Software Sales & Marketing
Managing Subscription Revenue Recognition Through Uncertainty
Sage Intacct’s virtual Modern SaaS Finance Summit gathered a panel of experts to share their key insights on subscription revenue recognition, especially in light of rapid business changes like we face today from the COVID-19 pandemic. This dynamic group talked about how to manage revenue recognition with a broader cross-functional team. Successful collaboration is more important than ever while we all work remotely.
The Power Of The Tech Finance Community
I recently sat down with Noah Barr, CFO of TrueAccord, and Amanda Kattan, Finance & Strategy Leader at 4th & King, to talk about the vibrant finance and operations community in Silicon Valley. Our conversation reminded me that we can come together in this difficult time to help each other navigate the pandemic. Here are some highlights of our conversation.
Payment Processing 101 For ISVs In Non-Traditional Markets
ISVs often associate payment processing with the retail and hospitality verticals, but there are opportunities beyond these markets for software companies to make money from payment residuals. Dan Viscount — SVP and Co-General Manager, IPOS Division at EVO — recently spoke with The Business Solutions Network this and more.
ISV Third-Party Integration Best Practices
Integration with vendors and third-party applications is crucial to an ISV’s success and scalability. Every sales and development team wants these integrations to be fast and efficient, and hardware providers can help ensure that is the case. Dan Viscount — SVP and Co-General Manager, IPOS Division at EVO — recently spoke with The Business Solutions Network this and more.
ISV Sales Advice In A Competitive Payment Landscape
ISVs are viewed as trusted providers by their customers and are therefore in a prime position to sell payment processing. In a competitive landscape where merchants face endless options for payment providers, ISV sales teams are looking for ways to expedite sales cycles and offer differentiated solutions to customers. Dan Viscount — SVP and Co-General Manager, IPOS Division at EVO — recently spoke with The Business Solutions Network this and more.
Customer Success And The Added Value Of Payments
Payment processing offers value beyond recurring revenue, it also can help ISVs build stickier relationships with their customers. Dan Viscount — SVP and Co-General Manager, IPOS Division at EVO — recently spoke with The Business Solutions Network this and more.
Balancing ISV And Vendor Customer Support
A positive support experience is crucial for any ISVs customer retention rate. This can be tricky when an ISV has a wide range of integration partners. Dan Viscount — SVP and Co-General Manager, IPOS Division at EVO — recently spoke with The Business Solutions Network this and more.
Advice For Working With Resellers
Working with resellers can be an effective way for ISVs to scale the distribution of their software. The vendors that play a role in the channel ecosystem can help ISVs build more sustainable and profitable relationships with resellers. Dan Viscount — SVP and Co-General Manager, IPOS Division at EVO — recently spoke with The Business Solutions Network this and more.
What Resellers Really Look For When Partnering With ISVs
Ask executives at the world’s leading software companies the secrets to their company’s success and they’ll offer up the usual answers: value, simplicity, the right offerings, a tough interview process leading to the hiring of the right people … the list goes on and you’re most likely already familiar with it. Notice, however, these answers focus on what can be done internally — those things the company has control over.
5 Paths To Consistent Channel Growth
If you want to talk about growth strategies, it’s hard to find a better source than Tiffani Bova. Tiffani is the growth and innovation evangelist at Salesforce and one of the top 50 management thinkers in the world.
Steps To Building Your B2B Subscription Billing Strategy
Subscriptions are different. For early software and SaaS companies, financial systems for order-based were invaluable. These companies sold discrete products-core editions, users licenses, and additional modules. To renew, you simply sold another order. In the subscription world, you must understand the lifetime relationship with the customer—all the upsells and renewals and how they all build on one another. You also must understand the revenue, billings, and cash derived from those-again, over the entire lifetime of the customer relationship.
3 Strategies For Building And Growing A Channel Partner Program
Every software vendor or provider has three common goals: increase product adoption, grow your customer base, and bolster revenue. One of the best ways to achieve every one of these goals is through a channel partner program, where you have a network of partners that sell, distribute, and support your product among clients with whom they have relationships—thereby far extending your market reach. Notably, in 2019, Microsoft attributed 95 percent of its commercial revenue flow to its partner ecosystem.
Are You A Salesperson Or A Human Being? Learn The Difference
When you are a decision maker for a tech company, even a small one, you become both a customer and a seller. You are taking your technology to a new market, so you are in a sales mode. You are a prospect for about every service, so you become the leading edge of someone’s sales funnel, a lead, a mark. Take your pick.
Why Nobody Makes Quota: Sell Stuff That Matters
Nothing works anymore! Nobody is making quota. We turn over sales VPs every 18 months. Our leads suck! Prospects won’t return our calls! Sound familiar? It certainly does to the sales reps inhabiting B2B berths today and to the CEO’s paying their salaries.
Why Are All My Sales Reps Failing?
You are the founder, CEO, arriving each morning before 7:00, opening the office. Around 9:30 the sales team straggles in, double cinnamon lattes in hand. They sit around catching up on emails, making a few calls. Zero sense of urgency. This is your second, going on third sales team. Nobody makes quota. The common refrain is “…not enough leads;” repeated first thing, even before “good morning.” You are so frustrated you could scream. You are paying a base between $60,000 a year for dialing-and-smiling sales monkeys to $150,000 a year for “killer sales reps” the headhunter promised you.
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