Hello, friends. Welcome to a tradition unlike any other. This is the rev ops MBA with Brian Kreutz.

This is kind of a graphic where we see how these overlay each other. And so on the left hand side, we've got PLG or product led growth. And so that kinda comes down right here on the left side. And then on the y axis, the vertical axis, we've got number of deals per year.

So this is number of customers acquired or just number of deals generated. And you see they're at the very top. It could be tens of thousands or a hun hundreds of thousands. You see some of these huge companies.

I mean, Slack is maybe a good example, but they'll acquire tens of thousands of customers in, you know, a calendar quarter. And the reason is because the annual contract value is low. Maybe it's fifteen bucks per user per month, thirty bucks a month, hundred bucks a month, whatever it is. But because the annual contract value per user is low, you're able to supply a ton more more deals.

On the other side of that oh, sorry. No. That's the question. So who are some of your favorite PLG companies? I think this is, if you run it well, especially alongside, like, the two stage or, like, a ABM approach, I think it's really, really interesting. And so who are some of your, favorite PLG companies?

Dropbox. Dropbox was a good one, kind of early adopter in that space.

Revolt Figma. I love Figma. Apollo, Notion, Slack, Clay, Coda, Airtable, Gong, Canva, Loom. Yeah.

I I've got over a thousand looms in my in my library, so my big card reader is a crisp. I love crisp.

Calendly, Miro. I like that, Devonte. We're gonna talk about Miro in in a bit. ChitChat TPT.

Yeah. Why not? Monday dot com. So, you can see how many examples are here, and these are awesome companies.

I've almost heard of all of them. So they're running a really good PLG approach.

On the far right hand side, we've got named accounts. So maybe you're only closing tens of customers a year, but maybe the annual contract value is a quarter of a million dollars. Right? And so lower volume, much more, higher annual contract value, and, it makes a lot of sense.

And so where where my company sits and where a lot of companies sits are right here in the middle. One stage, you know, the number of deals could be in thousand or ten thousand. The annual contract value is, you know, maybe we're trying to five and fifteen. Now you don't have to fit in this exact matrix.

If I'm looking at my company where our deals are definitely in the hundreds, but our annual contract value is closer to to fifty. And so you can kind of have this approach but move slightly down here. But, generally, this is kinda where we sit where as you move down the step ladder, the number of deals gets much smaller, but the annual contract value gets much higher. And so you can as we look at rev ops in the CRM, you can see how all of these different go to market positions are gonna operate so differently.

The way that I support some of our customers that appeal approaches versus, like, field sales or named accounts are completely different. And if you work in one of these, especially at one of the opposite sides of the spectrum, it is so, so different. Right? You're using a ton of app and intent data to convert free trials to paid services on the PLG side.

Two stage, you've got, you know, qualified deals and BDRs passing to AEs, managing, built that handoff, the full cycle, all their proposals and stuff. And then named accounts, you're really trying to market to very specific companies that are in your ICP and really go after them. And so how you set up your CRM and rev ops is completely influenced by all your better market motions.