Sangram Vajra discusses the problem he saw in the market and how it led to the idea of ABM and the FlipMyFunnel movement. The podcast explores the strategy of creating a community around a problem or identity, the benefits of acquiring companies, the importance of having a strong point of view in marketing, and the significance of competitors in building a category.

Key Points:How HoneyBook got its start (00:58)Oz explains why he views competitors as incentive for improvement (02:27)Why HoneyBook is shifting strategies to invest in category creation (04:31)My thoughts on category and subcategory creation with a quote from Guillaume Cabane (06:08)I explain why choosing an ideal customer and being the best at catering to their specific needs is a winning strategy (11:51)Oz relates what he learned from HoneyBook's failed experiments (12:45)I discuss the experimenter's mindset, with a quote from author Annie Duke (14:04)Oz maps out the four main sales channels that are productive for HoneyBook (15:59)I explain why word of mouth is the most important channel for B2B marketers with a quote from Metadata's Jason Widup (19:53)Oz explains HoneyBook's obsession with their customers, and why he feels that gives them a competitive advantage (22:00)My thoughts on the value of doing things that don't scale in the early days of your business, with a quote from Airbnb's Joe Gebbia (25:11)Oz advises founders to focus on aligning their business models with their customers' interests (29:11)Wrap up (30:40)Mentioned:Oz Alon LinkedInHoneyBook LinkedInHoneyBook WebsiteFigma WebsiteKlaviyo WebsiteGorgiasHow Guillaume 'G' Cabane identifies growth opportunities for businesses"Thinking in Bets" by Annie DukeJason WidupMetadata WebsiteJoe Gebbia TwitterAirbnb WebsiteMy Links:TwitterLinkedInWebsiteWynterSpeeroCXL

Key Points:Doug explains how Seismic's founders saw a market opening (00:55)How Seismic created a category and helped define a new word (02:43)How the founders played to their strengths and industry experience (04:37)My thoughts on founders playing to their strengths, and a quote from Unqork's Gary Hoberman (06:38)How Seismic achieved product-market fit (08:35)I explain why you need to be the best at something specific if you want to win (09:28)"Contacts become contract" and a quote from YC's Michael Seibel (11:08)Why Doug believes the saying "only the paranoid survive" (13:11)How Seismic usurped the category leaders by acquiring them (14:36)My thoughts on creating categories and subcategories with a quote from Prof. David Aaker (16:05)Why Seismic is so focused on keeping their customers happy to avoid commoditization (19:14)Doug's thoughts on staying true to your brand identity (20:47)I explain the importance of prioritizing brand identity (21:50)Seismic's acquisition strategy (25:00)My thoughts on strategic acquisitions with a quote from LegalZoom's John Suh (26:27)Wrap up (31:35)Mentioned:Doug Winter LinkedInSeismic LinkedInSeismic WebsiteEstablishing authority via industry experience with Unqork’s Gary HobermanMichael Seibel LinkedInProfessor David AakerJohn Suh LinkedInLegalZoomMy Links:TwitterLinkedInWebsiteWynterSpeeroCXL

Key Points:Jean-René explains how Kameleoon got its start (01:07)How Kameleoon got an advantage by establishing itself outside of the dominant North American market (02:40)My thoughts on finding market openings and targeting a specific set of customers (05:34)Why Kameleoon keeps its core strategy the same globally, which some localized differences (07:00)I explain the advantages of being more local with a quote from Prof. Richard Lynch (09:06)Jean-René explains the market verticals Kameleoon is focused on (13:22)Why word of mouth is a pillar of Kameleoon's marketing strategy (15:27)I explain why building mental availability is essential to generating more word of mouth (16:42)Why Kameleoon prefers to go "slow in the right direction" over "fast in the wrong one" (18:04)My thoughts on why product differentiation is important, but not enough to win you the game, with a quote from Gong's Chris Orlob (19:16)Jean-René explains why smaller markets don't see as much commoditization as large ones (21:43)Why Kameleoon was hesitant to rely on lots of VC funding in the early days (24:46)My thoughts on the challenges of over-funding startups with a quote from Jason Calacanis (26:23)Wrap up (28:57)Mentioned:Jean-René Boidron LinkedInJean-René Boidron TwitterKameleoon LinkedIn Kameleoon WebsiteVWOOptimizelySalesforceBaiduProf. Richard Lynch WebsiteGongChris Orlob LinkedInJason Calacanis LinkedInMy Links:TwitterLinkedInWebsiteWynterSpeeroCXL

