Getting feedback – Dos and Don’ts


This post is by Subraya Mallya from PrudentCloud


Click here to view on the original site: Original Post




Feedback As product companies we build products to meet a need out there. Along the way, we follow the standard practice of reaching out to existing customers, prospects, experts in the field to get validation of the problem, our proposed solution, market, pricing etc. But having met someone (physically or online) and requested feedback, accepting the feedback is a skill that many of us don’t possess. It is an area all of us need some training in. The natural tendency is to immediately react to feedback (specially when it is negative). The result of that is it will block any additional feedback from coming your way. How does one rein in the urge to react and make the best use of the time with someone who is helping you? Here are some things we learnt as part of numerous sessions.

Getting feedback – Dos and Don’ts


This post is by Subraya Mallya from PrudentCloud


Click here to view on the original site: Original Post




Feedback As product companies we build products to meet a need out there. Along the way, we follow the standard practice of reaching out to existing customers, prospects, experts in the field to get validation of the problem, our proposed solution, market, pricing etc. But having met someone (physically or online) and requested feedback, accepting the feedback is a skill that many of us don’t possess. It is an area all of us need some training in. The natural tendency is to immediately react to feedback (specially when it is negative). The result of that is it will block any additional feedback from coming your way. How does one rein in the urge to react and make the best use of the time with someone who is helping you? Here are some things we learnt as part of numerous sessions.

Getting feedback – Dos and Don’ts


This post is by Subraya Mallya from PrudentCloud


Click here to view on the original site: Original Post




Feedback

As product companies we build products to meet a need out there. Along the way, we follow the standard practice of reaching out to existing customers, prospects, experts in the field to get validation of the problem, our proposed solution, market, pricing etc.

But having met someone (physically or online) and requested feedback, accepting the feedback is a skill that many of us don’t possess. It is an area all of us need some training in. The natural tendency is to immediately react to feedback (specially when it is negative). The result of that is it will block any additional feedback from coming your way.

How does one rein in the urge to react and make the best use of the time with someone who is helping you? Here are some things we learnt as part of numerous sessions.

Should Customer Success Managers carry Quota ?


This post is by Subraya Mallya from PrudentCloud


Click here to view on the original site: Original Post




Should Customer Success Managers carry quota As companies continue to figure out the true role of a Customer Success Manager(CSM), various aspects of the job keeping coming up for debate. As such the Customer Success Manager job is an overarching role that touches various functions such as sales, on-boarding, implementation, training, support, product while continuing to be the single point of contact with the customer. One such responsibility that gets debated repeatedly in the many discussions I have had with SaaS company leaders is – should CSMs carry a quota? Should they be responsible for up-selling, renewals ? To set some context and understand how companies have attempted to fulfill the need for Customer Success function will yield the following
  • Large majority of companies have converted their Account Management team to Customer Success Team
  • A smaller minority have all but renamed their support representatives as Customer Success Managers while continuing to expect them to manage their help desk function.
  • Another slice of companies the Customer Success
    Continue reading "Should Customer Success Managers carry Quota ?"

Should Customer Success Managers carry Quota ?


This post is by Subraya Mallya from PrudentCloud


Click here to view on the original site: Original Post




Should Customer Success Managers carry quota As companies continue to figure out the true role of a Customer Success Manager(CSM), various aspects of the job keeping coming up for debate. As such the Customer Success Manager job is an overarching role that touches various functions such as sales, on-boarding, implementation, training, support, product while continuing to be the single point of contact with the customer. One such responsibility that gets debated repeatedly in the many discussions I have had with SaaS company leaders is – should CSMs carry a quota? Should they be responsible for up-selling, renewals ? To set some context and understand how companies have attempted to fulfill the need for Customer Success function will yield the following
  • Large majority of companies have converted their Account Management team to Customer Success Team
  • A smaller minority have all but renamed their support representatives as Customer Success Managers while continuing to expect them to manage their help desk function.
  • Another slice of companies the Customer Success
    Continue reading "Should Customer Success Managers carry Quota ?"

Should Customer Success Managers carry Quota ?


This post is by Subraya Mallya from PrudentCloud


Click here to view on the original site: Original Post




Should Customer Success Managers carry quota

As companies continue to figure out the true role of a Customer Success Manager(CSM), various aspects of the job keeping coming up for debate. As such the Customer Success Manager job is an overarching role that touches various functions such as sales, on-boarding, implementation, training, support, product while continuing to be the single point of contact with the customer.

