Jamal Reimer

The latest State of PreSales report from Vivun is here! This edition is all about the impact of AI on Sales Engineering. Over 500 respondents break down a variety of topics… ✔️ Their current approaches and challenges ✔️ Where they see AI benefits and advantages ✔️ How they plan to rollout AI into the future A major takeaway for me is that SE teams are not asleep at the wheel when it comes to AI and trying to leverage it. But there is an appetite for much more SE specific use case support to truly reach its potential for this group. Get the full report here 👇 https://lnkd.in/gFbv4jhR #b2b #sales #presales

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Learning a new presales methodology is exciting, but true mastery comes from implementation. Here's how to ensure your team goes beyond theory and crushes their sales goals: 🔑 Coaching is Key: Don't leave your team hanging! Schedule regular coaching sessions to review progress, provide feedback, and tackle challenges head-on. 🤝 Team Power: Include group coaching sessions where your team learns from each other's experiences. Collaboration is a powerful tool! 📈 Track & Analyze: Set clear milestones and KPIs to measure how well your team integrates the new methods. Track progress and identify areas for improvement to maximize ROI. Investing in post-workshop support empowers your team to adopt and master new skills, leading to increased sales success. Check out this article for more tips: https://lnkd.in/gWUdv6GB What are your tips for maximizing the impact of sales training? Share them in the comments! #salesenablement #coaching #greatdemo #growthmindset

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Today's B2B seller is supported by presales teams, solutions experts, sales managers, sales operations, technology experts, delivery teams. I believe these all these supporting roles are going to get rapidly disrupted. Here's our 10 point coaching blueprint for a full-stack seller (we call them sales engineers). 𝟭. 𝗦𝗮𝗹𝗲𝘀 𝗠𝗮𝘀𝘁𝗲𝗿𝘆: Understand the art and science of selling to connect authentically with customers. 𝟮. 𝗖𝗼𝗽𝘆𝘄𝗿𝗶𝘁𝗶𝗻𝗴 𝗦𝗸𝗶𝗹𝗹𝘀: Hone your ability to craft persuasive and impactful messages. 𝟯. 𝗠𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀: Learn the principles of marketing to create compelling strategies that drive engagement and growth. 𝟰. 𝗛𝘂𝗺𝗮𝗻 𝗡𝗮𝘁𝘂𝗿𝗲 𝗨𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱𝗶𝗻𝗴: Study human behaviour to better relate to and influence others. 𝟱. 𝗖𝗼𝗴𝗻𝗶𝘁𝗶𝘃𝗲 𝗕𝗶𝗮𝘀𝗲𝘀 𝗞𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲: Recognize and navigate cognitive biases to make better decisions and improve interactions. 𝟲. 𝗡𝗲𝘂𝗿𝗼𝗽𝘀𝘆𝗰𝗵𝗼𝗹𝗼𝗴𝘆 𝗔𝘄𝗮𝗿𝗲𝗻𝗲𝘀𝘀: Explore the workings of the brain to enhance your understanding of thought processes and behaviour. 𝟳. 𝗘𝗺𝗼𝘁𝗶𝗼𝗻𝗮𝗹 𝗧𝗿𝗶𝗴𝗴𝗲𝗿𝘀 𝗘𝘅𝗽𝗲𝗿𝘁𝗶𝘀𝗲: Identify and leverage emotional triggers to create meaningful and motivating experiences. 𝟴. 𝗣𝗵𝘆𝘀𝗶𝗰𝗮𝗹 𝗠𝗼𝘃𝗲𝗺𝗲𝗻𝘁 𝗮𝗻𝗱 𝗧𝗿𝗮𝗶𝗻𝗶𝗻𝗴: Incorporate regular physical exercise to maintain high energy levels, improve mental clarity, and manage stress effectively. 𝟵. 𝗦𝗮𝗹𝗲𝘀 𝗧𝗼𝗼𝗹𝘀 𝗣𝗿𝗼𝗳𝗶𝗰𝗶𝗲𝗻𝗰𝘆: Become adept at using modern sales tools and technologies to streamline your workflow, analyse data, and enhance your overall efficiency. 𝟭𝟬. 𝗜𝗻𝗱𝗶𝘃𝗶𝗱𝘂𝗮𝗹 𝗕𝗿𝗮𝗻𝗱 𝗕𝘂𝗶𝗹𝗱𝗶𝗻𝗴: Develop and maintain a strong personal brand to differentiate yourself and build trust and credibility with clients and prospects. ⏩What others can you add?👇 #salesengineers

