Startups Are Winning the Remote Work Game. Here’s the Data That Proves It.

Today the State of Remote Work 2017 report revealed that 63% of people in product and engineering roles work remotely at least once per week, which is 21% more than the average.

Along with key findings on how remote work is changing the workplace, the report also revealed that startup environments may be a particularly strong match for remote work. Why might that be? 


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When breaking down remote work by company size, the report found that smaller companies are 2X more likely to hire remote workers than larger companies

Considering stage, sense of innovation, hiring needs and nimble state, startups have the upperhand when adapting to this cultural shift toward flexible work. In fact, I believe that startups are uniquely positioned to transition to remote work much more fluidly than other companies, and thus are likely to get far more benefit.

Here's why. 

1. Remote

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Secret To SaaS Success: Recognize That You’re Not Selling Software

I've been working in the software industry for over 25 years. Pretty much my entire professional career (if you don't count that stint as a night clerk at Red Roof Inn). Back in the late 1900s, when you sold software, you sold software. What your company produced was a large set of properly aligned bits (software). You then got those bits to your customers somehow (floppy disk, DVD, FTP, whatever). And, then those customers installed those bits on a computer of their choosing and if all went well, they'd get some value out of it. But, that wouldn't always happen. Often, they'd fail to ever install it and get it working. Or fail to learn it. Or fail to use it properly. Basically fail to get the value expected -- or the value promised, or sometimes any value. Ironically, the higher the purchase price was, the lower the chances of
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5 things you should look for in your SMR contract

When you are comparing service, maintenance and repair (SMR) contracts for your fleet, you could be forgiven for thinking that they will all be much of a muchness. After all, the British Vehicle Renting and Leasing Association (BVRLA) has strict standards that members must adhere to and, at first glance, many contracts may appear to be the same. You will probably find very similar policy clauses and – importantly – cover exceptions on issues such as wear and tear. 

How to recruit the best Transport Manager for your business

In today’s world, recruiting a great transport or fleet manager for your business can be a major challenge. For a start, there is a shortage of skilled transport managers and that situation doesn’t look as though it is going to change any time soon. Too many companies are chasing a limited pool of qualified professionals.

Outsourcing transport management: why you haven’t outsourced risk

For many companies operating in the supply chain, their expertise lies in the day-to-day operations of the services they provide or what they manufacture and sell, not in logistics management. When logistics management is a necessary by-product of what you do and you haven’t got the expertise in-house to deal with it, outsourcing fleet management can be a very attractive option with numerous benefits.

Why This New Chatbot Is More Likely To Get You Promoted Than Fired

Confession: For the past several months I've been furiously coding away on a new project as part of HubSpot Labs. It's called GrowthBot. It's a chatbot for marketing and sales people -- and anyone looking to grow a company (like startup folks). The launch has gone well, and my bot is currently happily handling thousands of messages. Things like "show me companies in california that use HubSpot" and "who are the top influencers about landing pages". GrowthBot can answer most of these, and thousands of others. So, overall, it's been a good day. But, anytime bots come up in conversation (no pun intended), especially with media folks, people seem to frequently wander into the "are bots going to replace humans?" arena. Some wonder "will this bot cause people to lose their jobs?" I can't speak for all bots, but for GrowthBot, the short answer is no. I'll explain
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Insightful Study of 386 SaaS Startup Pricing Pages

Late last year, I combed through the Montclare SaaS 250 — a directory of the biggest SaaS companies in the world — to find common trends in what I thought would be a significant dataset. As it turned out, 80% of the 250 biggest SaaS companies didn’t have a pricing page at all. Expecting to find a set of data more representative of what I’m used to seeing around (essentially startups), I turned to a bigger sample, scraping information from the first 400 startups in AngelList’s ‘Trending’ category. Of the remaining 386 which hadn’t shut down, I found that startups are around twice as likely to show their pricing than their enterprise SaaS big brothers. In fact, 39% of the 389 startups I analysed had pricing clearly available. As I looked at in that previous article, there’s often good reason behind hidden pricing, and,
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10 Questions I Hope I Don’t Get Asked During My Product Hunt AMA

