Ted Glasnow

Positioning is like context-setting for products. It’s a bit like the opening scene of a movie.

To promote the diffusion of best-practices, Uber has very frequent summits that brought all distributed employees together

We look at [the taxonomy of B2B marketplaces] in a couple of different ways. High-level, there are aggregators, managed marketplaces, channel marketplaces, vertical SaaS-enabled marketplaces, and then tech-enabled brokerages.

What to look for Post-Product:

1) Retention: Users stick around 2) Surveys: Users say they’d be very disappointed if your product went away 3) Exponential organic growth 4) Cost-efficient growth 5) CAC < LTV 6) Customers clamor for your product 7) People are using it even when it’s broken

I could absolutely imagine companies where sales is the starting gun, not the finish line, and everything that happens after the starting gun is owned by success, and that the success team -- maybe it should be called something different than success in this case -- becomes incredibly central to how accounts grow and how they expand over time.

Don’t hire marketing unicorns to solve all your marketing problems. Test channels, find ones that work, and hire a junior marketer with experience in those specific channels

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