The Basics of Customer Onboarding


This post is by Lincoln Murphy from Customer-centric Growth by Lincoln Murphy


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Onboarding is perhaps the most critical phase in the customer journey – if nothing else, it sets the tone for the relationship – and is too important to just slap together and hope it works. Please ensure you’re giving the Onboarding process – and your new customers with whom you currently have a very fragile relationship – the attention they deserve. So let’s start here. If you can’t answer these questions with confidence, that’s a problem:
  • What does “onboarded” mean in the context of your customers?
  • Is it the same for each customer segment?
  • At what point is your customer onboard?
Let me help you answer those questions… I’ve covered the process of Customer Onboarding before in great detail, but let’s get back to basics here. To design an effective onboarding process you must know what “onboarded” means or at what point a customer would be considered “onboard.” “Onboarding
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What To Do If You Are Growing, Just Not Quickly Enough


This post is by Jason Lemkin from SaaStr


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These are truly the best of times in SaaS.  But why? Well … take a look at this chart from Gartner on the % of the $1 trillion in IT spend going to Cloud.  It was 1% just a few years ago, going to 16%+ in 2021.  That’s 16x growth in Cloud Services spend in 10 years. 1600%.  That’s a lot. That doesn’t mean things are easy.  Competition is wider and fiercer than ever.  And the number of vendors has exploded far more than just 16x.  Probably 1600x.  That means the competitor for budget is even more intense than ever. Still one thing is true in SaaS today — if you truly have product-market fit, and a good team behind it, you can grow faster than ever. So if you are growing at a so-so rate … say 40%-80% after $1m ARR
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Should You Visit More Of Your Prospects In Person? Almost Certainly


This post is by Jason Lemkin from SaaStr


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I remember the first customer I lost due to not showing up in person.  They were a Fortune 50 customer.  We did a CSAT survey, and every user loved us.  The implementation was flawless.  There were zero issues.  And … we lost them at renewal. Our buyer was kind enough to call us and explain why.  “Well, your competitor was in the office last week, and just convinced us that …” Ugh.  We’d done everything “right” … except … We’d never even visited. I hear this story now time and time again.  Here are a few from a recent LinkedIn post I did on the matter: You can see from both my subsequent experience, and all the comments on the post in this thread, that I was hardly alone. You already know this.  If you show up, you close faster
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Have You Visited Your Top 5 Customers This Year? Well, It’s June. Book the Flights.


This post is by Jason Lemkin from SaaStr


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A ways back on SaaStr, we wrote an important post on your customer success leaders — The 5+2 Rule. That every member of your CS team needs to visit 5 customers in person a month — and be issued 2 customer badges a year (because they visit in-person so often).  At least the ones that manage slightly larger accounts ($20k+). It’s an even better rule to follow today, now that we know the best customers in SaaS literally last decades:
Want Happy Customers? Implement the 5-Visits-Plus-2-Badges Rule. For Your Customer Success Team — And You.
Forcing your CS team to visit 5 customers in person means “more than 1 a week”, and keeps in-person visits top of mind. But what about you — the CEO? You have your own Bare Minimum Customer Visit Quota.  That’s to visit your Top 5 Customers Every YearAnd to meet them Continue reading "Have You Visited Your Top 5 Customers This Year? Well, It’s June. Book the Flights."

SaaStr Podcasts for the Week With Rippling and Salesforce — May 31, 2019


This post is by Deborah Findling from SaaStr


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Ep. 237: Parker Conrad is the Founder & CEO @ Rippling, the startup that gives you back your time from payroll to employee computers, Rippling makes it unbelievably easy to manage your company’s HR and IT – in one system. To date Parker has raised over $59m in funding from some of the best in the business including Mamoon @ Kleiner Perkins, Garry Tan @ Initialized, Justin Kan, SV Angel and Y Combinator, just to name a few. As for Parker, prior to founding Rippling, he was the Founder & CEO @ Zenefits, the startup he built from $0 to $60m in ARR in just 3 years. Before that he co-founded Sigfig where he grew assets on the platform to over $35Bn across 500k users.

In This Episode We Discuss:

The rocket demo: how to effectively sell your product in 30 minutes with veteran entrepreneur and sales coach Dan Martell


This post is by Collin Stewart from Predictable Revenue


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On this edition of The Predictable Revenue Podcast, co-host Collin Stewart welcomes Dan Martell, renowned coach to SaaS founders. The post The rocket demo: how to effectively sell your product in 30 minutes with veteran entrepreneur and sales coach Dan Martell appeared first on Predictable Revenue.

How LeadQuizzes’ Jeremy Ellens took his company from 0 to $1,000,000 (and beyond!) in annual revenue


This post is by Collin Stewart from Predictable Revenue


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On this edition of The Predictable Revenue Podcast, co-host Collin Stewart welcomes Travis Henry, Director of Inside Sales Operations at renowned Bay Area sales consultancy SalesSource. The post How LeadQuizzes’ Jeremy Ellens took his company from 0 to $1,000,000 (and beyond!) in annual revenue appeared first on Predictable Revenue.

Should CSMs Own Quota?


This post is by Kia Puhm from Openview Labs


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Editor’s Note: This article first appeared on DesiredPath’s blog here I have written about Customer Success and revenue in previous articles. Specifically, drilling into the question of why Customer Success fears owning revenue and examining the irrationality of that fear, why owning revenue is a natural extension of what Customer Success does and why it is good practice for the Customer Success executive to own revenue. This time I want to drill into what “owning revenue” means. Somewhere along the way, Customer Success owning revenue has come to automatically imply that Customer Success Managers (CSMs) own quota. And by extension, that this is a bad thing for the customer as a CSM cannot act as a trusted advisor and in the customer’s best interests if they focus on the commercial side of the business. It is unclear to me why these ideas came to be but I do not
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SaaStr Podcasts for the Week: May 10, 2019


This post is by Deborah Findling from SaaStr


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Ep. 231: Jason Reichl is the Founder & CEO @ GoNimbly, the first SaaS consultancy to focus on revenue operations. Currently growing 100% year over year, working with companies to un-silo their operations and create one strategic revenue ops team to support their Go To Market strategy. In the past, Go Nimbly has helped companies like Zendesk, Twilio, PagerDuty and Coursera to achieve alignment and increase revenue by 26%. As for Jason, prior to co-founding GoNimbly, he was Director of Product Management @ TradeShift and before that was VP of Product Management @ Lanetix.

In This Episode We Discuss:
  • How Jason made his way from Director of Product Management at Tradeshift to changing the way we think about scaling revenue operations with GoNimbly.
  • Why does Jason believe that we have to remove handoffs between go to market teams? Why are they so damaging? How Continue reading "SaaStr Podcasts for the Week: May 10, 2019"

Creating Self-Service Customer Success That Works for Everyone (Part 3)


This post is by Lynn Tsoflias from Openview Labs


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Editor’s Note: This article is Part 3 of a 3-part series. You can read Part 1 here and Part 2 here So far we’ve looked at the first six of seven elements that make up a self-service customer success model that can work for businesses of all sizes. When it’s done well, this model deepens your customer’s engagement while empowering your Customer Service Managers (CSMs) to provide much greater value to all of their accounts. Each of the seven components is important, and while you may not need all of them, you will need to choose the ones that suit your users and that serve as many learning styles as possible. When you do this well, you drive deep adoption of your solution. Your customers become engaged and they stay in the flow. You create a buzz around your product. All of this can happen here in the seventh
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