I'm doing an "Ask Me Anything' (AMA) session on Product Hunt tomorrow (Tuesday, Feb 23rd, 2016 at 10 am PST, 1pm EST).   Would love for you to sign-up early, because I'm insecure, egotistical and I want to impress Ryan Hoover.  Would love for a decent number of people to sign-up.  Or an indecent number would be even better.  350 have signed up already (before this blog post was published).  Here's the link again.   As the name implies, folks are allowed to pretty much ask me anything, and short of something that will land me in jail (do not pass GO, do not collect $200) or harm someone else, I'm going to do my best to answer everything. product_hunt_pic.png Here are the questions I'm hoping I won't get asked... 1. How does it feel, personally, to have the HubSpot stock price drop so much in the past several weeks? 2.
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Zero to IPO: Lessons From The Unlikely Story of HubSpot

HubSpot has had a pretty good run.  Went from zero to IPO.  What's not known is how unlikely the story of our success is. II gave a talk at the 2016 SaaStr Conference hosted by Jason Lemkin.  The slides and full video from the talk are included below, with some quick notes on a few of the topics covered.  Here's me presenting what turned out to be the most popular slide (more on this idea at the end of the article). saastr-2016-dharmesh-shah.jpg  Here is the full deck from Slideshare.
And, here's the full video of the talk.
Note: There are some pre-roll videos, and my segment starts at about the 3 minute mark.
 
If you have trouble vieweing the embedded video, try this:   Dharmesh Shah at 2016 SaaStr Conference

The First Rule Of Disruption

Working on a startup?  Have a 900 pound gorilla you're trying to disrupt?  That's awesome.  But here's a tip:  Don't talk about disrupting them.  
The first rule of disruption is: You do not talk about disruption. 

 Why is this so important?  Why shouldn't you declare to the world (and the tech press) that you're going after the big kahuna?  Doesn't the media love a great David and Goliath story? Here are my reasons.  I'm going to keep this simple:first-rule-of-disruption.jpg 1. In just about all cases, to successfully disrupt a large incumbent, your best case scenario is that they completely ignore you and what you're doing.  This allows you to (quietly) build the thing you need to build without too much intervention.   Here's the script:  "Don't mind us, we're just over here working on something tiny.  We're not worth your time. You're much better off focusing on your

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Do Fewer Things, Better

I'm going to tell you a secret.  I have a very simple, 4-word strategic plan (devised it a few years ago). Here it is... fewer-things-better-3.jpg

Do fewer things, better.

This has made my life -- and my work, dramatically better. Here's how I execute on my strategic plan: 1. Decide on what matters the most. 2. Say no to everything else. 3. When something falls in the gray area, re-read #2. Of course, that's easier to say than do. I fail at it all the time -- but I'm getting better.  Here are some tips learned from years of practice: 1. Forgive yourself for having to say "no" to things that are worthy, but not on your "fewer things" list that matter the most.  Years ago, I wrote a blog post asking public forgiveness , you can see it here at http://MustSayNo.com.  Of all the articles I've ever written, that
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An Early-Stage Founder’s Quick & Dirty Guide To Growth

The following is a guest post by William Griggs.  William is the Founder of Startup Slingshot, the resource for battle-tested startup strategies. Access the audio interviews of today’s featured growth practitioners, the full 43 page guide, and tons of resources here (free for now).

 

A startup is a company designed to grow fast.” 

 

Growth is what founders and investors alike are constantly searching for. Growth enables startups to quickly create tremendous value in the market. Without growth you’re dead in the water. But accordingly to Paul Graham, there’s a silver lining: “...if you get growth, everything else tends to fall into place.”

For a company to grow really big, it must
(a) make something lots of people want, and
(b) reach and serve all those people.”

Unfortunately for most founders, viewing their startup from this altitude isn’t extremely actionable. In this
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Happy Birthday HubSpot! 9 Lessons From Our First 9 Years

9 years ago today, on June 9th 2006, HubSpot was officially started. I remember the day, because it was also the day I graduated.  (I had promised myself I'd enjoy my 2 years in grad school without too much distraction, so deliberately picked graduation day as the official start-date for HubSpot.)

So far, we've had a pretty good run.  HubSpot is now public [NYSE:HUBS] and still growing fast.  More importantly (at least to me), I'm still having a great time. Rather than bring out the party hats and cake, I thought I'd reflect a bit on some of the hard-won lessons we've learned across our 9 hear history in the hopes that it will be helpful to some of you.  (Note: The below picture of a cake is from our 2nd birthday party.  Now, we'd need a bigger cake) Warning: Some parts of this article are a bit immodest.
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