No matter how much they ask, you can’t give your users everything they want this holiday season. Learn how to prioritize and make a bigger impact by sussing out the “why” behind the “what”.
When Central Desktop began to verticalize its product strategy almost three years ago, the collaboration software company did what a lot of expansion-stage businesses do — it tried to do more with less by allowing the sales process to drive the company’s product enhancement prioritization.
In other words, Central Desktop’s salespeople were doubling as user experience researchers.
It may lower your customers’ barrier for entry, but it can also raise the stakes for you financially in the long run. For SaaS companies, it is incredibly important to understand the freedom and limitations of the freemium model.
Free might be music to your customers’ ears, but it probably makes your CFO cringe. After all, if offering your product for free isn’t positively impacting your bottom line, then it’s not going to be worth it. But instead of thinking of it as free, explains Kareo founder and CEO Dan Rodrigues, the freemium economic model really just allows you to shift funds around.
When it comes to coaching lead generation reps, it turns out there IS a magic number.
It goes without saying, but everyone on your team is busy with their day-to-day duties, yourself included. But even though it’s all too easy for something to push coaching sessions to the side, it’s in no one’s interest to let that happen. Since it’s always easier to accomplish a goal when you know what you’re shooting for, Steve Richard, co-founder of Vorsight, is here to divulge exactly how much time you should be dedicating to coaching lead generation reps each month.
Intronis CEO Rick Faulk and CMO Aaron Dun explain why bigger isn’t always better when it comes to scaling a SaaS company’s lead generation efforts.
For most growing SaaS companies, it’s relatively easy to drive either higher lead volume or better lead quality. But, according to Rick Faulk and Aaron Dun, the CEO and CMO of online cloud backup and recovery solution Intronis, it’s often very difficult to do both.
Your company may have the market, product, and strategy in place to drive growth, but if it doesn’t properly manage these three scalability challenges, it could derail the business entirely.
When it comes to scaling a software company, there are three key components that businesses must consider before they step on the gas: People, process, and technology. And while each of those components has its own unique challenges, AtTask CTO Ted Hoy says in the video below that the biggest scalability challenge isn’t to find solutions for each of those components. Rather, it’s to deploy those components in a way that doesn’t burden your organization financially or culturally.
In this week’s Labcast, leadership advisor and author Mike Myatt shares powerful tips for hacking leadership gaps and giving your company the vision and drive it needs to move forward.
CEOs, here’s a reality check: Rate your leadership ability on a scale of 1–10, 1 being the absolutely worst leader you’ve encountered and 10 being the best. What did you give yourself? Around an 8? The fact is, chances are your employees, on average, will rate you two or three points lower. Now, imagine getting up in the morning and trying to pump yourself up to work for a 5.
The difference between those two perceptions is what Mike Myatt, one of America’s top CEO coaches, calls a leadership gap. And without closing it, you are unlikely to provide your team with the motivation and guidance they need to thrive and succeed.
For growing software companies, building products that are designed to be everything to everyone is rarely an effective strategy. Instead, suggests Central Desktop VP of Products Kristy McKnight, SaaS businesses should be striving to achieve better focus on the segments or verticals that give them the best chance for long-term success.
When Kristy McKnight joined Central Desktop in 2011, the veteran product management executive faced a challenge that she was familiar with from a decade-long tenure as the Director of Product Management at Intuit — six years after launch, Central Desktop’s online collaboration software remained a horizontal offering.
Why was that a problem?
In the short term, it wasn’t. The business was doing well and its sales team could quite literally call on any business. To scale in the most efficient manner possible, however, McKnight says that she and Central Desktop’s management team knew that the company couldn’t continue with that horizontal approach.
“Once we began to create an infrastructure to drive growth, we needed somewhere to point the ship,” McKnight says.
Vorsight co-founder Steve Richard reveals the secrets to getting the most out of your lead generation reps.
In many companies, outbound prospecting reps reside at the bottom of the sales organization hierarchy. Sure, they play a critical role in prospect engagement and lead generation, but it’s sales reps who ultimately convert those prospects into real revenue, and that’s typically the argument for focusing more time and attention on coaching that role.
The problem with that approach, however, is that sales reps aren’t often the team members who could benefit most from coaching. Instead, suggests sales expert and Vorsight co-founder Steve Richard, it’s a company’s eager — and often more malleable — lead gen reps who typically reap the most from management mentorship.