Metrics can be a great way to gauge your SaaS company’s performance

against industry averages. Provided, of course, those metrics are contex-

tually relevant to your company’s specific size, stage, and growth rate.

At the expansion stage, successful software as a service (SaaS) companies generally have one thing in

common: an overarching strategy to target either very fast growth or profitability at a sustainable growth

rate. Of course, attaining the right combination of growth and profitability isn’t easy. That’s because

achieving growth requires a substantial investment aimed at expanding a company’s customer base and

product offering. That, in turn, can lead to rapid acquisition of market share and expansion into new

markets.

The problem, however, is that to maintain their rapid growth, most expansion-stage SaaS companies wind

up investing more than they generate in revenue, rendering them unprofitable. As a result, the question

becomes how much loss should a company be prepared to absorb in the name of growth?

Ultimately, the key to achieving sustainable growth is having a finely tuned economic model that allows

companies to minimize their costs and maximize their profits. Creating that kind of model requires a

thorough understanding of basic operating and financial metrics that measure your company’s profitabil-

ity, efficiency, and growth rates, as well as how your company stacks up against its peers regarding these

metrics. Not only are metrics like these valuable indicators of an expansion-stage company’s current

financial health, but they can also signal more deep-seated issues or opportunities within the company’s

distribution, marketing, customer services, and product management functions.

It is important to note, however, that traditional metrics such as annual sales, net income, and EBITDA,

among others, do not always fully capture a SaaS business’s growth and profit drivers. This point is

explained in Bessemer Venture Partners’ foundational paper “Measuring High-Growth, Recurring Rev-

enue Businesses.” Together with other experts such as David Skok of Matrix Partners and Joel York of

Meltwater Group, the Bessemer team analyzed and championed SaaS-centric business metrics such as

monthly recurring revenue (MRR), customer cancellation rates, customer lifetime value (CLV), and cus-

tomer acquisition costs payback period.

Peer ReviewExploring Some of the SaaS Metrics That Matter Most at the Expansion Stage

{ O P E N V I E W V E N T U R E P A R T N E R S }

2 | OpenView Venture Partners

There have also been numerous efforts in recent years to establish benchmarks for these metrics using

data from public or private software companies. Notable studies include Pacific Crest’s annual SaaS met-

rics surveys and OPEXEngine and Softletter’s operational benchmark studies. While extremely valuable,

these and other reports typically cover a broad range of companies by revenue size or customer focus,

making their findings less applicable to companies at the expansion stage.

With that in mind, OpenView set out to publish a report that is sharply focused on the growth and profit-

ability metrics that are most relevant to SaaS companies at the expansion stage. To that end, in August

2013 we surveyed more than 160 senior executives at SaaS companies and their consultants to address

two areas of particular importance to expansion-stage SaaS companies: operating metrics and growth

drivers.1 In the process, we also evaluated commonly held assumptions about the relationship between

operating metrics and the growth trajectory of SaaS companies by correlating various data points.

The results of that survey are presented in the following pages2 and illustrate, for instance, how your

sales and marketing spend measures up to companies with similar growth rates or monthly recurring

revenue. Furthermore, by analyzing how certain metrics interact, influence, or correlate with each other,

expansion-stage leaders can infer strong leverage points for growth, i.e., areas in which more capital

investment or better operations are more likely to have a major impact on their company’s trajectory and

eventual success. That can be extremely beneficial for senior management teams that are charged with

allocating their company’s resources to achieve specific growth and profitability objectives.

SAAS OPERATING METRICS

SaaS operating metrics, such as MRR growth, customer growth, CLV, churn, and cash flow are all key

indicators of a company’s financial health, its growth trajectory, and the strength of its economic model.

Managers can use metrics like these to decide if they need to change behavior or shift the strategy within

their organization. Customer churn, for example, is an indication of whether or not your customers are

getting a compelling value from your service.

The OpenView survey asked respondents to give information on a number of basic operating metrics that

are typically tracked in SaaS companies. In this section, we will present several charts that show the

average ranges of three operating metrics that measure the following:

• Revenue growth rates

• Workforce efficiency

• Normalized sales and marketing spending levels

The metrics are grouped by subsets of respondents based on company revenue and measured by a range

of MRR.3

1 Survey respondents were sourced from subscribers of OpenView’s weekly newsletter, as well as OpenView’s proprietary database

of investment prospects.2 OpenView would like to thank Dan Demmer, Cynthia Stephens, Don Clarke, and Alex Kleiner for their contributions to this report.3 Because the data is reported in ranges, there will be significant variances that are not represented here. To address this, you will

see that we included two lines that were calculated by adding and subtracting one standard deviation from the average value to

indicate the distribution of the data for each group of companies.

