Should software companies be more concerned with top-line or bottom-line growth? The honest answer is that you need both.
The customer is a complex creature, each with their own unique needs and goals. As customer success professionals, now more than ever, we have many tools to understand the state of a user at any single point in time. However, staying on top of all the details that point to customer success is hard. In the ever-expanding customer ecosystem, what are the most critical metrics to track and understand in order to keep customers happy and successful?
It’s a simple, but effective, equation for growing a company: good months make good quarters, and good quarters make good years.
Crafting the perfect follow up message (or, more accurately, messages) is often considered one of, if not the, most challenging aspects of a career sales.
As a SaaS product leader, you are under increasing pressure to create products that generate and grow revenue for your organization. As if acquiring customers wasn’t challenging enough, you must also continue to deliver value to your customers to increase customer lifetime value and mitigate churn. As you develop new product initiatives to deliver on your revenue growth goals, you really have two options; focus on acquiring new customers or increasing share of wallet from existing customers through up-sell and cross-sell offers.
IT, procurement, accounting, and operations managers tasked with managing IT and operational costs will always have their scourges, such as real estate, mobility, and other complex spend categories. Amalgam Insights warns that SaaS (Software-as-a-Service) now takes its place in the pantheon of troublesome spend categories that require specialized sourcing, expense management, and support strategies. To understand why, consider the nature of SaaS as a spend category and operational responsibility.
Product feedback, ideas, feature requests, and improvements are all part of the daily life of building and scaling a software product. This data is incredible for your product team and it’s a huge opportunity for you to understand the pain points of your market and build something incredible if — and it’s a big if — you embrace product feedback instead of running away from it.
What works for six people can become a mess when applied to 60, 600 or 6,000. From the technology you use, the people you employ and the business processes you set in motion, everything has to be scalable.
It’s simply understood: When your partner is happy, chances are you feel good, too. The same holds true in the relationship between your employees and customers. Workers provide the best service when they’re satisfied and supported by their employers.
When it comes to a relationship between an independent software vendor and a tech developer, agility is not just a basic quality to look for in a partner — it’s an essential one.
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