Key Points:Mark explains how CaptivateIQ's co-founders came from the problem (01:03)Mark explains why CaptivateIQ went through three distinct versions early in the company's life (06:25)My thoughts on why it is better to launch a product before it is ready, rather than be too late (07:00)Why CaptivateIQ had such early success with an outbound sales movement (08:17)I explain why you should invest in people who have skillsets you don't, with a quote from Alibaba's Jack Ma (10:10)Mark talks through CaptivateIQ's inbound sales efforts (12:18)I weigh in on why content marketing is so important, and why companies can no longer rely on review sites to fuel sales (13:09)Mark explains CaptivateIQ's dedication to innovation in order to stay ahead of the competition (16:54)My thoughts on why companies need to bet on things far into the future, with a quote from Harvard Professor David Collis (18:54)Mark advises founders just starting out to focus on the core problem and avoid distractions (24:09)Wrap up (27:17)Mentioned:Mark Schopmeyer LinkedInCaptivateIQ WebsiteCaptivateIQ LinkedInReed Hoffman LinkedInJack Ma TwitterAlibaba WebsiteProf. David Collis WebsiteMy Links:TwitterLinkedInWebsiteWynterSpeeroCXL

Key Points:Tony describes the opportunity in the market he saw for a company like Oyster (01:05)My thoughts on speed as a competitive advantage with a quote from Hopin's Johnny Boufarhat (04:35)How Oyster managed to scale fast when met with massive demand (07:25)Tony describes Oyster's internal recruitment strategies (08:40)My thoughts on what makes a winning company culture, with a quote from Sequoia Capital's Alfred Lin (10:06)Why Oyster is obsessed with being the best employer, and enabling their customers to be that too (13:56)How an ambitious mission statement is helping Oyster win customers' hearts and minds (15:31)I explain the value of a strong mission statement, with a quote from Patagonia's Vincent Stanley (16:34)Why Oyster emphasizes practicing what they preach and being an HR gold standard (19:13)Tony explains the factors that drove Oyster's rapid growth (21:40)I explain the advantage of joining a booming marketing with high demand (22:56)Why Oyster hired a Series F team for a Series B company (23:49)Wrap up (26:30)Mentioned:Tony Jamous LinkedInTony Jamous TwitterOyster WebsiteOyster LinkedInDavid Sacks LinkedInHopin WebsiteJohnny Boufarhat LinkedInAlfred Lin LinkedInVincent Stanley WebsitePatagonia WebsiteMy Links:TwitterLinkedInWebsiteWynterSpeeroCXL

Key Points:How dbt got its start as a consulting service (01:04)Four key factors in a successful transition from consulting service to SaaS company (03:37)Tristan explains why the services team at dbt remains strategic (08:55)dbt's three main sales motions (10:00)How dbt's massive Slack community aids their growth (10:53)My thoughts on creating a successful community with a quote from Lemlist's Guillaume Moubeche (11:38)Tristan explains dbt's unusual relationship with their competition (14:48)dbt's open source business model (16:50)I talk about what you need to consider with an open source business model, with a quote from Cloudera's founder, Mike Olsen (17:34)Why Tristan believes community driven companies must be advancing the conversation in their field to succeed (21:17)Tristan explains dbt Labs' marketing efforts (22:49)dbt's approach to meet-ups and conferences (23:27)I explain what I see as the true value of meet-ups and conferences with a quote from Drift's David Cancel (24:30)Creating trust at scale (26:45)Wrap up (28:10)Mentioned:Tristan Handy LinkedInTristan Handy Twitterdbt Labs LinkedIndbt Labs WebsiteSlackLemlistGuillaume Moubeche LinkedInHow mental availability helped Guillaume Moubeche grow Lemlist from $0 to $10 million in revenueMike Olsen LinkedInCloudera David Cancel LinkedInCategory creation and product-led differentiation with Drift's David CancelMy Links:TwitterLinkedInWebsiteWynterSpeeroCXL