Peer Review | 3

We focused on these particular metrics because they are among the more commonly sought after by exec-

utives within our portfolio for business performance and planning purposes.4 Annual revenue growth rate

is an important driver of company valuation, while average revenue per employee and average sales and

marketing spend play a significant role in profitability. We also chose to present these metrics because

they reveal surprising and sometimes unexpected insights. For readers interested in the full set of bench-

marks, a comprehensive list of other metrics collected in the survey and their averages are provided in

the Appendix.

As useful as metrics like the ones included in this report can be, keep in mind that they should be viewed

as guidelines rather than definitive targets. While the data provided are likely to be more relevant to your

company’s specific situation than generic industry data, you will still need to draw your own conclusions

about what they mean to your particular market and growth stage, and how you can use them to optimize

your performance.

Revenue Growth RatesAnnual Revenue Growth Rate by MRR Range

0%

20%

40%

60%

80%

100%

DeviationAverage of Annual Revenue Growth Rate

>$5M$2M-$5M$1M-$2M$500K-$1M$250K-$500K$100K-$250K<$100K

Monthly Recurring Revenue Range

What this graph shows: The average SaaS company’s rate of increase in annual revenue on a percentage

basis year-over-year.

Why it’s important: Growth companies typically try to achieve scale and dominate their market as

quickly as possible. Annual revenue growth rate is the most common measure

of how successful they are at doing so. Because of seasonality, quarterly or

monthly revenue benchmarks tend to be less predictable, while annual revenue

paints a fuller picture of growing revenue streams over time. This is particularly

relevant for SaaS companies given their subscription revenue model, where the

revenue generated from a customer is spread out over an entire year. As a result,

the annual revenue growth rate is the only measurement that captures the full

impact of that customer on the company’s top line.

4 While this report focuses on companies at the expansion stage, the data presented also include companies beyond that stage to

provide additional context and continuity.

Key takeaway: As you would expect, smaller companies typically grow faster than more mature

organizations. What is surprising, however, is that even at larger, later-stage

organizations, growth generally doesn’t slow down. As companies mature, their

growth trajectory does not necessarily decline to a lower, more predictable rate.

In fact, some large companies still manage to scale rapidly while maintaining a

breakneck rate of growth.

Workforce EfficiencyAverage Annual Revenue per Employee by Revenue Size

Monthly Recurring Revenue Range

DeviationAverage Revenue Per Employee ($M)

>$5M$2M-$5M$1M-$2M$500K-$1M$250K-$500K$100K-$250K<$100K$0.00

$0.10

$0.20

$0.30

$0.40

$0.50

$0.60

$0.70

$0.80

$0.90

$1.00

Average revenue per employee ($M)

What this graph shows: Companies’ total annual revenue divided by the number of employees who work

there.

Why it’s important: Technology companies don’t make a lot of capital investments and their expenses

beyond staff are typically minimal. In fact, salaries often are the greatest expense

of many tech companies, which frequently are most constrained by their ability

to hire qualified new employees. Understanding how effective your employees

are at generating revenue is important because it reflects your company’s overall

efficiency.

Key takeaway: As companies scale, additional employees are hired to help generate revenue.

Companies earning between $3.5 million and $5 million of MRR appear to

hit a major inflection point in terms of how efficient they are with their human

resources. Additional employees hired into companies at this point will generally

have a much greater impact on the company’s revenue growth than those who

were hired at earlier stages. This reality may be an indication that at that point,

headcount growth makes the most direct contribution to creating a scalable,

repeatable go-to-market strategy that is efficient at turning sales and marketing

resources into new customer revenue.

Peer Review | 5

Normalized Sales and Marketing Spending Levels Sales and Marketing Expenditure as a Percentage of Annual Revenue by MRR Range

Monthly Recurring Revenue Range

0%

20%

40%

60%

80%

100%

DeviationAverage of Sales and Marketing Expenditure as a Percentage of Annual Revenue

>$5M$2M-$5M$1M-$2M$500K-$1M$250K-$500K$100K-$250K<$100K

What this graph shows: Total annual sales and marketing spend (including compensation and benefits

for sales and marketing employees, cost of advertising campaigns, sales com-

mission, etc.) as a portion of total revenue.

