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Cheryl Neoh
Director, Product Marketing - Core Restaurant & SMB Segments, Toast | Formerly ZendeskAugust 28

From a messaging perspective, you need to consider what's the "1+1=3" story. Part of this entails understanding when in the funnel to message on platform/solution-level benefits vs. more product-specific benefits, i.e. developing campaign messaging hierarchy so there's a red thread narrative that ties it all together. This also needs to be reflected in a holistic approach to pricing & packaging, otherwise you risk the perception of nickel & diming your customers with add-ons.

Consider campaign messaging frequency -- Look to optimize the customer experience by streamlining communication, instead of bombarding their inbox with disparate notifications.

Another consideration is how your audience needs may vary -- e.g. How do your smaller customers value/perceive "platform" differently than your larger customers? Smaller customers may feel 'oversold' or that the entire platform is far more than what they actually need on a day-to-day basis.

Org structure is also an important element of transitioning into a platform company. The challenge of "shipping one's org chart" often stems from teams operating too much within their respective business unit/product silos. It takes conscious effort to exercise & scale new x-functional collaboration muscles and so frequent alignment on priorities is key.