Key Takeaways

Set the price point (price point is closely correlated to market size in enterprise, because there are a limited number of enterprise customers)
Be the incumbent. You are known to identify the concept, and set the value, and offer a solution that is the best way to solve for it.

Plant concept + set the value: get someone to think about it. Explain the problem. Make clear how valuable it is to solve the problem.
Start with early adopters
Inflection point: when you have 20-50 people, 5 in each vertical, you have an inflection point where you have higher ACV, multi year deals.
Don't discuss pricing until you've got to technical close. Any discussions of pricing up front are hard because you haven't demonstrated value / they can't value the risk they're taking on you. Definitely don't include list pricing.
Using existing customers to demonstrate value to prospects. Customer advisory councils, reference calls, business ROI calculators. Prove out of first 20 customers, turn it to materials and tools to teach your sales reps
Building an enterprise company:
- Understand how people view the environment
- Map yourself to that
- Incrementally change views to understand your solution. "Go slowly from what they need today".

A lot of pressure to build an existing thing when you raise money vs create a new category
- Clear who you are selling to
- Clear what you have to build
- Easy to monetize
- Few investors + founders have patience to build a new category. You are debugging whole supply chain. You don't know the buyer.

Category creation is nuanced
- Initially, you are positioning against status quo and trying to convince folks that the status quo is bad.
- Then, if you have a little bit of success then everyone says they're doing what you're doing, even though they might not. War phase.
  - This is where product marketing comes into play:
    - Tactic: paint competitor as one-way door
    - Architecturally or feature wise they suck. Drawing the box. Painting other vendors as a 1-way door. A cheap competitor will get you 20% of the way. You haven't thought about x and eventually you'll need to our solution.
Winning technologies straddle the technical and business personas. Future of coding in non technical people. Future of innovation is to get non technical people coding powers
Need to position to IT and to LOB. Sell the value to the business, sell the technology challenges to IT, and you need both. Complex sale. If you know how to do that well, you win.
If you pick the right 20 customers, they will help you figure this out. In the enterprise, relationships are forgiving, and people want you to succeed. You need to be delusional that there's this big market, but you have to be open with details. Be patient.