Prasanna

Let me quickly talk about another startup called Social Pilot.

I work with two companies like Social Pilot, one which got to 300K, 500 customers, but had to sell off because the founder was afraid of increasing the price, spent four years building that business.

But Social Pilot crossed six million ARR last year.

And the key thing that I would attribute is that they were not afraid to raise pricing.

It was not easy.

It was difficult with them.

Prasanna, my co-founder, threatened to throw them out of the cohort if they don't increase the pricing.

They went ahead and did that.

And then they saw that the revenue did not dip.

There was a little bit of a churn.

And then they become encouraged by that.

So then they continue to increase the pricing and that led them to double the growth every year.

So to summarize, use a SaaS flywheel as the mental model for you to actually charge your

path out of the 0 to 1 and within that the three most important and the powerful levers are solve a high value problem, make sure that you are positioning in an existing category and be very deliberate about the pricing, sorry deliberate about the positioning and make sure that you increase pricing.

Thank you guys.

Absolutely.

Yeah, I think it's something in the water here, right?

The analogy that I give everybody is that in 1992, there were 200 IT services companies doing $100 million of exports.

And in 2002, there were 8,000 IT services companies doing $12 billion of IT services exports.

So it's the same thing that's happening right now with SaaS.