth is built on the premise that your target audience is actively seeking a solution to their pains and needs.
How do you know if your target audience is actively looking to solve a pain your product solves? Research, of course.
But what if you discover that your target audience is not engaged in finding a solution to their pains?
That could mean a few things.
If your target audience isn’t coming to you, you need to go to them, reach out to them, and well, Product-Led Growth may not be for you.
Put some elbow grease into it, build a well-oiled Sales org, go forth and prosper.
Speaking with salespeople is something some audiences deeply dislike, while others enjoy.
That’s the magic of personas.
If your target audience yearns for a personal relationship with salespeople, who can guide and advise them on matters broader than the sales process itself, then PLG is most probably not the way to go.
Having said that, there are PLG-inspired products you can build specifically for these audiences to help quicken sales cycles, increase sales and revenue, increase brand awareness, and increase user trust.
Developers are a great example of an audience that dislikes engaging with sales.
What can I say, developers don’t take sh*t from anyone. They see through Sales and Marketing fluff and will probably call you on it.
If your target audience is developers, consider selling to them how they like to be sold to. Without salespeople. Use PLG.
An example of an audience that loves the concept of dining with salespeople is CISOs. In the efforts to close the deal, Sales reps provide value to CISOs, whether they are customers or prospects, by discussing cybersecurity industry trends.
If your audience loves being sold through a Sales rep, do that.
Some audiences don’t care that their company decided they should use a particular product and will use a product of their choosing. It could be a free self-serve product or a product they even paid for themselves.
Rebellious users vary in many characteristics, such as job role, age, country, culture, etc.
Keep this in mind as you plan your go-to-market strategy since it could play in your favor or against you.
Leveraging it in your favor can include:
But also note that using a PLG motion can result in a high churn rate for precisely the same reason.
A two-pronged attack always works best; bottom-up with Product-Led Growth and top-down with Product-Led Sales.
Use PLG for a bottom-up motion to land, gradually increasing product usage, and then swoop in with the PLS top-down motion to seal the deal.
Your end-users are your champions. Once they find a product they like and start using it frequently, they’re more likely to invite their colleagues and expand usage within the organization.
But can you trust them to convince their managers to seal the deal and purchase your product?
It could become increasingly difficult, especially if the company uses a competitor product.
Furthermore, the purchasing decision process gets complicated as companies grow larger and more stakeholders are involved.
Can your champions handle the heat?
When political power is the topic at hand, once again, a two-pronged attack will help; bottom-up with Product-Led Growth and top-down with Product-Led Sales. See question 6.
Regardless of the GTM motion you choose, empowering your champions is key.
A user signing up to try a PLG product wishes to have their time respected and desires to understand the product as fast as humanly possible.
Generally, products using PLG GTMs are easier to understand and use compared to products using SLG GTMs. And that makes sense.
Customer Support or Sales representatives of SLG products will always be there to bridge the UX gap.
As a result, Product Management will not prioritize delivering a sleek UX as they would for a PLG product.
It’s just how the world works.
Product-Led products are built with a “tech-touch” approach, which means we leverage tech to replace human interaction.
That’s why PLG company expenses on Engineering and Product are higher than those at SLG companies. It takes much effort to provide a coherent, streamlined user experience from the moment a user signs up and throughout the product.
That’s also why complex products aren’t a good fit for Product-Led Growth unless you can find a way to simplify it. This can be challenging to do with innovative products. See question 12.
Products requiring a complicated or lengthy setup introduce a challenge for a PLG motion.
Users who sign up are rightfully impatient; they have a lot on their plate, their day to get through, colleagues to meet, and customers of their own to serve.
Unless you gear your product to help users achieve their goals ASAP, they will search elsewhere.
PLG is here to help users decide whether they should use and buy your product as quickly as possible.
The way I look at it, PLG respects people's time. One of PLG's most valuable metrics is time-to-value since it helps us measure how quickly users realize product value, which translates to time-to-conversion.
Perfecting a tech-touch self-served onboarding journey with an efficient time-to-value takes months or even years.
Atlassian, one of the first Product-Led leaders, understands this well. Setting up products like Jira is not simple.
