Kabbage acquires Radius Intelligence, the marketing tech firm with a database of 20M small businesses – gpgmail


Data is the new oil, as the saying goes, and today Kabbage — a fintech startup backed by SoftBank that has built a business around lending up to $250,000 to small and medium enterprises, using AI-based algorithms to help determine the terms of the loan — is picking up an asset to expand its own data trove as it looks to expand into further SMB financial services. The company has acquired Radius Intelligence, the marketing technology firm that has built a database of information on some 20 million small and medium businesses in the US.

Terms of the deal are not being disclosed, but notably, it comes on the heels of a sightly tumultuous period for Radius. Last year, the company announced a merger with its big competitor Leadspace, only to quietly cancel the deal three months later. Then two months after that, it replaced its longtime CEO.

Radius — which is backed by some $120 million from investors that include Founders Fund, David Sacks, Salesforce Ventures, AME Cloud Ventures and the actor Jared Leto among others — last had a valuation of around $200 million according to PitchBook, but that was prior to these events. Kabbage, meanwhile, has raised hundreds of millions in equity and debt and is valued at over $1 billion. The deal will be financed off Kabbage’s own balance sheet and will not require the company to raise more funds, I understand.

Rob Frohwein, Kabbage’s co-founder and CEO, said in an interview that the plan is to integrate Radius’ tech and IP into the Kabbage platform — the task will be overseen by Radius’ current CEO, Joel Carusone — as well as Radius’ tech team of 20 engineers, who will work for the Atlanta-based startup out of its office in San Francisco.

He also added that Radius’ current products — which include market intelligence and contact information for employees at SMBs in the US, along with a host of related solutions, which up to now had been gathered both via public sources and the businesses updating the information themselves; as well as the technology for merging disparate sources of data and ferreting out the “valid” pieces that are worth retaining and throwing out what is out of date — will not be sold any longer via Radius. From now on, there will be only one customer for all that data: Kabbage itself.

To note: the company had already been a user of Radius’ data to help its own marketing team connect with new and and existing customers.

“We have known the company for a long time,” said Frohwein. Other customers that Radius lists on its site include Square, American Express, LendingTree, FirstData, MetLife, Sam’s Club, Yahoo and more.

This doesn’t mean that Kabbage might not offer the SMB intelligence in a format to businesses directly via its own platform at some point, but it also means that as Kabbage expands into services that might compete with some of Radius’ now-former customers — payments and merchant acquirer services, as well as tools to help SMBs grow their own customer funnels are some that are on the cards for the coming months — it will have an edge on them because of the data on users that it will now own.

The deal underscores two bigger trends among startups that focus on enterprise customers. First, it points to  ongoing consolidation in the world of marketing tech, in part as businesses look for ways to better compete against the likes of Microsoft and Salesforce, which are also continually building out their stacks of services. And we will likely see more activity from stronger fintech companies keen to expand their platforms to provide more touchpoints and revenue streams from existing customers, as well as more services to expand the customer base overall.

“We’re thrilled to join the Kabbage team. As a company dedicated to small business analytics and data management, we’ve always had a deep respect for Kabbage’s data-driven technology and focus,” Radius CEO Carusone said in a statement. “Our companies have complementary technical architectures and domain experience for decision making. With Kabbage, we can build a more sophisticated analytics solution to identify, reach and serve small businesses.”

Kabbage itself is not looking for new funding at the moment, Frohwein said, but he added also that it is on a fast trajectory at the moment but still a ways away from an IPO, so I wouldn’t discount more raises in the future. The company is currently on track to see revenues up 40% versus last year, with customers up 60%.

“We’re always looking to grow,” he said.


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How should B2B startups think about growth? Not like B2C – gpgmail


Over the years, we’ve seen a lot of B2B companies apply ineffective demand generation strategies to their startup. If you’re a B2B founder trying to grow your business, this guide is for you.

Rule #1: B2B is not B2C. We are often dealing with considered purchases, multiple stakeholders, long decision cycles, and massive LTVs. These unique attributes matter when developing a growth strategy. We’ll share B2B best practices we’ve employed while working with awesome B2B companies like Zenefits, Crunchbase, Segment, OnDeck, Yelp, Kabbage, Farmers Business Network, and many more. Topics covered include:

  • Descriptions of growth stages you can use to determine your company’s status
  • Tactics for each stage with specific examples
  • Which advertising channels work best
  • Optimization of your ad copy to maximize CTR and conversions
  • Optimization of your sales funnel
  • Measuring the ROI of your advertising spend

We often crack growth for companies that didn’t think it was possible, based on their prior experience with agencies and/or internal resources. There are many misconceptions out there about B2B growth, rooted in the misapplication of B2C strategies and leading to poor performance. Study the differences and you’ll develop a filter for all the advice you get that’s good for one context (ex: B2C) but bad for another (ex: B2B). This guide will get you off on the right foot.

Table of Contents

What growth stage is your B2B startup?

The best growth strategy for your company ultimately depends on whether you’re in an incubation, iteration, or scale stage. One of the most common mistakes we see is a company acting like they’re in the scale phase when they’re actually in the iteration phase. As a result, many of them end up developing inefficient growth strategies that lead to exorbitant monthly ad spends, extraneous acquisition channels, hiring (and later firing) ineffective team members, and de-emphasizing critical customer feedback. There is often an intense pressure to grow, but believing your own hype before it’s real can kill early-stage ventures. Here’s a breakdown of each stage:

Incubation is when you are building your minimum viable product (MVP). This should be done in close partnership with potential customers to ensure you are solving a real problem with a credible solution. Typically a founder is a voice of the customer, as someone who experienced the problem and sought out the solution s/he is now building. Other times, founders enter a new space and build a panel of prospective buyers to participate in the product development process. The endpoint of this phase is a working MVP.

Iteration is when you have customers using your MVP and you are rapidly improving the product. Success at this stage is rooted in customer insights – both qualitative and quantitative – not marketing excellence. It’s valuable to include in this iterative process customers with whom the founder(s) have no prior relationship. You want to test the product’s appeal, not friends’ willingness to help you out. We want a customer set that is an accurate sample of a much larger population you will later sell to. The endpoint of the iteration phase is product/market fit.

Scale is when you have product/market fit and are trying to grow your customer base. The goal of this phase is to build a portfolio of tactics that maximize market penetration with minimal – or at least profitable – cost. Success is rooted in growing lifetime value through retention and margin, maximizing funnel conversion to efficiently convert leads to customers, and finding repeatable tactics to drive prospective buyers’ awareness and consideration of your product. The endpoint of this phase is ultimately market saturation, leading to the incubation and iteration of new features, customer segments, and geographies.

How do you find B2B customers? 

Here’s a list of B2B customer acquisition tactics we commonly employ and recommend. Later in this article, we’ll connect each channel to the growth stage it’s best used in. This list is generally sorted by early stage to later stage:

1. Leveraging your network. This is particularly valuable for founders who are building a product based on their own past experience.

  • Reach out to old colleagues you know have the same problem you had (and are solving).
  • Leverage the startup ecosystem. If your startup is in YCombinator, for instance, other companies in your batch may be prospects, along with alumni who will take your call simply because of your affiliation.
  • Example: If you’re building an app for marketers, ask past marketing colleagues you’ve worked with to try out your product is a no brainer.


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