An emphatic yes on all of this, especially:- “The most sophisticated measure lead quality, hold marketing accountable to revenue goals and measure retention post sale in order to determine leading renewal indicators in order to compensate reps on those indicators - such as high value feature adoption within 3 months of a contract closing”.
Any thoughts on measuring ‘accrued Impact” vs ‘feature adoption? Depending on how extensive the solution is, customers may have bought it for different reasons and be prioritising different features. Going back to a customer at the 3 month and 9 month mark and having a conversation about the measurable value they’ve achieved is an ultimate ‘growth builder’ sales activity. Is this encouraged in the majority of SaaS organisations? All signs point to no.
These conversations are SO valuable for pretty much the whole organisation, and are easy to have. “Hello, when you bought this product from me, you wanted to achieve the following (Taylor consults notes) , have you achieved this, what has the measurable impact been, and how can we expand on this success elsewhere in your organisation? If not, how can I accelerate this for you, share insights from other customers, help us help you better?
I think if more sales people asked themselves ‘WWTD’ (What would Taylor do?), life would be a lot better…😁
@David lets get "WWTD" trending! Great call out on accrued impact. Accrued impact should be central to every activity post sale in CS imo. We dive deep into creating this culture in the PMF phase of growth at RVNU. There the accrued impact in PMF may be over a short period of time (eg: a few months), but directionally this accrued impact should be measured from day 1 to the final day of the contract and replayed back to the customer (and the product team), on a high frequency. In stage 12 in the RVNU framework ("control churn"), we deliver the framework to ensure this is embedded in their CS org in perpetuity. #WWTD
An emphatic yes on all of this, especially:- “The most sophisticated measure lead quality, hold marketing accountable to revenue goals and measure retention post sale in order to determine leading renewal indicators in order to compensate reps on those indicators - such as high value feature adoption within 3 months of a contract closing”.
Any thoughts on measuring ‘accrued Impact” vs ‘feature adoption? Depending on how extensive the solution is, customers may have bought it for different reasons and be prioritising different features. Going back to a customer at the 3 month and 9 month mark and having a conversation about the measurable value they’ve achieved is an ultimate ‘growth builder’ sales activity. Is this encouraged in the majority of SaaS organisations? All signs point to no.
These conversations are SO valuable for pretty much the whole organisation, and are easy to have. “Hello, when you bought this product from me, you wanted to achieve the following (Taylor consults notes) , have you achieved this, what has the measurable impact been, and how can we expand on this success elsewhere in your organisation? If not, how can I accelerate this for you, share insights from other customers, help us help you better?
I think if more sales people asked themselves ‘WWTD’ (What would Taylor do?), life would be a lot better…😁
@David lets get "WWTD" trending! Great call out on accrued impact. Accrued impact should be central to every activity post sale in CS imo. We dive deep into creating this culture in the PMF phase of growth at RVNU. There the accrued impact in PMF may be over a short period of time (eg: a few months), but directionally this accrued impact should be measured from day 1 to the final day of the contract and replayed back to the customer (and the product team), on a high frequency. In stage 12 in the RVNU framework ("control churn"), we deliver the framework to ensure this is embedded in their CS org in perpetuity. #WWTD