To overcome this challenge, Atlassian:
Some products aren't ready to be self-served.
If you can simplify them to decrease the time-to-value, do it. See question 8.
But if that isn't possible, you'll need to hire a team (e.g., onboarding specialists, sales, customer success, etc.) that helps see your audience through.
Even if your target audience is the end-user, sometimes there may be hurdles to experience the product.
Let’s take Amplitude, for example. To experience Amplitude, a developer must implement a few Javascript snippets in the right places to start sending event data.
Let’s observe the internal process in which this would transpire.
This could take weeks.
To overcome this challenge, Amplitude uses several tactics, one of which is a demo environment to play around with until Engineering implements the snippets.
Another great example is Slack apps that are self-serve but require an admin to approve.
These real-life scenarios constitute obstacles on the journey toward value realization.
To implement the right tactics, like Amplitude’s demo environment, it’s critical to first identify obstacles.
These challenges aren’t as severe with SLG motions as with PLG motions.
Customer Support or Sales representatives of SLG products will always be there to bridge the UX gap. See question 8.
The inherent nature of innovative products is that they often need help understanding.
While they serve real user needs, they demand market education
This means your TAM will grow, and your product will gain traction over time as more potential users realize the need.
Building a self-serve product with the lowest possible time-to-value is challenging enough for products in well-known and well-understood markets and categories.
Building onboarding journeys that bridge market education gaps is practically impossible.
Depending on the level of innovation and the level of required market education, there may be better fits than PLG, but rather SLG.
It’s natural for businesses to wish to speak with a salesperson as deal sizes rise.
A PLG self-serve motion is most likely to succeed with low annual contract values.
Having said that, did you know you could pay for any of Atlassian’s products online regardless of the deal size, which could reach $500,000?
Go ahead, try it out yourself.
Atlassian has been fully committed to Product-Led Growth since day one, and its shows.
While there are price-related friction points, Atlassian has proven that there is always a way to overcome them.
I've included below much of how I approach Product-Led Growth, Acquisition, Growth and Product-Led Sales strategies, but I just couldn't possibly fit everything in here.
Need help digesting all the information? Want to dive into further details?
Book some time with me and let's chat!
As much as I am passionate about PLG, I don't think everyone should be doing PLG.
My clients can attest that our engagements always begin with the question "why did you choose PLG?".
Choosing Product-Led Growth as your go-to-market strategy is a tough call, especially in today's market.
Some companies NEED to leverage Product-Led Growth.
Some companies SHOULD leverage Product-Led Growth.
Some companies can ADD Product-Led Growth-ish capabilities to complement existing Sales motions.
Finally, some companies should STEER AWAY from Product-Led Growth.
Choosing Product-Led Growth as your go-to-market strategy is a tough call, especially in this market.
Let's dive in!
Selling to your end-users is one of the principal foundations of PLG.
Classic sales cycles used to focus on the buyer persona, but today end-users play a prominent role in companies' purchasing decisions. End-users try out products and use them increasingly, eventually influencing purchasing decisions by pointing their managers to what software to buy.
But there can be exceptions.
For example, managers looking to increase the productivity of their teams will search for and discover software online. Having discovered a self-serve product, they will want to try it out themselves, even if their team eventually use it.
Since management decides on the product and dictates it downwards, this buyer journey is similar to a top-down sales cycle.
In this case, the target audience and the end-users are not one and the same.
That's OK if you know the implications and address them accordingly.
A classic top-down SLG motion would work well in this scenario, but a sales team isn’t as scalable as well as PLG.
A creative solution would be to use PLG as a scalable distribution strategy and then a sales team to monetize and seal the deal.
This is a tricky scenario with broad implications on the buyer and the end-user journeys, e.g., marketing messaging, product messaging, onboarding journeys for multiple personas, etc.
For example:
To uncover unknown unknowns, look beyond the end-user.
Broaden the net by identifying who your evaluators and buyer influencers are.
The strongest position you can be in is when both your end-users and their managers understand how they can benefit from your product.
End-users will enjoy creating and extracting value, and their managers will enjoy increased productivity, efficiency, and business outcomes.
