Key Points:

• Peter talks about how Databox has pivoted its business model to target a more sustainable market (00:56)
• Peter discusses how the company is targeting marketers, but open to find new SaaS revenue streams (02:36)
• I give my thoughts on Peter's strategy of not niching down (04:38)
• Peter gives his thoughts on trying to find the right mix of investment in search and content-based acquisition (05:34)
• I give my thoughts on causality, complexity science, and businesses working in a complicated ecosystem, with a clip from Steven Levitt and Freakonomics (08:37)
• Peter talks about content strategy how Databox grew its domain ranking with only a small marketing team, by pulling in expert contributions to contribute to blog posts in exchange for links (11:01)
• I give my thoughts on mental availability, with a clip from Byron Sharp (14:32)
• Peter talks about how they function as a bootstrapped company, even though they are VC funded (15:42)
• I question Peter on their plans to disrupt the business analytics industry, and he shares Databox long-term strategic goals (17:11)
• Peter discusses how focusing on a freemium plan helps their business by being an attractive offer, and functioning as a learning tool for clients (18:51)
• I give my thoughts on self-serve freemium as an offer with a clip from Patrick Campbell of Profitwell (21:05)
• Peter talks about their strategy of building the product, and the company, one block at a time (24:00)
• I give my thoughts on increasing customer value footprint (26:11)
• Peter gives his thoughts on informing the product roadmap with customer feedback (27:49)
• Peter discusses Databox's long-term competitive strategy, and how they plan to stay ahead of the competition (31:26)
• I give my thoughts on building a product around APIs and integrations, with a clip from Neha Sampat, CEO of ContentStack (32:47)
• Peter talks about moats, and how they are maintaining and building their competitive advantage (33:41)
• Wrap up (34:59)

Mentioned:
Hubspot
Monday.com
ActiveCampaign
SEMrush
Constant Contact
Mailchimp
Wistia
Marketo
Salesforce
Hotjar

My Links:
Twitter
LinkedIn
Website
Wynter
Speero
CXL

Key Points:

• Jonathan talks about how and why he founded KlientBoost (01:14)
• Jonathan discusses the company's original plan for growing by building their brand (02:43)
• Jonathan gives his thoughts on how they differentiate themselves from other agencies with their design, their many published case studies, and their consistency in everything they do (03:20)
• I give my thoughts on consistency and word-of-mouth strategy (05:24)
• Jonathan talks about lead sources, and how most of it isn't directly trackable or attributable (06:26)
• Jonathan discusses maintaining quality control on their MQLs so that they only go after the best leads.
• I give my thoughts on making an offer that potential clients can't turn down in order to get them to sign up (09:08)
• Jonathan talks about how turning around their operations, training staff and systematizing the company is turning around their retention and revenue (10:45)
• I give my thoughts on improving operations and empowering your staff to make decisions (13:27)
• Jonathan talks about employee satisfaction and how retaining a great staff is a competitive advantage for them (15:28)
• I give my thoughts on building great teams and the experienced/inexperienced hire trade-off, with a clip from Jim Collins (18:25)
• Jonathan tells me how he doubled revenue from $10 to $20 million during Covid (20:34)
• We discuss reviews and how KlientBoost ensures they are top of their field in terms of testimonials, and how they have looked scientifically at potential clients' thought processes (21:47)
• I give my thoughts on reviews and how sometimes a bad review can make you seem more human and likeable, an example of Elliot Aaronson's Pratfall Effect (24:34)
• Jonathan talks about their ambitious company marketing goals for the next few years, including getting a Netflix series (26:26)
• I give my thoughts on ambition (29:23)
• Jonathan talks about their mathematically-planned strategy to hit $100 million in revenue (30:22)
• Wrap Up (33:05)

Mentioned:
Gong
Zuora
Drift
G2
Capterra

My Links:
Twitter
LinkedIn
Website
Wynter
Speero
CXL

Key Points:

• Gina talks about how Mighty Networks adapted when their early customers were enterprise, rather than the SMBs or creators they were trying to attract (01.20)
• I give my thoughts on adapting to changing opportunities, and growth mindset (03:01)
• Gina talks about how they transitioned to their ideal customer base over time (05:00)
• Gina discusses how Mighty Networks specifically avoided competing with major social platforms by niching down and combining e-learning and community building tools (08:06)
• I give my thoughts on the value of having a voice and opinions as a brand (11:13)
• Gina talks about how they improve the product by rolling in requested features which fit their long-term brand strategy (12:45)
• Gina reveals how they have grown - and retained revenue - by building a flywheel of users joining a customer network, and then forming networks of their own (15:11)
• Gina reveals that their main inbound traffic comes from Google searches for website builders, not 'social media' or 'community' (16:34)
• We discuss how to avoid communities becoming ghost towns, keeping engagement high, and the value of a feeling of exclusivity, with additional thoughts from former Lattice VP of marketing, Alex Grech (17:57)
• I give my thoughts on forming breakaway brands which do things differently to create space in a crowded market (23:11)
• Gina discusses their B2B2C business model, and always doing the best for their customers, so they can give their customers in turn the best experience (24:27)
• I give my thoughts on being brand-first as a long-term competitive advantage (26:48)
• Gina talks about encouraging competition in the space to help build awareness among potential customers (28:54)
• Wrap up (32:25)

Mentioned:

Ning
Drift
Gong
Refine Labs
Hubspot
Basecamp
Lattice
Ikea

My Links:
Twitter
LinkedIn
Website
Wynter
Speero
CXL

Key Points:

• Guillaume talks about Lemlist's USP as email personalisation, rather than automation (00:54)
• I give my thoughts on feature-based differentiation as a way of breaking into a market (03.31)
• Guillaume talks about the company's exponential growth over the years (05:05)
• Guillaume talks about marketing, blogging and building communities on a lot of channels to build lead profiles and mental availability (06:37)
• I give my thoughts on building a social media presence as a newcomer to a field (08:41)
• Guillaume discussed Lemlist's transparency on social media, and learning with their audience to build a community (09:31)
• I give my thoughts on building a strong digital presence by holding strong, controversial opinions and powerful storytelling (12:17)
• Guillaume discusses tapping their community for feature ideas, and turning their engagement into a product advantage (13:14)
• Guillaume talks about the various ways the company built its presence in the early days (15:55)
• I give my thoughts on mental availability, with a clip from the term's creator, Byron Sharp (18:52)
• Guillaume talks about building the personal brands of Lemlist employees as experts in their own fields (21:18)
• I give my thoughts on company brands building up the personal brands of their people (24:01)
• Guillaume talks about Lemlist's strategy and having the confidence to be approachable, friendly, and not compare themselves to what the competition are doing (24:40)
• Guillaume gives his thoughts on niching down on SMBs, and not encouraging enterprise customers (27:54)
• I give my thoughts on focusing in on the ideal customer (30:34)
• Guillaume reveals where the company is headed in the years to come (31:59)
• Wrap up (33:46)

Mentioned:

Hubspot
Salesforce
LinkedIn
Byron Sharp

My Links:
Twitter
LinkedIn
Website
Wynter
Speero
CXL

Key Points:

• Neha talks about how Contentstack grew from a gap in a stagnant market and embraced new technology clients needed (01:13)
• I give my thoughts on championing change, and encouraging clients to come with you (3:08)
• Neha talks about how they took a product-led approach, building features the established competition couldn't match (5:11)
• I give my thoughts on pulling together and improving existing technologies to build a better product (6:44)
• Neha discusses how Contentstack was spun out successfully by keeping it separate from the main services firm (8:28)
• I give my thoughts on the difficulties of transitioning from services to SaaS (09:41)
• Neha talks about how the firm became trusted by investors (10:50)
• Neha talks about how their consultative and flexible approach helps them keep 99% retention (12:41)
• I give my thoughts on educating potential clients and seizing opportunities when launching new product segments (16:57)
• Neha gives her thoughts on how they win clients by improving on the poor performance and inflexibility of the competition (17:47)
• Neha talks about their network of partners as a moat, and how they will put clients in contact with other firms who offer features they can't (22:17)
• I give my thoughts on the concept of cornered resources, as defined by Hamilton Helmer (24:48)
• Neha talks about how Contentstack's strong expertise and consultative approach helps differentiate them from the competition (26:28)
• I give my thoughts on highlighting your advantages and marketing to customers who know what they are looking for (29:28)
• Neha talks about how they are planning to build a developer community/ecosystem to expand the features of Contentstack (30:31)
• I give my thoughts on community building, with a clip from Morgan Brown, VP of Growth at Shopify (32:29)
• Wrap up (34:50)

