I have a feeling this is going to become common practice not that far off into the future. AI is transforming GTM so quickly that were going to see a jagged frontier continue to expand between those still segmenting the old way and those sprinting ahead.
I think you’re spot on. Like you said, our challenge is finding the data at scale. We could use headcount growth, but that’d miss the start ups scaling rapidly without adding more people. We could try using Clay for revenue data, but that still feels like a shot in the dark.
Segmenting by headcount feels like the safest datapoint since it’s readily available on LinkedIn. Excited for your 6 month update!
Most VC backed b2b over thinks this stuff.
Your core product should have mass appeal within a segment and segments should be based on the jobs to be done.
If the JTBD is the same across a 180 person and a 2000 person company, why put them in different segments?
The hook needs to be the same and then your buying process should create confidence that you can be agile enough at both scales.
Just my 2c based on our motion.
I have a feeling this is going to become common practice not that far off into the future. AI is transforming GTM so quickly that were going to see a jagged frontier continue to expand between those still segmenting the old way and those sprinting ahead.
I think you’re spot on. Like you said, our challenge is finding the data at scale. We could use headcount growth, but that’d miss the start ups scaling rapidly without adding more people. We could try using Clay for revenue data, but that still feels like a shot in the dark.
Segmenting by headcount feels like the safest datapoint since it’s readily available on LinkedIn. Excited for your 6 month update!