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Do you have enough sales capacity to hit your sales targets? Do you know how many deals in a pipeline one sales rep can manage simultaneously? Answers to these questions are essential for a good sales leader or RevOps team. 𝐖𝐡𝐚𝐭 𝐢𝐬 𝐬𝐚𝐥𝐞𝐬 𝐜𝐚𝐩𝐚𝐜𝐢𝐭𝐲? In simple terms, it’s the bandwidth of your sales department. It’s the sales volume your team can generate in a given period while serving all deals in the pipeline equally well. In other words, it means closing the required revenue while maintaining acceptable win rates. 𝐓𝐡𝐞 𝐧𝐮𝐦𝐛𝐞𝐫 𝐨𝐟 𝐝𝐞𝐚𝐥𝐬 𝐨𝐧𝐞 𝐬𝐚𝐥𝐞𝐬 𝐫𝐞𝐩 𝐜𝐚𝐧 𝐦𝐚𝐧𝐚𝐠𝐞 𝐬𝐢𝐦𝐮𝐥𝐭𝐚𝐧𝐞𝐨𝐮𝐬𝐥𝐲. It’s important to know this number, and here is why. If a sales rep has too many opportunities in their pipeline, they can’t serve all of them equally well. As a result, some potential deals are lost because they are underserved. Sales reps, being overloaded, physically can’t dedicate enough time to all deals. This is a typical revenue leak that leads to revenue inefficiency. First, you invest time and money in adding opportunities to your pipeline, and then you lose those opportunities because you can’t serve them properly. 𝐖𝐡𝐚𝐭 𝐢𝐬 𝐠𝐨𝐨𝐝 𝐬𝐚𝐥𝐞𝐬 𝐜𝐚𝐩𝐚𝐜𝐢𝐭𝐲? There is no benchmark for this metric. The number of deals one sales rep can effectively manage at once depends on several parameters: 🔸 Customer segment 🔸 Average deal size 🔸 Sales or product complexity 🔸 Industry/vertical Therefore, this number should be unique for every company. 𝐄𝐱𝐚𝐦𝐩𝐥𝐞  Let’s consider your company sells its products to SMB customers using an inside sales model. Your parameters are: ▪ Average and acceptable win rate: 0.3 ▪ Average sales cycle length: 2 months ▪ Average deal size: $5k ▪ 3 sales reps (AEs) on the team Now you want to set a monthly quota of $150k. That means: 1️⃣ You need to win 30 deals monthly ($150k / $5k). 2️⃣ You need to close 100 deals monthly (30 / 0.3). 3️⃣ Considering your average sales cycle length, you need to add 100 new opportunities to your pipeline monthly and manage 200 deals in the pipeline at once. 4️⃣ This means 67 deals in the pipeline per sales rep (200 / 3). 5️⃣ This means each sales rep will have to conduct 34 demos per month for new customers entering the pipeline. 𝐈𝐬 67 𝐝𝐞𝐚𝐥𝐬 𝐩𝐞𝐫 𝐬𝐚𝐥𝐞𝐬 𝐫𝐞𝐩 𝐦𝐚𝐧𝐚𝐠𝐞𝐚𝐛𝐥𝐞 𝐰𝐢𝐭𝐡 𝐭𝐡𝐞 𝐫𝐞𝐪𝐮𝐢𝐫𝐞𝐝 𝐪𝐮𝐚𝐥𝐢𝐭𝐲? That’s the question you need to answer. If it’s too many, lower your sales quota or think about increasing capacity by adding new sales reps. But don’t forget that a new hire needs time to ramp up and hit quota. Given a sales cycle of 2 months, the ramp-up time will be at least 3 months. #b2bsales #salescapacity #salespipeline #salesleader #revenueoperations

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6 Reasons RevOps is the GTM MVP Gartner says 75% of the highest-growth companies in the world will deploy a Revenue Operations model by 2025. 2025 is right around the corner, and the new era has already begun. RevOps can and should be an integral strategic player in your GTM team and strategy. Read this week’s GTMonday from GTMPartners to learn 6 reasons why. https://lnkd.in/ea4F_8CB GTM Partners Entry Point 1 SaaS Lumen

