Last updated on July 6th, 2023

How to Grow Your SaaS the Hard But Fast Way

Pardeep Kullar
Pardeep Kullar
How to Grow Your SaaS the Hard But Fast Way

Below we'll cover the easy ways we tried and the hard, and so logically fast,
ways that worked when growing Upscope co-browsing. We'll include lessons
learned by both our team and a few others on pricing, content marketing, SEO,
copywriting, enterprise sales, onboarding emails and more.

Related: What Every SaaS Founder Secretly Knows About

Content marketing strategy


The easy way is to write random blog posts

Writing random blog posts using basic keyword analysis where some of them
work, some don't and over time there's growing traffic though you can't really
predict or control it.

The hard way is to organise them into topic clusters

When you write down a revenue target and realise that you're not going to hit
it by doing a random blog posting here and there.

The hard way is to write a greater number of high quality posts and organise
them into topic clusters after doing keyword analysis using tools like SEMRush
and adding up the numbers.

Read about a SaaS SEO content strategy that gets
for people
that hate SEO.

Writing blog posts that keep people reading

A man pulling on a rope on a dock in Hạ Long

Photo by Stijn


The easy way is to continue to write in your own style

This is dangerous advice to give as some people have a naturally good writing
style that is enjoyable to read but most people don't, including me (still
learning here!).

Most people have not really found their own style of writing which also
happens to be clear and concise for the end user.

Don't spend years trying to learn what copywriters have known for decades and
are openly telling you.

The hard way is to adapt your style with structure from experienced


The hard way is to use structure and advice from the best copywriters and find
your style within that structure.

You know those guys whose posts you keep reading and they're always at the top
of Google search pages?

It was not a coincidence.

They planned that, in detail and they've made every mistake until they've not
so coincidentally found a very similar way to write for the web, especially
the mobile web.

Read about the APP formula, bucket brigades and writing for the

Also read about using the jobs to be done

for writing marketing copy and planning features

Pricing your product


The easy way is to do a few days analysis, make up a price and make small

changes to the price and plans over time

How many times have you and your team said 'Do you think we are charging too
little? Too much? Should we move this feature to the higher plan to grow?'

It's simple enough when starting to sit around for a couple of days arguing
and analysing and then make up prices.

After that, you move features from one plan to the other, you make small
changes to the price, you add free plans or remove them. You think they're
significant changes because two people complained but nobody really gives a

The hard way is to experiment, price by value and be willing to lose


We looked at the pricing models of 25 companies with good growth and a few
points stood out.

Price based on value.

You have to run pricing experiments and be direct when increasing prices.

Avoid bad-fit customers, be willing to drop them.

Read 25 of the best SaaS pricing model

Learning about your market


The easy way is to know who your customers are because you talk to some of

them and you get lucky with your instinct and analysis

They talk to you on live chat, you look at their websites, you've chatted to
them on the phone, you've got an instinctive feel for who your customers are,
how much they're using your product and why.

One year later it turns out that you've got 70% of it wrong but you still
somehow made some money and survived and then eventually adapted.

The hard way is to look at job titles, job descriptions and usage stats

The hard way is to download a list of your customers and analyse them one by
one as companies and as individuals by usage.

If you have teams from companies signing up then find out who is signing up
first from that company. The person signing up or making the first enquiry is
the one you might need to market to and you may find they're in more senior
positions on average. They might spend weekends and train journeys reading,
whereas other employees might spend them drinking. It varies by company but
there's a pattern.

Look at the job titles of each of those people. You can do this by entering
their names into Linkedin one by one.

Once done, if possible, find the job descriptions that those companies
initially listed for those positions and see how those people are measured in
their jobs.

Take everything you've listed and then see which of those job titles uses your
software the most.

Why do this?

Confirmation bias is a killer for growth. See the impact of confirmation bias
in the early stages of a SaaS

Look at how your landing page could change and improve based on that

Applying a customer success philosophy


The easy way is to believe in customer success, to change job titles,

landing pages and mission statements to focus on it

The focus on the customer that customer success thinking gives, is becoming

So, we do the reading, we change job titles, we write blog posts on it, we
even change our emails and mission statement and other, often peripheral,

Our core philosophy has not really changed, we've adopted customer success as
a way of thinking but without the hard changes that make most of the impact.
It has some impact, there's a slight mental shift towards the customer. The
changes have a small % impact towards the positive.

