Home

There was a much earlier thread in April that asked about how people were managing renewals. The discussion then as COVID took everybody by surprise was to avoid blanket discounts and do your best to triage things case by case. Now that were a little further down the guantlet of 2020, how are you striking a balance from being sensitive to customers which have taken a financial hit during this crisis and looking to reduce costs, with protecting the revenue needs of your own company. ------------------------------ ...

Hi Jeff! One thing I have done to engage decision-makers in a similar scenario is by asking one of the end-users who see value in our service to set up an account review with the two of us and the decision-maker. Positioning the call/meeting as an account review makes it sound more important than just a simple "check-in" call. Usually, I'll have some data-proven results that the end-user can present to the decision-maker so they know we will discuss their on-going positive results on the call. ------------------------------ ...

that is an amazing model, as it's a great way to keep sales teams honest. When you have a team that's commission driven held to the truth they really are brought in to work as a whole with the organization and wholly support their subscribers. I'd wonder how many more orgs operate using that mechanism of TBTS as it directly addresses a common happening of a customer being sold something which cannot be supported. ------------------------------ Matt Vadala Seeking CSM opportunities -------------- ...

Love what wrote here. That is a great concept! We try to identify this as early as possible (which is not always feasible). Two things we do: 1) Every client has a kick off call - That call has the client, the sales manager, and the CSM - The goal of this is for the CSM to hear goals directly from the client and reset expectations 2) Any deals that churn within the first 30 days (we are 90+% monthly contracts) are considered a no sale vs churn​ ------------------------------ Jordan Silverman Vice ...

good question! We chose the CSM that: a) Wanted more responsibility and wants to grow b) Has no problem asking people tough questions c) Knows how to ask really good secondary/follow up questions For us it was most about personality and willingness! ------------------------------ Jordan Silverman Vice President of Customer Success MarketMan 9148445775 ------------------------------

I agree with everything James listed. It's important to take control of your own career path, but there are expectations that you should also have of your leader. For short term, if you don't have access to the job description of the level above you, ask for it, identify where you feel you are already meeting those expectations and where you feel you have gaps. Talk to your leader about those items and develop a clear path with goals for the quarter/year to achieve them. Then, as James mentioned, ...

At our company, we have a concept of "Transition Back to Sales". Essentially, if a deal is sold and comes into Onboarding/Implementation, but after additional discussions it is discovered that we cannot support their needs or requirements, we consider the project Transitioned Back to Sales and the sales commission is actually impacted by this. This motivates the sales team to sell realistic deals as they don't ultimately get the commission if the deal does not go live. Now, this of course, is not ...

Hi David, That would be wonderful! I also struggle with it as well, and that is the risk we are trying to avoid, so completely agree. I would love the research report - my email is aalley@avidxchange.com! Thanks, ------------------------------ Anna Alley Director of Customer Success & Advocacy ------------------------------