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Today’s show is a fricking masterclass in sales & hiring. Larry Shurtz has been a go-to-market OG for 3 decades. 👥 Salesforce: Led a 1,300 team to $2.1BN revenue 💰 Genesys Cloud: Record growth to $1.4BN ARR 📈 Confluent: Led them to record $600M ARR My 6 key takeaways 👇 1. Why Verticalization Requires More Than an AE Industry Nerd You can’t truly verticalize & deliver value to customers with only an AE. There cannot be a disconnect between them and the technical team. Every single person that touches the account has to be involved. 2. Those That Say They Do Not Have CS Is BS A lot of companies say they don’t need CS. Someone is playing that role under a different title. They are responsible for correcting architecture & aligning use cases. 3. What it Means If You Cannot Forecast Well You don’t truly understand your business. You’re not doing the right amount of diligence with customers & opportunities. We might not be asking the right questions & talking to the right people. 4. Why I Hate Panel Interviews When Hiring I prefer one-on-one interviews. The relationship between the leader and employee matters  It’s hard to get that out of a 5-person panel. 5. Why I Don’t Do Case Studies The real value is to understand their mindset & thought process. It gets to the what & the how. I could easily get that out of a 45 minute chat. 6. One Question I Ask Every Interview I would ask which culture did you prefer out of all their previous companies. The range of answers I’ve gotten have been shocking. Understanding their culture is important to value alignment. (links in comments) #founder #funding #business #investing #vc #venturecapital #entrepreneur #startup #seed #funding #hiring #sales #B2B

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PIPELINE, THE BAD SALES METRIC NO ONE IS TALKING ABOUT! (and the most expensive . . .) There has been a lot of discussion recently about the importance of pipeline and pipeline coverage. Organizations are struggling and the demand for "more" pipeline is increasing daily. Even Salesforce came out during their earnings report to share they now require 3x pipeline to make quota rather than 2x. That's a 50% increase in pipe. How do you all of a sudden increase your pipeline by 50%? What type of effort does that take? How long does it take to get that extra 50% How do you ensure the next 50% is as qualified as the 2x pipeline? Increasing pipeline by any amount is no small order, but by 50, 100, 200%, that's crazy. And . . . unrealistic! What's more unsettling is the impact it can have on CAC (customer acquisition costs). If you have to drive 50% more pipeline, that means you need to drive 50% more leads, 50% more inquiries etc. That will tax any organization. You may get more pipeline, but the cost of that pipeline for the same amount of revenue just increased at least 50%. Understanding this, I find it odd, how little emphasis is put on improving win rates. Win rates are the fastest and most effective way to increase revenue and lower CAC. Why don't more orgs focus on win rates? I believe it's because they don't understand how to properly manage and impact win rates, so they just don't do it. For example: Imagine a sales org has a win rate of 20% with an average deal size of 100k. That means they are losing 80 out of every 100 deals or 8M out of 10M in potential revenue. That's crazy! Now if this org could simply increase it's win by 5% points to 25%, (that's a 25% increase in close rate) that would result in an extra 1 million dollars in revenue and 5 extra deals out of 100 with ZERO increase in pipeline. To get that 1-million dollars in revenue via more pipeline would require 5 million dollars in added pipeline. FIVE MILLION DOLLARS. How much effort would that take? That is a tall order! Generating that much pipeline is no joke. It's time consuming and expensive. To improve win rates requires an understanding of the data on what deals close and why. It requires a way to rate and rank deals based on that data. It requires the ability to measure deal rankings or categories by historical data, ie; What deals win more for what reasons and how do we know which deal type this is. And it requires the CRM to structure deals by their historical probability of winning. Most organizations don't have this information, nor are built to improve win rates. Regardless of this, sales orgs are in a MUCH better position to drive revenue by improving win rates and making investments there, than they are in trying to generate more pipeline. Chasing pipeline, before addressing win rates is a fools errand. In sales, win rate is everything, start there! #winrates #sales #salesenablement #gapselling

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When over 60% of the sales cycle is spent on technical validation, PreSales teams are positioned to have the biggest impact for their Sales teams using AI. Stats that surprised me… From Vivun’s recent State of PreSales: AI Edition report: 86% of respondents are experimenting with AI tools for their function 38% of respondents believe that AI could replace their role as a SE in the future 😱 Not to minimize the advances made to SDR and AE work like email sending and account planning, but using AI to offload the work of technical sales will move the needle on win rates, sales cycle velocity, and cost of sales like nothing else can. PreSales teams are positioned to transform their companies yet again and Vivun is here to help. If you want to see how you stack up against the work being done by over 500 SE teams, check out Vivun’s latest State of PreSales report, the AI Edition: 👇 https://lnkd.in/gFbv4jhR #b2b #sales #presales