When just the end-users get your value proposition, a buy-in from their managers might be challenging, making it tougher and longer to close a deal and purchase a subscription.
When just managers get your value proposition, it might be better to utilize a Sales-Led GTM (see question 1 for more details)
At the same time, Product-Led Growth layered with a Product-Led Sales strategy could be beneficial.
“If you build it, they will come”, right? 🤣
Product-Led Growth is built on the premise that your target audience is actively seeking a solution to their pains and needs.
How do you know if your target audience is actively looking to solve a pain your product solves? Research, of course.
But what if you discover that your target audience is not engaged in finding a solution to their pains?
That could mean a few things.
If your target audience isn’t coming to you, you need to go to them, reach out to them, and well, Product-Led Growth may not be for you.
Put some elbow grease into it, build a well-oiled Sales org, go forth and prosper.
Speaking with salespeople is something some audiences deeply dislike, while others enjoy.
That’s the magic of personas.
If your target audience yearns for a personal relationship with salespeople, who can guide and advise them on matters broader than the sales process itself, then PLG is most probably not the way to go.
Having said that, there are PLG-inspired products you can build specifically for these audiences to help quicken sales cycles, increase sales and revenue, increase brand awareness, and increase user trust.
Developers are a great example of an audience that dislikes engaging with sales.
What can I say, developers don’t take sh*t from anyone. They see through Sales and Marketing fluff and will probably call you on it.
If your target audience is developers, consider selling to them how they like to be sold to. Without salespeople. Use PLG.
An example of an audience that loves the concept of dining with salespeople is CISOs. In the efforts to close the deal, Sales reps provide value to CISOs, whether they are customers or prospects, by discussing cybersecurity industry trends.
If your audience loves being sold through a Sales rep, do that.
Some audiences don’t care that their company decided they should use a particular product and will use a product of their choosing. It could be a free self-serve product or a product they even paid for themselves.
Rebellious users vary in many characteristics, such as job role, age, country, culture, etc.
Keep this in mind as you plan your go-to-market strategy since it could play in your favor or against you.
Leveraging it in your favor can include:
But also note that using a PLG motion can result in a high churn rate for precisely the same reason.
A two-pronged attack always works best; bottom-up with Product-Led Growth and top-down with Product-Led Sales.
Use PLG for a bottom-up motion to land, gradually increasing product usage, and then swoop in with the PLS top-down motion to seal the deal.
Your end-users are your champions. Once they find a product they like and start using it frequently, they’re more likely to invite their colleagues and expand usage within the organization.
But can you trust them to convince their managers to seal the deal and purchase your product?
It could become increasingly difficult, especially if the company uses a competitor product.
Furthermore, the purchasing decision process gets complicated as companies grow larger and more stakeholders are involved.
Can your champions handle the heat?
When political power is the topic at hand, once again, a two-pronged attack will help; bottom-up with Product-Led Growth and top-down with Product-Led Sales. See question 6.
Regardless of the GTM motion you choose, empowering your champions is key.
A user signing up to try a PLG product wishes to have their time respected and desires to understand the product as fast as humanly possible.
Generally, products using PLG GTMs are easier to understand and use compared to products using SLG GTMs. And that makes sense.
Customer Support or Sales representatives of SLG products will always be there to bridge the UX gap.
As a result, Product Management will not prioritize delivering a sleek UX as they would for a PLG product.
It’s just how the world works.
Product-Led products are built with a “tech-touch” approach, which means we leverage tech to replace human interaction.
That’s why PLG company expenses on Engineering and Product are higher than those at SLG companies. It takes much effort to provide a coherent, streamlined user experience from the moment a user signs up and throughout the product.
That’s also why complex products aren’t a good fit for Product-Led Growth unless you can find a way to simplify it. This can be challenging to do with innovative products. See question 12.
Products requiring a complicated or lengthy setup introduce a challenge for a PLG motion.
Users who sign up are rightfully impatient; they have a lot on their plate, their day to get through, colleagues to meet, and customers of their own to serve.
Unless you gear your product to help users achieve their goals ASAP, they will search elsewhere.