Why it’s important: Since SaaS companies’ products tend to be complex and require longer sales

cycles, these businesses typically need to invest heavily in sales and marketing

to boost awareness in their markets and drive new customer acquisition. Sales

and marketing is a key driver of revenue growth and therefore needs to be sup-

ported with adequate investment.

Key takeaway: Most companies’ growth rate never outpaces their sales and marketing spend.

In fact, the proportion of revenue that surveyed companies spend on sales and

marketing (on a percentage basis) is essentially the same regardless of their

size. This finding is indicative of the primary challenge of SaaS marketing: it is

very costly and generally gets harder and more expensive before it gets easier

and cheaper. Early stage companies have to spend a considerable portion of

their revenue on sales and marketing to gain traction in most markets. At later

stages, when revenue is stronger and budgets are bigger, companies have to

grow their sales and marketing efforts accordingly to achieve the same kinds of

results.

It is important to remember that while the operating metrics and data covered in this section can be

helpful in assessing your company’s growth and profitability, they only paint a part of the overall picture.

You will find a more comprehensive compilation of data from our survey in the Appendix. Paired with the

operating metrics above, those findings will allow you to take an even deeper dive into the levers your

company can pull to optimize performance.

6 | OpenView Venture Partners

“At OpenView, we invest exclusively in expansion-stage software companies and

are constantly being asked by executives for a SaaS report like this. We believe

this report will be the new go-to resource for any CEO looking to build and scale a

successful expansion-stage SaaS company.”

Adam Marcus, Managing Director, OpenView Venture Partners

GROWTH DRIVERS

The expansion stage is a challenging period for companies. While there are businesses that grow spec-

tacularly throughout the process and emerge as leaders in their space, there are also companies that

struggle to maintain their early stage momentum.

This reality is further complicated by SaaS companies’ subscription-based revenue streams, which tend

to obfuscate short-term impact and amplify long-term growth trends. And, because of the high upfront

cost of sales and marketing (as illustrated in the previous section), SaaS companies must constantly

focus on acquiring new customers to grow. Ultimately, that is the only way to reach the point at which you

have a large enough base of recurring revenue to sustain a business at scale.

To achieve that scale, companies can typically grow their revenue with a few strategies, including:

• Investing in sales and marketing resources to increase the pace of customer acquisition

• Developing additional products to add new revenue streams

• Entering into new market segments or geographies

• Growing the usage of current customers as a means of increasing revenue through those customers

• Driving growth through mergers and acquisitions or partnerships

Unfortunately, there is no silver bullet or standard playbook that a company can use to identify the growth

strategy that is most suitable for its market, product, or business model. Here, our analysis of business

metrics is aimed at helping companies better understand the sales, marketing, and customer support

investments that may help accelerate revenue growth.

In this section, we juxtapose several business metrics against each other to reveal insightful relationships

or trends that are not often analyzed in similar studies:

• The relationship between revenue growth and sales and marketing spending levels

• The relationship between sales and marketing efficiency and revenue growth

• The relationship between sales and marketing efficiency and spending levels

• Annual customer growth rate and percentage of revenue loss

These trends do not necessarily translate to causality between one metric and another, but they can be

used by executives to plan and project their business objectives and goals around growth.

Peer Review | 7

The Relationship Between Revenue Growth and Sales and Marketing Spending Levels

Sales and Marketing Expenditure Level and MRR Growth Rate

0%

20%

40%

60%

80%

100%

DeviationSales and Marketing as a Percentage of Revenue (%)

>10090-10080-9070-8060-7050-6040-5030-4020-3010-20<10

Annual MRR Growth Rate (%)

What this graph shows: How much companies are spending on average for their sales and marketing as a

percentage of revenue, grouped by annual MRR growth rate. This chart is limited

to companies with annual revenue of between $1 million and $25 million.

Why it’s important: As companies reach the expansion stage, sales and marketing expenses become

increasingly important drivers of cost and growth. It can be incredibly challeng-

ing to achieve the right balance of investment in new customer acquisition while

also controlling costs. This chart is helpful because it illustrates the importance

of benchmarking sales and marketing costs as a percentage of revenue to ensure

that sales and marketing efforts are scaled appropriately for the size of any given

company.

