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Skillsgr-b2b-growth

gr-b2b-growth

Marketing & growth

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Updated 10-15 20:06

About this skill

gr-b2b-growth — B2B SaaS Growth

When to use

  • "How do I take my B2B SaaS from 0 to PMF"
  • "PLG or SLG, which one should I choose"
  • "How do I do affiliate marketing"
  • "How do I negotiate channel partnerships / integration partners"
  • "How do I get Enterprise sales started"
  • "How do I collect payment for private deployment / how do I chase the final payment"
  • "How do I manage customer requirement creep (SOW / change)"

First Order and Pricing Readiness

When you already have interested customers but they still haven't paid for a long time, first read First-Order Blockers and Pricing Acceptance. Determine whether the bottleneck is the buyer/need, the product's core flow, the plan commitment, or payment readiness, then decide whether to pause adding new leads. Output this week's bottleneck, owner, next customer milestone, and validation evidence; do not judge "enough leads" by a fixed list headcount.

Before the pricing page goes live, check the billing unit, quota, overage rules, and product implementation item by item. Do not write features that are not yet available as already-provided services.

Growth Flywheel (4 Quadrants)

        PLG（产品驱动）
            ↑
            |
   已有流量 + 短决策  ←→  需要信任 + 长周期
            |
            ↓
        SLG（销售驱动）

Selection criteria:

  • ACV < $1k/year & decision cycle < 1 week → PLG(Vercel, Supabase model)
  • ACV > $10k/year & decision cycle > 1 month → SLG(Snowflake, Databricks model)
  • In between → PLG-to-SLG hybrid(HeyGen, Deel model)

5-Stage Path

Stage ARR Key actions
Pre-PMF $0-$100k 10-30 user interviews (in conjunction with gr-user-interview), confirm must-have
Early PMF $100k-$1M Go deep on 1-2 channels (don't spread too thin)
Growth $1M-$5M Bring in affiliate + integration partners, PLG plus sales-assist
Scale $5M-$10M Enterprise team, compliance certification (SOC2), channel double down
Ecosystem $10M+ Open platform, investor / agency distribution

2B Deal-Closing and Delivery (Private Deployment & Customization in Practice)

From a retrospective on a Multi-Agent open-source commercialization project. Signing the contract is only half; collecting the full payment is the other half.

Payment and Final Payment Defense

Rule Details
Staged payment Private deployment 3:4:3 or 4:4:2(first batch of features live / all deployment complete / final payment after 3–6 months of operations)
Payment upon signing Collect 30% on the day the contract is signed
Penalty Write into the contract: each day of delay adds 0.5%
Final payment leverage Keep 1–2 features deployed on your own server, migrate only after the final payment is settled (state clearly before signing, write the terms clearly)
Whom to ask For the final payment, ask the most senior person involved; if they pass the buck, you can ask the CEO 1–2 times
Long-term direction Higher and higher prepayment, smaller and smaller final payment

Requirement Boundaries: SOR / SOW / CCB

  • Keep SOR (customer's original input) and SOW (acceptance criteria + delivery milestones + change clauses) separate,sign the contract and the SOW together
  • Change goes through CCB: customer initiates in writing → both parties' PMs assess amount/schedule → sign change confirmation
  • Document everything; the contract specifies the "project acceptance contact person"
  • No matter how many verbal promises the customer makes,only paperwork is valid

Business negotiation and pricing

  • Customer raises 50 requirements, can do 40 → "first agree to 10, because I want to help you get to 15," turning concessions into a favor
  • For requirements you don't want to do, raise the price to filter them out (mark a few extra person-days), don't directly refuse
  • Private deployment has only two real needs: data privacy + connecting to internal permission systems; everything else should buy SaaS
  • For SaaS secondary development, directly sell a License; for integrations like SSO, open APIs + standard manuals and let the customer do it themselves

Revenue and channel accounting

  • $1M ARR breakdown: 9 $100K 2B customers or every $100K ≈ 500 subscribers at $200/year ($1M ≈ 5,000)
  • Agent tiers: reseller 10–20% referral fee; annual sales of $100K Silver 15%, $300K Gold 20%
  • Three due diligence questions for agents: What products have they represented? Where do customers come from? Reseller or Service Partner?
  • 2B content formula: 80% talk about how you help customers succeed + 20% talk about customers; the deck first talks about the pain, then about how good it is

In-depth reference

  • references/deal-execution.md — 2B deal-closing and delivery framework (six-step process / SOW+CCB / payment structure and final payment defense / channel tiers / $1M ARR breakdown)
  • For the complete hands-on layer (contract clause quick-reference card, 12-question pre-signing Checklist, practical script library), see the Gingiris paid hands-on manual → https://gingiris.tools/playbook/2b-deals/

Cascading recommendations

  • Pre-PMF stage requires interviews → gr-user-interview
  • After PMF, do content → gr-blog-post(including B2B writing style: data > story)
  • Going global requires localization → gr-aso or gr-blog-post i18n
  • Find benchmark cases → gr-competitor

Special requirements for B2B content

  • Must have a case study(ROI / time saved / labor saved)
  • Must have verifiable data（"our customer X saved Y hours/month"）
  • Must have a CFO-friendly pricing page(ROI calculator, annual payment discount, compliance documents)
  • ❌ Don't use ToC marketing language ("amazing", "magical")

Anti-patterns

  • ❌ Running ads without PMF (burn rate is 10x faster than learning speed)
  • ❌ Blindly switching to SLG after PLG reaches $1M (many die here — Vercel is a counterexample, sticking with PLG to $100M)
  • ❌ Looking only at ARR and not NRR (NRR < 100% = leaky bucket)
  • ❌ Enterprise only gets one contract template (need three versions: startup / mid-market / enterprise)