PLG is here to help users decide whether they should use and buy your product as quickly as possible.
The way I look at it, PLG respects people's time. One of PLG's most valuable metrics is time-to-value since it helps us measure how quickly users realize product value, which translates to time-to-conversion.
Perfecting a tech-touch self-served onboarding journey with an efficient time-to-value takes months or even years.
Atlassian, one of the first Product-Led leaders, understands this well. Setting up products like Jira is not simple.
To overcome this challenge, Atlassian:
Some products aren't ready to be self-served.
If you can simplify them to decrease the time-to-value, do it. See question 8.
But if that isn't possible, you'll need to hire a team (e.g., onboarding specialists, sales, customer success, etc.) that helps see your audience through.
Even if your target audience is the end-user, sometimes there may be hurdles to experience the product.
Let’s take Amplitude, for example. To experience Amplitude, a developer must implement a few Javascript snippets in the right places to start sending event data.
Let’s observe the internal process in which this would transpire.
This could take weeks.
To overcome this challenge, Amplitude uses several tactics, one of which is a demo environment to play around with until Engineering implements the snippets.
Another great example is Slack apps that are self-serve but require an admin to approve.
These real-life scenarios constitute obstacles on the journey toward value realization.
To implement the right tactics, like Amplitude’s demo environment, it’s critical to first identify obstacles.
These challenges aren’t as severe with SLG motions as with PLG motions.
Customer Support or Sales representatives of SLG products will always be there to bridge the UX gap. See question 8.
It’s natural for businesses to wish to speak with a salesperson as deal sizes rise.
A PLG self-serve motion is most likely to succeed with low annual contract values.
Having said that, did you know you could pay for any of Atlassian’s products online regardless of the deal size, which could reach $500,000?
Go ahead, try it out yourself.
Atlassian has been fully committed to Product-Led Growth since day one, and its shows.
While there are price-related friction points, Atlassian has proven that there is always a way to overcome them.
The inherent nature of innovative products is that they often need help understanding.
While they serve real user needs, they demand market education
This means your TAM will grow, and your product will gain traction over time as more potential users realize the need.
Building a self-serve product with the lowest possible time-to-value is challenging enough for products in well-known and well-understood markets and categories.
Building onboarding journeys that bridge market education gaps is practically impossible.
Depending on the level of innovation and the level of required market education, there may be better fits than PLG, but rather SLG.
Now that you've completed the first step in understanding whether PLG is right for you, your product, and your company, let's dive into the details!
I've included much of how I approach Product-Led Growth, Acquisition, Growth and Product-Led Sales strategies, but I just couldn't possibly fit everything in here.
Need help digesting all the information? Want to dive into further details?
Book some time with me and let's chat!
As much as I am passionate about PLG, I don't think everyone should be doing PLG.
My clients can attest that our engagements always begin with the question "why did you choose PLG?".
Choosing Product-Led Growth as your go-to-market strategy is a tough call, especially in today's market.
Some companies NEED to leverage Product-Led Growth.
Some companies SHOULD leverage Product-Led Growth.
Some companies can ADD Product-Led Growth-ish capabilities to complement existing Sales motions.
Finally, some companies should STEER AWAY from Product-Led Growth.
Choosing Product-Led Growth as your go-to-market strategy is a tough call, especially in this market.
Let's dive in!
Selling to your end-users is one of the principal foundations of PLG.
Classic sales cycles used to focus on the buyer, but today end-users play a prominent role in companies' purchasing decisions. End-users try out products and use them increasingly, eventually influencing purchasing decisions by pointing their managers to what software to buy.
But there can be exceptions.
For example, managers looking to increase the productivity of their teams will search for and discover software online. Having discovered a self-serve product, they will want to try it out themselves, even if their team eventually use it.
Since management decides on the product and dictates it downwards, this buyer journey is similar to a top-down sales cycle.
In this case, the target audience and the end-users are not one and the same.
That's OK if you know the implications and address them accordingly.
A classic top-down SLG motion would work well in this scenario, but its distribution wouldn't scale as well as PLG.
This is a tricky scenario with many implications, e.g., marketing messaging, product messaging, user journey, etc.