Key takeaway: There appears to be a minimum level of sales and marketing spend (20 percent)

that is required to effectively grow an expansion-stage SaaS business. However,

this is not always sufficient to power growth, as borne out by the data points of

the faster growing companies. The general upward trend of the chart suggests that

substantial MRR growth may require even more significant increases in sales and

marketing spending levels.5

5 Alternatively, one can see the correlation between increased spending and growth as an indication that companies that have strong

growth due to strong unit economics (individual customer acquisition cost and lifetime profitability) are able to capitalize on that

by spending more on sales and marketing.

8 | OpenView Venture Partners

The Relationship Between Sales and Marketing Efficiency and Revenue Growth

Sales and Marketing Cost to Gain One Dollar in Annual Revenue by MRR Growth Rate

Annual MRR Growth Rate (%)

$0.00

$0.70

$1.40

$2.10

$2.80

$3.50

DeviationSales and Marketing Spending Dollars per Dollar of Additional Revenue

>10090-10080-9070-8060-7050-6040-5030-4020-3010-20<10

What this graph shows: Taking the annual cost of sales and marketing (in millions of dollars) and divid-

ing it by net annual revenue growth, we get a measure of the sales and mar-

keting spend necessary to generate one dollar in annual revenue growth. This

measurement demonstrates how efficient a sales and marketing investment is

toward increasing a company’s overall revenue, which is the ultimate indication

of its size and scale. This chart is limited to companies with annual revenue of

between $1 million and $25 million.

Why it’s important: Calculating the cost of sales and marketing per revenue is a good way to mea-

sure the efficiency of your new customer acquisition process. SaaS companies

generate subscription revenue over a long period of time and once the company

has reached a certain revenue threshold, it can maintain that revenue level

indefinitely without having to acquire new customers. Therefore, most sales and

marketing dollars are aimed at getting new customers and new revenue streams.

As a result, the efficiency of sales and marketing should be measured by its

impact on generating revenue growth. This is an important metric to consider

because it quantifies the core soundness of the company’s customer acquisition

activities, and allows expansion-stage executives to project the sales and mar-

keting investment necessary to achieve their revenue growth objectives.

Key takeaway: Faster growing companies appear to be significantly more efficient at turning

their sales and marketing dollars into additional revenue (spending less than

one dollar to generate each additional dollar in revenue). Moreover, we can see

that the range of values also narrows significantly for companies that are growing

the fastest and spending most efficiently, indicating that the resulting growth is

generally strongly correlated to this measure of sales and marketing efficiency.

Peer Review | 9

The Relationship Between Sales and Marketing Efficiency and Spending Levels

Sales and Marketing Cost to Gain One Dollar in ARR by Sales and Marketing Expenditure

Sales and Marketing Expenditure as a Percentage of Revenue (%)

$0.00

$0.50

$1.00

$1.50

$2.00

$2.50

$3.00

$3.50

Sales and Marketing Spend to Gain One Dollar in ARR

>10090-10060-70*50-6040-5030-4020-3010-20<100%

20%

40%

60%

80%

100%

120%

MRR Growth Rate

*No applicable data were gathered for the 70-80 and 80-90 ranges.

What this graph shows: Dividing total annual sales and marketing spend by the increase in annual recur-

ring revenue (ARR), we arrive at a measure of the total cost of sales and marketing

to generate one dollar in new ARR. A value of less than one dollar means that the

company spends less per customer than it will receive in annual revenue from

that customer. This measure is then averaged across all companies that have

calculated their level of sales and marketing spend as a percentage of revenue.

This average is represented by the light blue line whose values are represented

on the y-axis to the left. The graph also shows the corresponding annual recurring

revenue growth rate for the same group of companies as a reference on the y-axis

to the right.

Why it’s important: This is a measure of sales and marketing efficiency in terms of generating addi-

tional ARR. Because subscription revenue from a customer is recognized over

the period of the contract, an analysis using annual revenue growth does not

fully reflect the impact of acquiring new customers later in the calendar year.

The increase in ARR is a more accurate reflection of the impact that acquiring

a new customer has on your revenue base, which in turns is a measurement of

your company’s scale and maturity level.

Key takeaway: Companies that have to spend more money on sales and marketing up front

to generate recurring revenue growth often never scale back on their sales and

marketing investment levels. Instead, they are among the largest spenders and

appear to make up for their inefficiency with this investment. This trend indi-

cates that for certain companies, the upfront costs associated with generating

new subscription revenue may appear to be high, but this may ultimately not

affect a company’s overall growth trajectory in a negative way, given the right

level of investment.

