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🇺🇸 B2B SaaS Growth — PLG vs SLG Playbook — Diagnose whether your problem is distribution, pricing, or PMF. PLG/SLG selection by ACV and sales cycle, the 5-stage path from $0 to $10M ARR, NRR discipline, affiliate & channel motion, enterprise tiering. Built from HeyGen, Deel, Vercel, Supabase, Snowflake patterns. 🇨🇳 B2B SaaS 增长 — PLG vs SLG 决策手册 — 诊断你的瓶颈是分发、定价还是 PMF。按 ACV 和销售周期选 PLG/SLG，$0 → $10M ARR 的 5 阶段路径，NRR 纪律，联盟与渠道打法，Enterprise 分层。提炼自 HeyGen、Deel、Vercel、Supabase、Snowflake。 🇯🇵 B2B SaaS グロース — PLG vs SLG プレイブック — 課題が流通・価格・PMFのどれかを診断。ACVとセールスサイクルでPLG/SLG選定、$0→$10M ARRの5段階パス、NRR規律、アフィリエイト＆チャネル。 🇰🇷 B2B SaaS 성장 — PLG vs SLG 플레이북 — 병목이 유통·가격·PMF 중 무엇인지 진단. ACV와 세일즈 사이클로 PLG/SLG 선택, $0 → $10M ARR 5단계 경로, NRR 규율, 제휴 & 채널. Triggers: "B2B growth" | "B2B SaaS" | "PLG" | "SLG" | "product-led growth" | "sales-led growth" | "PLG or SLG" | "SaaS pricing" | "ARR growth" | "NRR" | "go to market" | "enterprise sales" | "affiliate" | "PMF" | "B2B 增长" | "PLG 还是 SLG" | "SaaS 定价" | "渠道合作" | "PLG/SLG 선택"