For example:
To uncover unknown unknowns, look beyond the end-user.
Broaden the net by identifying who your evaluators are.
The strongest position you can be in is when both your end-users and their managers get your value proposition.
End-users will enjoy extracting value, and their managers will enjoy increased productivity, efficiency, and business outcomes.
When just the end-users get your value proposition, a buy-in from their managers might be challenging, making it tougher and longer to close a deal and purchase a subscription.
When just managers get your value proposition, it might be better to utilize a Sales-Led GTM (see question 1 for more details)
At the same time, Product-Led Growth layered with a Product-Led Sales strategy could be beneficial.
“If you build it, they will come”, right? 🤣
Product-Led Growth is built on the premise that your target audience is actively seeking a solution to their pains and needs.
How do you know if your target audience is actively looking to solve a pain your product solves? Research, of course.
But what if you discover that your target audience is not engaged in finding a solution to their pains?
That could mean a few things.
If your target audience isn’t coming to you, you need to go to them, reach out to them, and well, Product-Led Growth may not be for you.
Put some elbow grease into it, build a well-oiled Sales org, go forth and prosper.
Speaking with salespeople is something some audiences deeply dislike, while others enjoy.
That’s the magic of personas.
If your target audience yearns for a personal relationship with salespeople, who can guide and advise them on matters broader than the sales process itself, then PLG is most probably not the way to go.
Having said that, there are PLG-inspired products you can build specifically for these audiences to help quicken sales cycles, increase sales and revenue, increase brand awareness, and increase user trust.
Developers are a great example of an audience that dislikes engaging with sales.
What can I say, developers don’t take sh*t from anyone. They see through Sales and Marketing fluff and will probably call you on it.
If your target audience is developers, consider selling to them how they like to be sold to. Without salespeople. Use PLG.
An example of an audience that loves the concept of dining with salespeople is CISOs. In the efforts to close the deal, Sales reps provide value to CISOs, whether they are customers or prospects, by discussing cybersecurity industry trends.
If your audience loves being sold through a Sales rep, do that.
Some audiences don’t care that their company decided they should use a particular product and will use a product of their choosing. It could be a free self-serve product or a product they even paid for themselves.
Rebellious users vary in many characteristics, such as job role, age, country, culture, etc.
Keep this in mind as you plan your go-to-market strategy since it could play in your favor or against you.
Leveraging it in your favor can include:
But also note that using a PLG motion can result in a high churn rate for precisely the same reason.
A two-pronged attack always works best; bottom-up with Product-Led Growth and top-down with Product-Led Sales.
Use PLG for a bottom-up motion to land, gradually increasing product usage, and then swoop in with the PLS top-down motion to seal the deal.
Your end-users are your champions. Once they find a product they like and start using it frequently, they’re more likely to invite their colleagues and expand usage within the organization.
But can you trust them to convince their managers to seal the deal and purchase your product?
It could become increasingly difficult, especially if the company uses a competitor product.
Furthermore, the purchasing decision process gets complicated as companies grow larger and more stakeholders are involved.
Can your champions handle the heat?
When political power is the topic at hand, once again, a two-pronged attack will help; bottom-up with Product-Led Growth and top-down with Product-Led Sales. See question 7.
Regardless of the GTM motion you choose, empowering your champions is key.
A user signing up to try a PLG product wishes to have their time respected and desires to understand the product as fast as humanly possible.
Generally, products using PLG GTMs are easier to understand and use compared to products using SLG GTMs. And that makes sense.
Customer Support or Sales representatives of SLG products will always be there to bridge the UX gap.
As a result, Product Management will not prioritize delivering a sleek UX as they would for a PLG product.
It’s just how the world works.
Product-Led products are built with a “tech-touch” approach, which means we leverage tech to replace human interaction.
That’s why PLG company expenses on Engineering and Product are higher than those at SLG companies. It takes much effort to provide a coherent, streamlined user experience from the moment a user signs up and throughout the product.
That’s also why complex products aren’t a good fit for Product-Led Growth unless you can find a way to simplify it. This can be challenging to do with innovative products. See question 14.
