The first quarter of 2020 ended with a whimper — with the Dow Jones Industrial Average, S&P 500 and NASDAQ posting their worst quarter in decades — as the COVID-19 pandemic continues to cause uncertainty and volatility across all major stock market indices.
At the beginning of the quarter, we were still basking in a decade-long bull market. The global pandemic, and the economic havoc it caused, put an end to those halcyon days. All major American indices dropped into bear-market territory March 12, after shedding the requisite 20% from recent highs.
The rollercoaster continued, with equities bumping along the bottom, periodically popping up, only to fall again as the epicenter of the pandemic shifted from China to Europe and now the United States. The number of cases in the U.S. has prompted states to issue stay at home orders, putting the brakes on business as usual. As Continue reading "Stocks post worst quarter since 2008 financial crisis"
“Be kind, for everyone you meet is fighting a battle you know nothing about.”
Mental health challenges for remote workers
In Part I of acework’s Remote Best Practices series, we mentioned how remote and dispersed teams have fewer opportunities for in-person discussions, which may hurt team cohesion and productivity. In addition, this may also be a barrier to knowing if a team member is dealing with a mental health challenge.
You, a colleague or a direct report could seem upbeat, productive and engaged on a project online, while in reality you’re struggling to cope. We miss non-verbal cues when much of our workplace communication takes place through a screen or even asynchronously.
Of the 2,500 remote workers surveyed in Buffer’s 2019 report The State of Remote Work , unplugging after work hours made the number one spot as the biggest struggle employees faced with remote working.
In today’s crazy world, more and more vendors are seeing customers that want to cancel annual or longer contracts.
What should you do?
The simple answer “of course” in that yearly contracts can’t be canceled — per se. That’s the whole point of whatever explicit or implicit discount you give for doing a yearly contract (vs. monthly or quarterly). And the language likely will plainly say the contract cannot be canceled.
But … it’s just a contract. So a few qualifiers:
If you haven’t received pre-paid cash, it doesn’t matter. Do NOT threaten to send the customer into collections – period. Especially now, these days. There is no effective way to enforce a customer contract if the customer doesn’t want to pay and doesn’t need the service any longer. Do not create drama. This won’t work, and it will turn someone who just might be a customer again into someone Continue reading "What To Do When A Customer Wants to Cancel A Contract"
Founder Guillaume Cabane provides information on when and how to run a growth team and provides multiple examples of growth models. Use these tools to determine how to run growth experiments at your organization.
Want to see more content like this? Join us at SaaStr Annual 2020.Guillaume Cabane | Founder @ Growth Ex MachinaFULL TRANSCRIPT BELOW
I’m Guillaume Cabane and today I’m going to talk about The Playbook To Running Growth Experiments At Scale. The first thing that I want to put out immediately for growth people and for founders is that I want to trash out all the KPIs and we’re going to focus just on revenue. That seems obvious because, see most companies don’t do that. But before I go into the dough here, who am I, what have I done, very quickly, I worked at a few of those recognizable companies, most notably lately
With all of the data sources and benchmarks out there today, it’s understandably easy to get obsessed with tracking your business’ performance. Before you know it, you can easily be submersed in wave upon wave of metrics and corresponding acronyms—customer acquisition cost (CAC), annual recurring revenue (ARR), annual contract value (ACV) and lifetime value (LTV), just to name a few.
In the worst case, you get analysis paralysis, refusing to take action or make a decision without months and months of data. Or, as a result of the amount of data you must sift through to do anything, you start ignoring data altogether and running your business based on gut feel. (Pro tip: Don’t do either of these things.)
So which of these metrics (if any) can entrepreneurs reliably turn to for the tell-tale signs of imminent failure or burgeoning success? In theory, that’s where KPIs come in.