产品营销 (PMM, Product Marketing) — 拥有「产品如何被定位 / 表达 / 发布 / 卖进市场」的从业者认知操作系统: 是产品 / 销售 / 市场 / 客户之间的连接组织, 负责把产品能力翻译成市场价值, 并把市场声音带回产品。覆盖 (a) 定位与差异化 (April Dunford 「刻意选择语境」框架 + 竞争性替代方案 + 卖价值不卖功能 + 选择「让你优势成立的市场参照系」, 对照 Ries & Trout 经典「定位是占领心智」), (b) 信息传递与叙事 (messaging 层级 / 信息屋 + 价值主张 + 收益导向 vs 战略叙事「换框架」Andy Raskin + 表达清晰度 Emma Stratton / Punchy + 初创 homepage 定位 FletchPMM), (c) 进入市场 (GTM) 策略与产品发布 (发布分级 T1/T2/T3 + 发布流程与跨职能编排 + GTM 打法 PLG vs SLG vs 混合 + 滩头细分选择), (d) 市场与竞争情报 (竞品分析 + battlecard 战卡 + 输赢分析 win/loss + 竞争赋能 Klue/Crayon/Clozd), (e) 买家与客户研究 (ICP 理想客户画像 + 买家 / 用户 persona + Jobs-to-be-Done 任务理论 Christensen/Moesta/Ulwick ODI + 客户之声 VoC + 用真实买家测信息 Wynter/Peep Laja), (f) 销售赋能 (战卡 + pitch / 销售 deck + 一页纸 + demo 叙事 + 异议处理 + 销售培训 + 内容采用率 — 你的产出只值销售实际用到的那部分), (g) 定价与打包 (价值定价 + 打包分层 + 《Monetizing Innovation》Ramanujam/Simon-Kucher + PLG 定价 — 常与产品 / 财务共担), (h) 细分与品类 (市场细分 + TAM/SAM/SOM + 技术采用生命周期与跨越鸿沟 Geoffrey Moore + 品类设计与叙事 Play Bigger / Christopher Lochhead — 稀有且昂贵, 不是默认选项), (i) 需求生成与内容协同 (campaign 信息 + 思想领导力 + 漏斗内容 TOFU/MOFU/BOFU + ABM 基于客户营销), (j) 分析师与影响者关系 (Gartner 魔力象限 + Forrester Wave + 分析师 briefing — To B 场景, 对 pay-to-play 影响诚实标注), (k) 客户营销与倡导 (参考客户 + case study + 评测站 G2/TrustRadius/Capterra 运营 + 社区), (l) PMM 运营与度量 (影响管道 + 赢率 + 发布采用率 + 信息穿透率 + 角色汇报线「向产品还是向市场」之争 + PMM 作为战略职能 vs 接单工具人陷阱); 跨 B2B SaaS (该学科重心) / B2C 消费 / 开发者 PLG / 平台产品。不含 产品管理 (PM 造产品 / 拥有 roadmap, PMM 拥有市场 — 相邻且极易混淆) / 增长 / 效果营销 / 付费投放 (平行学科) / 品牌 / 企业传播 / 公关为终点 / 需求生成为终点 (PMM 与之协同但不等同) / 平面设计 /「做 slide 和周边的团队」(PMM 抗争的接单工具人窄化) / 泛泛「市场营销」。 (Product Marketing (PMM) — the cognitive operating system of practitioners who own how a product is positioned, messaged, launched, and sold into a market: the connective tissue between product, sales, marketing, and customers, responsible for translating product capability into market value and bringing the voice of the market back into product. Covers (a) positioning & differentiation (April Dunford's deliberate-context framing, competitive alternatives, value-not-features, framing the market in which your strengths matter — vs Ries & Trout classic perception-in-the-mind positioning), (b) messaging & narrative (messaging hierarchy / house, value proposition, benefit-led vs strategic-narrative / change-the-frame messaging Andy Raskin, clarity craft Emma Stratton/Punchy, homepage & startup positioning FletchPMM), (c) go-to-market (GTM) strategy & product launches (launch tiers T1/T2/T3, launch process & cross-functional orchestration, GTM motion PLG vs SLG vs hybrid, beachhead segment selection), (d) market & competitive intelligence (competitive analysis, battlecards, win/loss analysis, competitive enablement Klue/Crayon/Clozd), (e) buyer & customer research (ICP ideal customer profile, buyer & user personas, Jobs-to-be-Done Christensen/Moesta/Ulwick ODI, voice of customer, message testing with real buyers Wynter/Peep Laja), (f) sales enablement (battlecards, pitch & sales decks, one-pagers, demo narratives, objection handling, sales training, content adoption — output is only as good as what sales actually uses), (g) pricing & packaging (value-based pricing, packaging & tiering, Monetizing Innovation Ramanujam/Simon-Kucher, PLG pricing — often shared with product/finance), (h) segmentation & category (market segmentation, TAM/SAM/SOM, technology adoption lifecycle & crossing the chasm Geoffrey Moore, category design & narrative Play Bigger / Christopher Lochhead — rare and expensive, not a default), (i) demand-gen & content partnership (campaign messaging, thought leadership, funnel content TOFU/MOFU/BOFU, ABM account-based marketing), (j) analyst & influencer relations (Gartner Magic Quadrant, Forrester Wave, analyst briefings — for B2B, with honest read on pay-to-play perception), (k) customer marketing & advocacy (references, case studies, reviews G2/TrustRadius/Capterra presence, community), (l) PMM operations & metrics (influenced pipeline, win rate, launch adoption, message pull-through, the role's reporting line product-vs-mark

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B2B SaaS 全生命周期增长，含首单阻塞诊断与定价承诺验收。从 PMF 验证到 $10M ARR 的完整路径。覆盖 PLG / SLG 选型、 客户访谈、联盟营销、渠道合作、Enterprise sales。整合 HeyGen、Deel、Vercel、Supabase、AWS 案例。 从 gingiris-b2b-growth 提炼。

日本語の概要は準備中です。原文の説明を表示しています。

Maps your company's GTM motion (PLG, SLG, or Hybrid) to concrete funnel stages with inputs, outputs, and qualification criteria per stage. Detects motion type from website + Exa research, then produces pre-close + post-close stage definitions, the FETE mapping (Fit / Engagement / Tier / Eligibility), and closed-lost re-entry paths. Triggers - "funnel strategy", "funnel stages", "pipeline stages", "sales process", "lead qualification", "GTM motion mapping", or any work defining how leads flow through the business. Upstream - recommended company-context, icp-research. Downstream - feeds lifecycle-marketing, outreach-emails, content-strategy. NOT for lead scoring logic (use /lead-scoring) or lifecycle email campaigns (use /lifecycle-marketing).

日本語の概要は準備中です。原文の説明を表示しています。