Some products aren’t meant to be used on an ongoing or frequent basis, and that’s OK.
Using PLG with freemium/trial might mean you’d be giving away too much
On the other hand, using SLG might mean you’d have to increase the price substantially.
To understand what would work for your product, research the competitive landscape, understand the pricing dynamics and your target audience’s willingness to pay.
Products requiring a complicated or lengthy setup introduce a challenge for a PLG motion.
Users who sign up are rightfully impatient; they have a lot on their plate, their day to get through, colleagues to meet, and customers of their own to serve.
Unless you gear your product to help users achieve their goals ASAP, they will search elsewhere.
PLG is here to help users decide whether they should use your product as quickly as possible.
The way I look at it, PLG respects people's time. One of PLG's most valuable metrics is time-to-value since it helps us measure how quickly users realize product value.
Perfecting a tech-touch self-served onboarding journey with an efficient time-to-value takes months or even years.
Atlassian, one of the first Product-Led leaders, understands this well. Setting up products like Jira is not simple.
To overcome this challenge, Atlassian:
Some products aren't ready to be self-served.
If you can simplify them to decrease the time-to-value, do it. See question 8.
But if that isn't possible, you'll need to hire a team (e.g., onboarding specialists, sales, customer success, etc.) that helps see your audience through.
Even if your target audience is the end-user, sometimes there may be hurdles to experience the product.
Let’s take Amplitude, for example. To experience Amplitude, a developer must implement a few Javascript snippets in the right places to start sending event data.
Let’s observe the internal process in which this would transpire.
This could take weeks.
To overcome this challenge, Amplitude uses several tactics, one of which is a demo environment to play around with until Engineering implements the snippets.
Another great example is Slack apps that are self-serve but require an admin to approve.
These real-life scenarios constitute obstacles on the journey toward value realization.
To implement the right tactics, like Amplitude’s demo environment, it’s critical to first identify obstacles.
These challenges aren’t as severe with SLG motions as with PLG motions.
Customer Support or Sales representatives of SLG products will always be there to bridge the UX gap. See question 8.
t is a common misconception that a PLG motion demands leveraging network effects as a growth strategy. Another common misconception fuels it: in a PLG motion, the CAC equals zero.
While network effects are not a must, the vast majority of the most successful PLG companies inherently leverage strong network effects.
Expansion becomes much more accessible in PLG products that leverage network effects, but there are outliers like Calendly.
While Calendly doesn’t leverage network effects, they are highly successful at leveraging Growth Loops.
It’s natural for businesses to wish to speak with a salesperson as deal sizes rise.
A PLG motion is most likely to succeed with low annual contract values.
Having said that, did you know you could pay for any of Atlassian’s products online regardless of the deal size, which could reach $500,000?
Go ahead, try it out yourself.
Atlassian has been fully committed to Product-Led Growth since day one, and its shows.
While there are price-related friction points, Atlassian has proven that there is always a way to overcome them.
The inherent nature of innovative products is that they often need help understanding.
While they serve real user needs, they demand market education
This means your TAM will grow, and your product will gain traction over time as more potential users realize the need.
Building a self-serve product with the lowest possible time-to-value is challenging enough for products in well-known and well-understood markets and categories.
Building onboarding journeys that bridge market education gaps is practically impossible.
Depending on the level of innovation and the level of required market education, there may be better fits than PLG, but rather SLG.
Building a company on a Product-Led Growth go-to-market strategy takes time to gain real traction.
A few of the reasons are that you need:
Not all founders have the persistence, perseverance, patience, and resilience for a few years to pass until they hit substantial revenue.
Ask yourself – am I a PLG founder?
התחיל בתור בלוג, הצמיח לו פודקאסט, המשיך עם מיטאפים, וכיום שירות קצה לקצה לאסטרטגיות וטקטיקות מוצר.
As you may have noticed, Everything Product is primarily in Hebrew.
That's because I mostly cater to the Israeli Startup Nation.
Luckily, English is my mother tongue.
Don't speak Hebrew? No worries!
Book a time and let's find out if Product-Led Growth can work for you (in English 😉).