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rss_feedSaaStr ·Jason Lemkin ·15.04.2024 open_in_new

Dear SaaStr: A Big Tech Co Launched a Competitive Product. How Can I Tell How Serious They Are About It?

#Go To Market #Saas #Sales Automation
auto_awesomeКраткое саммари

Статья Джейсона Лемкина объясняет, как определить, насколько серьёзно крупная технологическая компания относится к запуску конкурирующего продукта. Классический тест — количество выделенных продавцов: если их 20+, это уже не эксперимент. В 2026 году одних продавцов недостаточно — нужно отслеживать AI-автоматизацию GTM, поглощения в категории, выделенных инженеров на внедрение, упоминания продукта на earnings call с конкретными целями по ARR, а также включение продукта в пакеты при продлении контрактов. Salesforce набрал $540M ARR по Agentforce за первый год (18 500 сделок), но реально внедрили лишь 8% клиентской базы. Несмотря на серьёзность намерений крупных компаний, организационная инерция и внутренние согласования замедляют их — у фокусированных AI-native стартапов ещё есть окно возможностей, но оно сужается.

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Dear SaaStr: A Big Tech Co Launched a Competitive Product. How Can I Tell How Serious They Are About It?

by | Blog Posts, Early, Marketing, Marketing, Q&A

Dear SaaStr: A Big Tech Co Launched a Competitive Product. How Can I Tell How Serious They Are About It?

In B2B at least, I’ll give you a few metrics that are fairly reliable. The classic one still works, but in 2026 you need to layer in some new signals too.

The classic test: How many dedicated sales and GTM professionals do they have, just 100% selling the competitive product?

If it’s none yet, it’s usually just an experiment. If they’ve just made a “Head of” hire, it’s an experiment, but one that is getting budget. If you can find 20+ sales reps selling it on LinkedIn, then your BigCo is taking it Seriously. If not, and it’s a sales-driven space, they aren’t.

Building a 1.0 competitor is not that big of a deal for a BigCo. Dedicating some engineers to it isn’t a big deal either. You usually have a lot of those as an SVP in a BigCo. There are always a few good engineers in every department at Big Tech Cos there to build 1.0 versions of new products. And just throwing another product to sell to existing reps that sell the ‘main’ products isn’t a big deal either. This doesn’t work well, but doing it isn’t a big deal. Again, just an experiment.

But hiring 20, 50, 100+ dedicated sales reps, reporting to a dedicated VP of Sales just for that product? That’s more unusual at a BigCo, especially one with many products. That’s real extra expense, extra complications, and real changes to the org chart. It will impact fiefdoms and budgets and annual planning. Especially because as that sales team grows, it’s going to consume even more budget next year.

BigCos only do this once they are at least semi-serious about winning in a space.

The 2026 update: dedicated sales headcount alone isn’t enough anymore.

The old test was great when sales headcount was the constraint on growth. In 2026, with AI agents in the GTM stack, a BigCo can stand up a serious go-to-market motion with a fraction of the dedicated reps they used to need. Salesforce hit $540M in Agentforce ARR with 18,500 deals in its first year. ServiceNow is targeting $1B in AI-specific revenue in 2026. They didn’t get there with traditional 100-rep sales orgs alone. They got there by embedding the new product into existing customer renewals, layering AI SDRs on top, and using their existing field motion as a wedge.

So in 2026, also watch these signals:

  • They’re acquiring the best players in the category, not building everything in-house. This is the biggest tell of all in 2026, and the cleanest signal of seriousness. Salesforce wants to win in AI agents, so they bought Qualified (the inbound AI agent we run on saastr.com) and they bought Momentum (the call-logging tool that auto-syncs to Salesforce, which one of our reps quit over). They didn’t try to build either. They wrote checks. Microsoft has done the same thing across Copilot. Google has been buying AI talent at $32B+ valuations. If a BigCo is willing to write nine and ten-figure checks to fill product gaps in your category, that’s a much higher commitment level than internal builds. The acquisitions tell you exactly which categories the BigCo has decided are strategic.
  • Dedicated AI agents and GTM infrastructure for the product. Are they running their own AI SDR motion against your installed base? Are they targeting your customers in their outbound? If yes, that’s a serious signal even if the dedicated rep headcount is still small. The new playbook is fewer reps, more AI leverage. Look at the AI motion, not just the human one.
  • Real implementation resources, not just sales bodies. Even with 18,500 Agentforce deals booked, only about 8% of Salesforce’s customer base has actually deployed it. Selling is not the same as winning. The serious BigCos are now putting field engineers and FDEs (Forward Deployed Engineers) on deals to make sure the product actually works in production. Salesforce assigned us real FDE resources to get SaaStr live on Agentforce. They didn’t just discount. They configured it. Got it integrated. Got it working with our Salesforce data. That’s a different kind of serious. When a BigCo puts their own engineering labor on your deals, they’re playing for the long game.
  • A standalone P&L and a real revenue target on the earnings call. When the BigCo CEO starts naming the product on quarterly earnings calls with specific ARR targets, that’s a board-level commitment. They won’t take that public unless they’re serious. Track this every quarter. The first earnings call mention is the leading indicator. Salesforce calls out Agentforce by name every quarter now. ServiceNow does the same with their $1B AI ARR target. These numbers go in shareholder letters. They’re not going to walk that back.
  • Bundling into the renewal motion. This is the killer one for incumbents. Salesforce, Microsoft, Google, ServiceNow, all of them can include the new competitive product as part of a customer’s existing platform renewal. They don’t need to “sell” it. They include it. If you start hearing “it just came with our [Salesforce/Microsoft/etc] renewal” from your prospects, the BigCo is past the experiment phase. They’re using their distribution as a weapon. Discounting matters here too. Salesforce had to use steep discounts and generous terms to get enterprises onto Agentforce, even with their massive distribution advantage. If a BigCo is willing to take margin hits to get adoption, that’s a sign they’re playing for installed base, not P&L this quarter.
  • A dedicated PMM team and analyst day. Watch for the BigCo running a dedicated analyst day for the product, briefing Gartner and Forrester for category placement, and standing up a PMM team that’s only working on the new product. Analyst placement is a 12-month lead indicator of serious enterprise budget movement. If they’re doing the work to get a Magic Quadrant placement, they’re playing for keeps.
  • Senior exec time. If the CEO or COO is personally referencing the product in customer meetings, that’s the highest-cost signal a BigCo can send. Their time is the scarcest resource in the company. When Benioff personally pitches Agentforce on customer calls, that tells you more than 100 sales reps would.

    • Always take the competition seriously. But take the BigCo clone more seriously once they’ve started to do most of these things: dedicated sales team, AI GTM motion, M&A in the category, FDE resources on deployments, earnings call air time, renewal-bundle play, analyst placement, and exec attention. The more boxes that get checked, the harder this is going to be.

    The good news: BigCos are still slow. Even when they’re serious, the org friction, the fiefdom protection, and the platform tax (everything has to fit the existing motion, branding, security review, legal review) means they ship slower than a focused AI-native startup. Even Salesforce’s Agentforce is at 8% of their customer base after a full year of all-out effort. The window to win is real. But it’s smaller than it used to be in 2022, or even 2025. Move now.

    As Long As You Are Growing 60% Or More — Your Competition Can’t Really Hurt You

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