One such responsibility that gets debated repeatedly in the many discussions I have had with SaaS company leaders is – should CSMs carry a quota? Should they be responsible for up-selling, renewals ?

To set some context and understand how companies have attempted to fulfill the need for Customer Success function will yield the following

  • Large majority of companies have converted their Account Management team to Customer Success Team
  • A smaller minority have all but renamed their support representatives as Customer Success Managers while continuing to expect them to manage their help desk function.
  • Another slice of companies the Customer Success
    Continue reading "Should Customer Success Managers carry Quota ?"

Early Adopters and the value they bring to your product


This post is by Subraya Mallya from PrudentCloud


Click here to view on the original site: Original Post




Early Adopters are like Gold Dust
All products need validation before they are built to ascertain the real problem they solve. They need early supporters/evangelists, after they are built, to prove their worth in the marketplace and to cross the proverbial chasm. Getting people to try your product is tough but let us assume you were lucky and found some early adopters through some hustle and/or network. How should you engage with them? How do you deliver value to them in return for taking the risk on you ? Early adopters are like gold dust. It is paramount that you treat these early customers as special in return for them risking their money, time and decision equity within their company. Your future strategy for customer acquisition, customer engagement, pricing and marketing will depend a lot on how successful your early adopters were. However, before you engage with them, it might be prudent for you to put a process in place to manage that relationship, and maximize
Continue reading "Early Adopters and the value they bring to your product"

Early Adopters and the value they bring to your product


This post is by Subraya Mallya from PrudentCloud


Click here to view on the original site: Original Post




Early Adopters are like Gold Dust
All products need validation before they are built to ascertain the real problem they solve. They need early supporters/evangelists, after they are built, to prove their worth in the marketplace and to cross the proverbial chasm. Getting people to try your product is tough but let us assume you were lucky and found some early adopters through some hustle and/or network. How should you engage with them? How do you deliver value to them in return for taking the risk on you ? Early adopters are like gold dust. It is paramount that you treat these early customers as special in return for them risking their money, time and decision equity within their company. Your future strategy for customer acquisition, customer engagement, pricing and marketing will depend a lot on how successful your early adopters were. However, before you engage with them, it might be prudent for you to put a process in place to manage that relationship, and maximize
Continue reading "Early Adopters and the value they bring to your product"

Early Adopters and the value they bring to your product


This post is by Subraya Mallya from PrudentCloud


Click here to view on the original site: Original Post




Early Adopters are like Gold Dust
All products need validation before they are built to ascertain the real problem they solve. They need early supporters/evangelists, after they are built, to prove their worth in the marketplace and to cross the proverbial chasm.

Getting people to try your product is tough but let us assume you were lucky and found some early adopters through some hustle and/or network. How should you engage with them? How do you deliver value to them in return for taking the risk on you ?

Early adopters are like gold dust. It is paramount that you treat these early customers as special in return for them risking their money, time and decision equity within their company. Your future strategy for customer acquisition, customer engagement, pricing and marketing will depend a lot on how successful your early adopters were.

However, before you engage with them, it might be prudent for you to put a process in place to manage that relationship, and maximize

Continue reading "Early Adopters and the value they bring to your product"

Mastering the fine art of open-ended questions


This post is by Subraya Mallya from PrudentCloud


Click here to view on the original site: Original Post




A day-in-a-life of a Product Manager involves a variety of interactions, sometimes it is customers, sometime Open Ended Questionsit is the marketing team and most times it could be the engineering team. As a product manager one is required to seek out information from one channel, synthesize it and feed other channels. It could be understanding the requirements from a set of customers, rationalizing it and validating it, crafting it to feed the positioning, messaging initiatives of Product Marketing while simultaneously translating it into functional specifications for the engineers. Two of the most critical skills of being a successful product manager (I would dare say, most jobs) are asking open-ended questions and listening. Listening involves processing information and cataloging them properly in your memory for recall later. But it starts with the questions you ask, how you ask them and how you follow up. A typical mistake most people make here is they imagine/rehearse the conversation going a
Continue reading "Mastering the fine art of open-ended questions"