10 | OpenView Venture Partners

Annual Customer Growth Rate and Percentage of Revenue Loss

Annual MRR Growth Rate (%)

Sales and Marketing Cost to Gain $1 in ARR by Sales and Marketing Expenditure Level

0%

2%

4%

6%

8%

10%

12%

14%

Annual Customer Loss (%)Annual Revenue Loss (%)

80 90 100706050403020100

Annual C

ustomer N

umber G

rowth

Ann

ual R

even

ue L

oss

0%

20%

40%

60%

80%

100%

Annual Customer Growth (%)

What this graph shows: The percentage of average annual revenue loss (revenue lost due to cancellation

as a percentage of total revenue), annual customer loss rate (number of customers

that cancel as a percentage of the total customer base), and annual new customer

acquisition rate for companies, grouped by their annual MRR growth rate.

Why it’s important: Most companies enter the expansion stage with a relatively small number of cus-

tomers. The best way to grow throughout that stage is to aggressively add new

customers. While revenue growth can result from adding new customers, raising

prices, and upselling to existing customers, expansion-stage SaaS companies

that add the most new customers typically show that they have a repeatable,

scalable sales and marketing model. That is the most efficient growth engine

throughout this stage.

Importantly, companies must also be able to preserve their existing recurring

revenue base. Otherwise the more costly new customer acquisition is only suf-

ficient to make up for those customers lost in renewal, ultimately rendering the

company’s business model unsustainable over the long term.

Key takeaway: The fastest growing companies drive expansion by adding more customers,

rather than by reducing the amount of revenue lost as a result of customer can-

cellations. In fact, cancellation trends, which remain high across all companies

regardless of their MRR growth rate, appear to be a more fundamental feature

of the core business. They are also influenced more by intrinsic factors such

as product-market fit, industry characteristics, or business cycles, than by the

levers discussed in this report.

Peer Review | 11

“There’s no shortage of SaaS benchmark reports, but OpenView’s is the first that I

have encountered that specifically focuses on SaaS companies at the expansion

stage. It’s tailored to, and contextually relevant for, the stage of growth that our

business is in, which makes it very useful, unique and an incredibly valuable

resource.”

David Brussin, Founder & CEO, Monetate

The bottom line is that it can be extremely difficult for growing expansion-stage SaaS companies to

achieve the perfect balance between sales and marketing spend, revenue growth, and profitability, and

there is no all-in-one approach that will work uniformly for all expansion-stage SaaS companies. As a

result, it is important to take the analyses above with a grain of salt and use them only as guideposts for

making more informed decisions. We would also suggest supplementing the insight from this report with

other recent SaaS metrics and benchmark reports, a collection of which you can find in the Appendix.

CONCLUSION

Ultimately, data is the lifeblood of a SaaS business. Used properly, it can help you better evaluate the

health of your company, understand challenges and opportunities, assess progress against particular goals

or objectives, and make adjustments to your economic model that encourage more sustainable growth.

Of course, that’s assuming that the data you track is robust enough to paint a complete picture of your

company’s health, and is applicable to your business’s unique situation.

The bottom line is that context and relevance are critical to the SaaS metrics for strategic decision-

making. The more stage and size-appropriate data you are able to acquire, the easier it will be to decide

which factors may influence or impede your ability to scale. Still, it is important to remember that metrics

— particularly industry averages like the ones featured in this report — are only one piece of the decision-

making puzzle. It is still up to you and your management team to determine the relevancy of that data to

your business’s current and future goals.

12 | OpenView Venture Partners

APPENDIX

List of Data Collected for this Report

Measure Unit Definition/ Calculation Method

Annual Revenue $Total GAAP (Generally Accepted Accounting Principles) recognized revenues in the latest fiscal year

Number of Employees NumberCurrent number of full-time employees working at the company

Annual Revenue Growth Rate %Rate of increase of this year’s annual revenue over last year’s annual revenue

Monthly MRR6 $

Monthly recognized revenue from all subscriptions (including all customers that are on contract and billed, regardless of whether they are actually paying their invoices or are plan-ning to cancel) at the latest quarter end

Annual MRR Growth %Rate of increase of current MRR over the MRR at the same time last year, as a percentage

Gross Margin (%)7 % Revenue less cost of goods sold as a percentage of revenue

Sales and Marketing Spend as a Percentage of Annual Revenue

%Ratio of total annual sales and marketing expenses (including salaries, commission, marketing programs, promotions, etc.) over annual revenue

