Software developers today are battling an increasingly large and diverse set of competition. In this landscape, you need to find ways to build your software offering to make the most of each sale. One way to do so is to build in a payment facilitator offering. While this involves some level of additional resource commitment, it also creates revenue potential that greatly bolsters your bottom line. For anyone offering SaaS to businesses, building in PayFac capabilities is a critical step towards building a more lucrative offering.
For enterprising software developers, opportunities exist to serve almost any area of business. You can design software targeted to a particular industry, a specific niche, or even an individual company. The more specialized you get, though, the smaller your window to success becomes. By building a payment application programming interface (API) into your software offerings, you can provide a process that every company needs, both simplifying your customers' operations and building your own bottom line.
An integrated software vendor serves a greater purpose than merely selling software to businesses. Your task is to develop and maintain the tools they need to operate every day. This means not only creating new software but keeping things running smoothly after your initial sale too. For this to work, you need a robust developer center. Your developer team can make the difference between your selling products and providing an ongoing service and revenue stream.
Being a Customer Success Manager is difficult enough. Based upon the premise that customer support should be more proactive than reactive, the value of CS cannot be understated. Between responsibilities like onboarding, advocacy, upsells and renewals, Customer Success Managers (CSMs) have cemented themselves as drivers of corporate growth.
Being a Customer Success Manager is difficult enough. Based upon the premise that customer support should be more proactive than reactive, the value of Customer Success cannot be understated. Between responsibilities like onboarding, advocacy, upsells and renewals, Customer Success Managers (CSMs) have cemented themselves as drivers of corporate growth.
VPs of Engineering often ask me how to increase their velocity. When I was a VP of Engineering, this was my eternal quest; to deliver more value at a high rate of speed. Our executive team was always looking for more, and my team was working all out, while I simultaneously was trying to scale the team effectively.
Think about how weird the following situation is. We, as a software community, are obsessed with data, analytics, and measuring stuff (think IOPS). Yet, we are totally behind the times when it comes to measuring ourselves in order to improve our own productivity. Even more surprisingly, there are non-technical teams such as Sales, HR, Marketing, etc. who are way ahead of us in using data to improve their productivity.
Software leaders ahead of the curve are using data analytics to create an optimal development environment for their teams. The revolution is happening. If you are not yet improving your team by utilizing data, then you are falling behind.
If you want your business to be successful in the long run, it pays to give priority to customer retention. Landing a customer who will pay for life is like hitting the jackpot. After all, it takes five times more effort to land a new customer than to retain an old one. But loyal customers don’t just appear out of thin air. It takes a lot of time and effort to do so. So, let’s take a look at the best customer retention strategies that can help you hold on to your most-prized assets.
Think you could be getting more done? Don’t we all, but the saving time is money is especially true when you are in charge of managing your customer’s success, which ultimately drives renewal revenue. Productivity and time management skills don’t come natural to everyone and that’s okay. The key is to identify the mistakes you’re making so you can be more efficient and better delegate your energy.
|
|
|
|
|
|
|
|
|