Key Points:Jason explains Klue's backstory (01:03)My thoughts finding an opening in the market and and creating a new "job to be done" (03:47)The three areas Jason focused on to get Klue to its first million (06:20)I discuss the importance of customer research (09:10)Jason explains how Klue educated the market about competitive enablement (10:05)My thoughts on creating new "must-haves" to establish subcategories (11:23)Jason explains how Klue is differentiating through authenticity (16:09)Jason unpacks why market maturity is contributing to Klue's growth (16:56)I talk about why proof and case studies are such powerful marketing tools (19:04)Why Klue took their time expanding downmarket (20:44)Jason explains why the bulk of Klue's VC funding is going to product development (22:50)I explain why customer data should inform your integration choices (25:08)My thoughts on why authenticity is a strong angle to differentiate with (28:38)Jason explains why elevating the category is the ideal moat (29:23)Wrap up (31:04)Mentioned:Jason Smith LinkedInJason Smith TwitterKlue WebsiteKlue LinkedInKlayvio WebsiteConvertkit WebsiteClayton Christensen WebsiteDavid Aaker LinkedInWade Foster LinkedInZapier WebsiteMy Links:TwitterLinkedInWebsiteWynterSpeeroCXL

Key Points:Rytis explains the opening he saw in the market when starting Omnisend (01:13)My thoughts on the importance of speed when entering a category without established competition (03:38)The strategies that won Omnisend their first 100 000 customers (06:31)Rytis describes Omnisend’s profitable agency partner program (07:37)I discuss why partner programs can be difficult to pull off, and what agency partner are looking for (09:03)Rytis explains how original research fuels Omnisend’s content strategy (10:31)My thoughts on the benefits of original research in online content (11:47)Rytis unpacks Omnisend’s pricing strategy (16:32)I describe the advantages of being either the high or low-cost option in your market (17:46)Rytis explains why bootstrapping the company gave Omnisend a competitive advantage (18:37)My thoughts on the downsides of VC funding if your growth can’t catch up to your spend (19:22)I explain why you need to be better AND different to compete in a saturated space (21:30)Rytis explains the contributing factors in Omnisend’s rapid growth over the last two years (22:35)I discuss how the law of double jeopardy benefits large companies (25:19)Wrap up (29:11)Mentioned:Rytis Lauris LinkedInRytis Lauris TwitterOmnisend WebsiteOmnisend LinkedInPeter Caputa LinkedInDatabox WebsiteMichele Linn LinkedInMantis Research WebsitePaul Dyson LinkedInData2Decisions WebsiteHow Shopify's Morgan Brown helps them stay ahead of the competitionMy Links:TwitterLinkedInWebsiteWynterSpeeroCXL

Key Points:Gary’s path to Unqork (01:13)Gary describes the competitive landscape of no code platforms (03:11)Why Gary and his team’s enterprise experience is such a big advantage (04:56)I discuss why going big is worthwhile when playing to win (07:41)Gary talks through the ups and downs of Unqork’s fundraising (09:33)I share my thoughts on handling early fundraising disappointment (12:06)I describe the advantages of making the customer your hero (16:03)How Unqork established themselves as the go-to for tier one customers (17:20)I unpack Unqork’s cornered resource moat (18:18)Gary explains how Unqork is defining a new space (19:33)How Unqork is staying ahead of their competitors (22:29)How uncomfortability leads to growth (24:20)Wrap up (25:05)Mentioned:Gary Hoberman LinkedInGary Hoberman TwitterUnqork WebsiteUnqork LinkedInPaul Singh LinkedIn“The Startup Playbook” by Will HermanHow Guy Yalif helped Intellimize grow and raise $30 million in Series B funding“7 Powers” by Hamilton HelmerMy Links:TwitterLinkedInWebsiteWynterSpeeroCXL