Number of Contracted Customers

Number Current number of customers

Annual Growth in Number of Customers (%)

%Increase in the number of customers this year as a percent-age of the number of customers last year

Percentage of Customers That Did Not Renew Annually

%The number of customers that do not renew or cancel this year, as a percentage of the number of customers at the end of last year

Percentage of Revenue Not Renewed Annually

%MRR generated by customers that did not renew or cancel this year, as a percentage of total MRR at the end of last year

Average Days Sales Outstanding

Days

The formula for this is: 365 * annual accounts receivable divided by annual credit sales. This is a measure of the aver-age number of days that a company takes to collect revenue after a sale has been made.

Average Days Payable Outstanding

DaysThe formula for this is: 365 * annual accounts payable divided by cost of goods sold. This is a measure of the average number of days that a company takes to pay its suppliers.

6 If some customers are billed on a different term (quarterly or yearly), then revenues from those customers can be divided by the

term length (in months) to get to the monthly amount.

7 See OpenView’s Guide to Calculating Cost of Goods Sold for software companies for more guidelines.

Peer Review | 13

Additional Charts Summarizing Data Collected for this Report

Annual MMR Growth by MRR Range

0%

20%

40%

60%

80%

100%

DeviationAverage of Annual MRR Growth

>$5M$2M-$5M$1M-$2M$500K-$1M$250K-$500K$100K-$250K<$100K

Monthly Recurring Revenue Range

Gross Margin (%) by MRR Range

0%

20%

40%

60%

80%

100%

DeviationAverage of Gross Margin (%)

>$5M$2M-$5M$1M-$2M$500K-$1M$250K-$500K$100K-$250K<$100K

Monthly Recurring Revenue Range

14 | OpenView Venture Partners

Number of Customers by MRR Range

Monthly Recurring Revenue Range

0

100

200

300

400

500

600

700

DeviationAverage of Number of Customers

>$5M$2M-$5M$1M-$2M$500K-$1M$250K-$500K$100K-$250K<$100K

Annual Growth in Number of Customers (%) by MRR Range

Monthly Recurring Revenue Range

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

DeviationAverage of Annual Growth in Number of Customers (%)

>$5M$2M-$5M$1M-$2M$500K-$1M$250K-$500K$100K-$250K<$100K

Peer Review | 15

Percentage of Customers Not Renewed Annually by MRR Range

Monthly Recurring Revenue Range

0%

5%

10%

15%

20%

25%

DeviationAverage of Percentage of Customers Not Renewed Annually

>$5M$2M-$5M$1M-$2M$500K-$1M$250K-$500K$100K-$250K<$100K

Percentage of Revenue Not Renewed Annually by MRR Range

Monthly Recurring Revenue Range

0%

5%

10%

15%

20%

25%

DeviationAverage of Percentage of Revenue Not Renewed Annually

>$5M$2M-$5M$1M-$2M$500K-$1M$250K-$500K$100K-$250K<$100K

16 | OpenView Venture Partners

Average Days Sales Outstanding by MRR Range

Monthly Recurring Revenue Range

0

10

20

30

40

50

60

70

80

90

DeviationAverage Days Sales Outstanding

>$5M$2M-$5M$1M-$2M$500K-$1M$250K-$500K$100K-$250K<$100K

Average Days Payable Outstanding by MRR Range

Monthly Recurring Revenue Range

0

10

20

30

40

50

60

70

DeviationAverage Days Payable Outstanding

>$5M$2M-$5M$1M-$2M$500K-$1M$250K-$500K$100K-$250K<$100K

Peer Review | 17

ADDITIONAL RESOURCES

To learn more about SaaS metrics, we strongly recommend checking out the following resources:

SaaS Metrics 2.0 – A Guide to Measuring and Improving what Matters (David Skok)

SaaS Customer Lifetime Value Drives SaaS Company Value (Joel York)

2013 Pacific Crest Private SaaS Company Survey Results (Pacific Crest)

2012 Software and SaaS Benchmarking Industry Report (OPEXEngine)

2013 Softletter SaaS Report

To learn more about how OpenView Venture Partners can help accelerate your success, contact us at

(617) 478-7500 or e-mail info@openviewpartners.com.

OpenView® is a registered trademark and OpenView LabsTM is a trademark of OpenView Venture Partners. All rights reserved.