Mentioned:
Hubspot
Salesforce
Pipedrive
Shopify

My Links:
Twitter
LinkedIn
Website
Wynter
Speero
CXL

Key Points:

• Alina describes how Chili Piper identified it's niche and developed a solution to one client's problems (01:06)
• I give my thoughts on adding value, and how that shows in ARR (06:21)
• Alina talk about how leads were reluctant to try Chili Piper across the whole site, so they sold it as a low-risk experiment (08:01)
• I give my thoughts on businesses' reluctance to change, and selling them on experimentation (08:55)
• Alina describes how she networked hard and targeted influential figures and early adopters to get their first customers (09:26)
• I give my thoughts on using brand ambassadors, and look back to advice from Guillaume "G" Cabane of Hypergrowth partners from episode 10 (10:51)
• Alina describes how Chili Piper was able to create a product that Google and Salesforce couldn't, because they don't have the drive or specialist knowledge (11:50)
• Alina talks about how they are innovating to stay ahead of the competition now that the market is getting more competitive (13:56)
• Alina describes how their strategies are evolving over time (19:00)
• Alina discusses their 160% ARR, and how Chili Piper achieved the figure (20:05)
• I give my thoughts on client retention, and how it's become a key metric (21:08)
• Alina talks about how the business is changing, and relying on intelligent insights to make product decisions (22:25)
• I give my thoughts on using data to inform business decisions, but ultimately accepting that every decision is a bet (25:28)
• Alina gives her thoughts on Chili Piper's pricing structure (27:39)
• Wrap up (30:50)

Mentioned:
Customer.io
Hypergrowth Partners
Thinking in Bets - Annie Duke
Chili Piper
Sales Force
Calendly

My Links:
Twitter
LinkedIn
Website
Wynter
Speero
CXL

Key Points:

• Ben talks about how Privy struggled to scale in its original form (01:07)
• Ben explains how they developed the idea for focusing on email list growth (04:56)
• I give my thoughts on product vs distribution (06:16)
• I give my thoughts on freemium models, and showing users the benefit of paying for additional features (09:37)
• Ben describes how Privy differentiated itself from other e-commerce marketing tools (12:06)
• Ben talks about their early marketing efforts (13:19)
• Ben talks about developing integrations as a key part of their product (14:05)
• I give my thoughts on growing through app exchange marketplaces (15:47)
• Ben talks about moving from a partner of Mailchimp to a competitor (18:37)
• I give my thoughts on taking risks to attack the competition, and not becoming complacent (22:11)
• Ben talks about how Privy succeeded by niching down to a very specific target market, and keeping track of their needs (26:31)
• I give my thoughts on transient competitive advantage (28:06)
• Ben gives his thoughts on pricing themselves against the competition (29:17)
• Ben talks about Privy's future plans and strategy (32:51)
• Wrap up (35:00)

Mentioned:
Shopify
Wix
Sumo
Opt-In Monster
Mailchimp
Supermetrics
Superlemon

My Links:
Twitter
LinkedIn
Website
Wynter
Speero
CXL

Key Points:

• Morgan explains Shopify's current pain points (01:07)
• Morgan explains how Shopify's ecosystem helps differentiate it (2:35)
• Morgan explains how Shopify's marketing targets potential business owners rather than B2B customers(3.48)
• I give my thoughts on Nassim Taleb's 'Antifragile' theory of attracting customers with a 'low risk, high potential reward' pricing model (5:04)
• I give my thoughts on using qualitative data to ensure you are targeting customers with the right messaging (6:55)
• Morgan gives his thoughts on lowering the barrier to entry for business (7.50)
• I give my thoughts on Richard Reynolds 'Good Strategy/Bad Strategy' theory, which suggests analysis of problems, not aiming for solutions, is the most effective way to plan (8.38)
• Morgan explains Shopify's long term goals and strategies - simple pricing, a product which can be adapted to suit the needs of every business, and solving the problems which matter to the most customers (10.35)
• Morgan explains where the business' core strategy of making e-commerce accessible comes from (15:15)
• Morgan talks us through Shopify's strategic planning process (17:05)
• Morgan gives his thoughts on staying ahead of the competition, and competing with the likes of Amazon (20:10)
• I give my thoughts on how to compete against a category leader (21:57)
• Morgan explains how Shopify tracks the competition's movements and strategies (23:16)
• Morgan gives his thoughts on Shopify's moats, and how it is maintaining its position (25:08)
• Wrap up (30:17)

Mentioned:
Shopify
Speed Commerce
Magento
Nassim Taleb - Antifragile
Richard P Rumelt - Good strategy, Bad Strategy
James Carse - Finite and Infinite Games

My Links:
Twitter
LinkedIn
Website
Wynter
Speero
CXL

Key Points:

• How G makes winning a repeatable science (02:38)
• How G starts establishing opportunities for growth (04:10)
• My thoughts on maintaining 'scent' and keeping pre and post-click messaging consistent to drive conversions (07:19)
• How G works with a client, step-by-step (08:20)
• My thoughts on how drift managed to lead by introducing a new narrative (11:15)
• G's thoughts on category creation and how to stand out whilst avoiding a feature war (11:55)
• My thoughts on successfully creating new categories by adding 'must-have' features (17:05)
• G's thoughts on establishing the full extent of your theoretical customer base (18:00)
• My thoughts on choosing the ideal market segment from the pool of potential customers (19:50)
• How G uses data to work out who to target and how to effectively communicate with them effectively (20:55)
• My thoughts on brand-based differentiation (or lack of) between competitors (25:35)
• G on how to ensure a connection with your audience using brand ambassadors (28:10)
• G on how to build up an insight-based customer persona in order to differentiate your brand and offer the right solutions (30:40)
• Wrap-up (33.40)

Mentioned:
Drift
Segment
Gorgias
Gainsight
G2
Owler
Forrester Research
Gartner Research 

My Links:
Twitter
LinkedIn
Website
Wynter
Speero
CXL

Key Points

• How Lattice identified and focused on its niche through conversations with customers (01:55)
• My thoughts on how to enter a crowded market and find your space by attacking from below (05:00)
• How Lattice honed their marketing strategy and began interviewing big-name non-customers for their media channels, building a brand association (06:24)
• My thoughts on building mental availability with professional customers by keeping them in mind and engaging with them early, delivering them unique insights so you are a name they think of when they are ready to buy (07:57)
• How Lattice developed new products which threatened the existing major players, and their ongoing product strategy (09:09)
• How Lattice developed its culture around sharing success and caring about conversations, and the importance of that in a people-management platform (11:56)
• How Lattice managed to differentiate itself from its competitors by focusing on what employees needed, and building a non-sales focused community of HR professionals (14:24)
• My thoughts on building mental availability by placing yourself at the center of a user community, and leveraging that down the line (18:04)
• How Lattice managed to differentiate itself as a brand using distinct messaging once competitors caught up from a product perspective (20:54)
• My thoughts on hooking site visitors with great copy and design (23:18)
• How Lattice looked outside the box to market its product with books and billboards (23:50)
• My thoughts on introducing slight cognitive disfluency to your messaging, to force people to stop, think and notice you (24:29)
• How Lattice has managed to retain its customer base whilst targeting higher-worth customers, by providing messaging and support to both markets, and adapting its marketing and sales strategies (25:30)
• How Lattice has become more ambitious with its marketing as it has grown, taking larger, big-budget risks to build its community (28:21)
• Wrap up (31:15)

Mentioned:
Alex is now CEO and founder at Dock.us
Lattice
Culture Amp
David Cancel (Drift)
Clayton Christensen

My Links:
Twitter
LinkedIn
Website
Wynter
Speero
CXL