The hard way is to tell your customers how much they're using your

software and lose some of them and then turn away new customers

You know that feeling when 20% of your user base don't really need your
product as much as they think but they're still paying you?

They make your SaaS stats look good but all they're doing is skewing all your
thinking about who your market really is.

The hard way of doing customer success is to show your customers exactly how
much they're using it and to even encourage those who don't need it to leave.

That way your pricing and marketing can align on who really needs you.

Read how customer success metrics are necessary
and see
what we've learned about customer success and bad fit customers

Have non-tech team members learn tech


The easy way is to carefully explain to team members how the software

works and to run multiple tutorials going into further detail each time

Someone new starts and you give them the reading material, you sit with them
one to one and explain how things work. You answer questions and gradually
have them go from shadowing to answering customers themselves.

Eventually they can answer many of the questions but they don't really truly
have a ground up sense of confidence because when pressed they revert back to
the IT team for what are sometimes simple technical questions.

The hard way is to have them build things with code from the ground up

It took 3 weeks of part time learning for one team member to go from knowing
little or nothing to building a website using HTML, CSS and javascript using a
simple text editor and only minimal guidance at key points.

After that, they learned how to connect to and use an API.

Now they're answering relatively technical questions while conversing with
both developers and regular staff in client organisations.

See how a SaaS customer success manager built a site from the ground

in weeks

Creating email campaigns that work


The easy way is to spend weeks getting the right welcome, trial and

purchase emails set up and then sometimes sending content

If you're using a tool like Intercom or something else that sends email
sequences then you'd have spent time writing and re-writing emails to cover
the process a user goes through when they sign up and trial your SaaS.

When they've finished the trial but have not purchased, you might have some
follow up emails and ask for feedback.

If that does not work and they're still subscribed to your email, you'll send
them occasional content to inform and educate them.

However, it turns out that it's 1/10th of the effort some smart sales focused
companies make.

The hard way is to send excellent instructive content with catchy subject

headers and good copywriting every week which truly educates the user on the
underlying 'why' behind their problems.

First, a confession. As a member of team Upscope for whom content is a big
part of the job, I totally half ass this and it's sad. There's always some
excuse stopping me from sending content regularly to our new and old sign ups
via email and it's costing us. Sometimes things just don't happen.

Anyway, let's get back to the point., week after week, send great
content and you can see a breakdown of their onboarding emails

Also see the best onboarding
and advice
from 27 different companies

Selling SaaS to Enterprise


The easy way is to get lucky

You send your usual emails and create new content and by pure chance an
enterprise customer likes you, signs up, trials the product and buys with a
minimal number of questions about data security.

You don't know how many others you missed out on but at least you got that
one. Now you just have to wait for the process to repeat itself to grow.

The hard way is to have live chat, respond quickly, create white papers,

contracts and run multiple software demos over months until they do an
extended internal and external trial prior to purchase.

So many SaaS companies are set up for low touch rather than high
sales models with
customers. The belief is that customers will sign up, trial and then go on to
purchase the product themselves, which is true in many cases.

It's almost upsetting when customers repeatedly ask about data security or odd
deployment options. It's almost as if they're overly paranoid and pedantic.

Over time it turns out that those white papers, long winded discussions on
data security, multiple software

to different levels of management and requests for on-premise deployment are
standard for many enterprises. What appears to be the hard way for SaaS
startups is the default process for enterprise buyer teams.

See what we thought selling a SaaS product to
was going
to be like compared to the reality.

Also check out a simple way to see how big your sign ups traffic really

and how to get key insights you can't find anywhere else.

Other really hard things we couldn't fit into the above hard things

Photo by David


There are plenty of questions that drive SaaS founders crazy so we've
collected some key advice that experienced founders provided to answer those

Read Answers to the 12 questions every SaaS

Pardeep Kullar
Pardeep Kullar

Pardeep overlooks growth at Upscope and loves writing about SaaS companies, customer success and customer experience.