问HN：为什么像customer.io这样的工具在获得A轮融资后会放弃自助服务？
为什么初创公司总是无法坚持最初的原则？
当我第一次发现 customer.io 时，我是最兴奋的人。我终于找到了一款为数据敏感的市场营销人员设计的电子邮件营销系统。借助良好的分析计划，你可以创建出惊人的工作流程。构建、编辑和预览电子邮件的过程简单直观。注册也很容易，无需与任何人交谈。在两周内，整个系统就完全运作起来了。
定价虽然不便宜，但感觉公平。我没有被锁定在长期合同中，可以根据实际使用情况调整价格。
我对他们的产品非常兴奋，经常和同事提起，并演示我们是如何设置系统的。
然后事情发生了……
我不知道是他们的A轮融资还是领导层的变化，但一切开始改变……
（1）根据联系人数量而非实际电子邮件使用量的涨价
（2）偶尔有客户经理主动联系
（3）强制要求签订年度承诺计划
（4）消失了任何可以直接登录并测试产品的方式
（5）年度客户经理电话会议上虚假的承诺以获取签名
我们要离开了。我受够了。抱怨完毕。
所以我一直在思考的问题是：有没有哪家公司在经历这种转变时，没有削弱最初吸引早期用户的产品？我希望对 Posthog 和 Resend 保持乐观，但我之前也经历过类似的事情。
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Why can startups never hold true to the principles that they started with?<p>When I first discovered customer.io I was the most excited person ever. I had finally found an email marketing system that felt designed for the data-savvy marketer. With a good analytics plan you could create amazing workflows. Building, editing, and previewing emails felt straightforward and intuitive. Signing up was easy and there was no need to talk to anyone. In two weeks the whole system was fully operational.<p>Pricing wasn't cheap, but felt fair. I didn't feel locked into a long term contract and could scale pricing based on true usage of the product.<p>I was so stoked about them that I'd bring it up regularly with co-workers and give demos for how we set up our system.<p>THEN IT HAPPENED...<p>I don't know if it was their Series A or a change in leadership, but everything started to change...<p>(1)the price hike based on contact count and not actual email usage
(2) the stray Account Executive started reaching out to connect
(3) the "forcing" onto an annual commitment plan
(4) the disappearance of any way to just sign in and test the product
(5) the annual AE call with fake promises to get the signature<p>We're leaving. I'm done. Rant over.<p>So the question I keep landing on: is there any company that has made it through this transition without gutting the product that earned them their early users? I want to be optimistic about Posthog and Resend, but I've been here before.