Eilon Reshef: uncertainty

Transcript context

…I love that. Is there anything you've been studying recently that you've either used this method for or something else you're excited about learning that's new or on the cutting edge? Usually I do this for use cases within our customer base. For example, if I wanted to, wanted to go after a certain persona, or a certain use case for the product. So, we had this notion of can we do a better job for a specific persona within sales people who are account managers? So, I would use a similar method, like, hey, talk to one account manager, talk to an analyst, or whatever the thing is, and eventually when you start hearing the same things, like what do they care about that's different than [inaudible 00:41:03] people, like selling new business or different than contact center sellers. When you start hearing the same thing, you're like, okay, I kind of got to where I need to be, now I can make decisions, I can always do another spiral and get one level deeper, which is, I don't know, do some user research, go all in, but at least at the conversation level, I've got where I need to be. I love how simple this is, is you just start talking. Just find somebody to talk to, ask about this, no pressure, and then just, okay, who else should I talk to? You just keep having conversations, spiraling deeper and deeper into knowledge and wisdom. Okay, one thing I wanted to touch on, which has always stuck with me about your approach initially when you were starting Gong, is how you found your initial ICP, who to go after. And it's really funny how narrow you got when you all decided here's who we're focusing on for our first dozen customers. So, I have the list here. So, when you decided here's who we're targeting, here's the list of constraints, we're going to target people selling their product in the US, in English, over video conference, using WebEx, which was the big one at the time, selling software that is worth 1000 to $100,000, and there was only 5,000 companies in this bucket. Can you just talk about why you found it was so important to get so narrow, and just the power of getting really narrow, which is very counterintuitive to a lot of people, where they're like, oh, we're just going to be for everyone, it's a huge market?…

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