In a perfect world, your sales coaching advice would always fall on open ears. The reality, advises Steve Richard of Vorsight, is that there is really one key group you should be focusing the bulk of your efforts and energy on.
While it’s important to offer sales coaching advice to your whole department, the fact of the matter is some segments of your team won’t be responsive to it, while only a fraction will take it to heart and flourish. These are distinct groups, explains Steve Richard, co-founder of Vorsight, and if you want to see a bigger return on your investment you need to be strategic with where you devote your time.
Think SaaS buyers care about how or why your product works? Think again. As AtTask CTO Ted Hoy explains in this video, SaaS customers simply want a full-service solution that quickly — and easily — solves their biggest business problems. That’s why you should be hell-bent on building a scalable services organization.
When a homeowner goes out and buys a lawnmower, they typically have a very basic list of expectations for that product — it needs to start, work reliably, and perform the job it was designed to complete. When homeowners hire a lawn service, however, they have a very different list of expectations. Namely, they don’t care how or why that lawn service’s equipment works or how the lawn gets cut, they simply care that, when they get home, the job is done and their lawn looks great.
In today’s fast-paced business world, scale requires empowering teams to innovate freely and a team-wide commitment to achieving key business goals.
In the old days of software company development, managers would simply provide a list of tasks to their team — like writing code for specific features or executing a particular sales or marketing strategy.
Whether you’re a first-time manager or a savvy vet, what is the very first thing you should do when it’s time to dive in and start managing a lead generation team?
Your outbound lead generation team is just like a light, right? Just flip the switch once the team is built and it automatically starts doing its thing? Well, not exactly. In fact, according to Christy Weymouth, who launched ExactTarget’s team in 2005, actively managing a lead generation team properly right out of the gate is a critical part of its success.
Everybody loves free! But that doesn’t mean that a freemium SaaS model is inherently right for your business.
Your customers love free stuff. You love it when your customers are in love. But, it turns out, not all products lend themselves well to the freemium model. And if yours is one of them, the experience could leave a sour taste in everyone’s mouth. Dan Rodrigues, CEO of Kareo (an OpenView portfolio company), explains the four key requirements for a freemium SaaS model to be successful.
Are you a manager in charge of pushing lead generation reps towards bigger and better results? These coaching tips will help you get a successful and sustainable process in place.
So you’ve reached the point of realizing your lead gen reps could use a little mentoring, which is great. But what’s next? It’s a question that Steve Richard of Vorsight hears all too often. Putting a system in place is a big step in the right direction, though, which is why he’s happy to offer some tips for coaching lead generation reps to help get you started.
So, your company has good customer service. But does that really mean you’ve built a customer-centric organization?
Today, nearly every B2B technology business seems to suggest that it’s a customer centric organization — a company that’s wholly committed to providing a fantastic user experience and phenomenal customer service. And while that’s nice PR fodder, how many companies actually live up to that self-appointed designation? And what does building a “customer centric organization” really mean?
Internal conflict and finger pointing can wreak havoc on any organization, but that’s particularly true for software businesses that are trying to scale.
In the old days, software used to be developed through a highly structured system that followed a linear path through large functional silos (product management, software development, quality assurance, etc.). But today, in a world where buyers expect businesses to deliver not just a product, but a service, that structure has evolved and SaaS organizations have had to adjust their development approach to it.