The latest from the PostHog community

HogMail #18: What can SaaS learn from the New York Times?

Dec 08, 2022

Welcome to HogMail, our newsletter featuring the best of the PostHog blog, tutorials, product guides, and curated articles on building great products and companies. We send it every two weeks. Signup here so you don't miss it.

Sad news, newsletter friends, this is the last HogMail of 2022! Normal service will resume on Jan 4, 2023.

Here are some HogMail stats to commemorate our first year:

  • Average open rate of 47.9%. This is 🔥, as the cool kids say.
  • We have 974 subscribers, a 47.5% increase since HogMail #1.

Yes, I know those two numbers are weirdly similar. Sue me.

The most popular articles this year:

Mental note: y'all love articles with 'how' in the title, eh? Thanks for your support.

– Andy Vandervell, Word Typer-in-Chief

#new-from-posthog

#very-good-reads

Kyle Poyar on what SaaS companies can learn from the New York Times it's all about usage paywalls:

  • Kyle highlights how usage limits like The Times' original 20 article per month limit are increasingly effective for PLG companies. He cites Zoom (40 min limit) and Miro (3 editable boards) as examples of effective "free-to-paid" models.
  • Usage paywalls can also be used to increase revenue among heavy users, or incentivize changes in behavior. Users who pay SurveyMonkey monthly have a monthly cap; annual plans have an annual cap, giving those users more flexibility and making annual plans more attractive.
  • Key point: usage limits allow companies to make their product "affordable for new customers while still expanding existing customers with high switching costs."

Why can’t we all just get along? is a thoughtful challenge on how silos develop through a bias to specific specializations:

  • Companies that call themselves engineering, data, or product-led tend to generate their own unique anti-patterns, such as building things "at the expense of why" or silos where product managers make all the decisions.
  • An important way to avoid this is to recognize "disciplines and specialisms are not the same as roles". Roles overlap and this makes for better collaboration and outcomes.
  • Go beyond T-shaped people and look for broken comb people – i.e. people who go deep in two or three areas, but also have shallow skills in a few others.

#also-good-reads

Subscribe to our newsletter

Product for Engineers

Helping engineers and founders flex their product muscles

We'll share your email with Substack