B2B services are a great business model because they often require fewer sales to generate significant revenue, allowing for higher profitability with less volume.

Understanding the distinction between B2B and B2C is crucial for startups, as it influences product development and pricing strategies.

If a company is making 50 to 100 million in revenue, it's reasonable to consider it a unicorn, but if it's making 50 million or less, you should question product-market fit and user retention.

If you're selling a low-cost product, you need to consider a low-touch sales model, as high-touch methods become impractical when you have to reach millions of customers.

It's important to avoid creating a product that requires excessive consulting time from the founder, as this indicates the product isn't truly scalable. If you're solving a small, rare problem, even a billion people in the addressable market may not be inclined to pay real money for it.

The right B2B pricing model depends on your product, costs, and ideal customer profile, with various models available to suit different needs.

The growth rate needed for meaningful growth varies by product type; enterprise B2B companies may need fewer customers than consumer goods companies, which require higher volumes.

If you're in a regulated industry and can't sell your product yet, your primary metric should focus on demonstrating technical feasibility rather than quantitative sales figures.

Focusing on smaller sales opportunities, like 1-5 seat deals, can be more beneficial for startups than pursuing larger, more complex contracts that may take longer to close.