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I've run #CS teams with a $10m ARR base. With $50m. With $300m+. Here are 3 difference and 3 similarities to be prepared for as you scale throughout your career in post-sales: 𝐃𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐜𝐞𝐬 1️⃣ 𝐓𝐡𝐞 "𝐒𝐜𝐚𝐥𝐞 𝐨𝐟 𝐓𝐡𝐢𝐧𝐠𝐬" We often measure things in % or per unit numbers, i.e. "NRR target is 110 %", "5 logins/customer". But when the scale of the renewal base increases substantially, each %-point NRR is massive in real numbers. 1 %+ NRR on $20m is $0.2m, which is very different than +1 % NRR on $300m, which is $3m. Even if you have more people etc, planning for adding an extra +3m ARR is different than +0.2m ARR. 2️⃣ 𝐓𝐡𝐞 𝐰𝐚𝐲 𝐲𝐨𝐮 𝐢𝐦𝐩𝐚𝐜𝐭 𝐫𝐞𝐬𝐮𝐥𝐭𝐬. As things scale, your ability to impact results changes, and most importantly, the 𝐰𝐚𝐲 you impact results changes. You can no longer "control" things on the ground, or "jump in" on customer cases at a high rate. Instead you need to go from 𝐦𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐭𝐨 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩, and you need to impact results through your managers and people. 3️⃣ 𝐒𝐜𝐚𝐥𝐚𝐛𝐢𝐥𝐢𝐭𝐲 𝐨𝐟 𝐬𝐲𝐬𝐭𝐞𝐦𝐬. As you grow, you have to move from "figuring it out" to methodologies. From the "art of CS" to the "science of CS". Inevitably, as your CS org. and customer base grows, you will need to ensure that the systems put in place will ensure a baseline level of standards and results. 𝐒𝐢𝐦𝐢𝐥𝐚𝐫𝐢𝐭𝐢𝐞𝐬 1️⃣ 𝐂𝐮𝐬𝐭𝐨𝐦𝐞𝐫 𝐯𝐚𝐥𝐮𝐞 𝐢𝐬 𝐚𝐥𝐰𝐚𝐲𝐬 𝐤𝐢𝐧𝐠. The different parts that make up the whole - regardless if you have a $10m ARR or $100m ARR renewal base - is at the end of the day always customers. Customers that you need to create value for. Value that is proven out when they renew or grow with you. Don't forget that. 2️⃣ 𝐏𝐞𝐨𝐩𝐥𝐞 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐭𝐡𝐞 𝐝𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐜𝐞. Ok, if you are in a rare company where the product is truly self-serve/PLG, awesome and no CS is ever needed...then this doesn't apply to you. But for most CS orgs, the importance of people is always there. Don't forget to build your team around the right people and structure them to best serve your customers and goals. On all levels, that can make or break your success. 3️⃣ 𝐍𝐑𝐑 𝐢𝐬 𝐬𝐭𝐢𝐥𝐥 𝐓𝐇𝐄 𝐂𝐒 𝐦𝐞𝐭𝐫𝐢𝐜. Even though we like to overcomplicate things sometimes, or pretend that context doesn't matter, the truth is that Net Revenue Retention (NRR), is the best unifying metric in CS. And yes, of course, good NRR that is based on terrible GRR and massive expansion is not a good thing. But outside of these examples of "of course's", NRR is still king at all sizes. What are some other differences and similarities you have seen as part of different-sized CS orgs? Share! 𝘗.𝘚. 𝘪𝘧 𝘺𝘰𝘶 𝘸𝘢𝘯𝘵 𝘮𝘺 𝘴𝘭𝘪𝘥𝘦 𝘰𝘯 𝘩𝘰𝘸 𝘦𝘷𝘦𝘳𝘺𝘵𝘩𝘪𝘯𝘨 𝘪𝘯 𝘊𝘚 𝘤𝘰𝘯𝘯𝘦𝘤𝘵𝘴 𝘵𝘰 𝘕𝘙𝘙, 𝘤𝘰𝘮𝘮𝘦𝘯𝘵 𝘰𝘳 𝘋𝘔 𝘮𝘦! *** 🛎️ If you enjoy my content, follow me for more ♻️ Repost to share with your network #customersuccess #saas #revsetter

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If you're seeking ways to enhance your Key Account Management (KAM) teams' capabilities and performance, check out this insightful podcast. Discover 3 effective strategies to achieve this without "reinventing the wheel." Listen here: https://lnkd.in/eYpFhQq6

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The #SAAS revolution of ever growth of sales & market cap is not working for most users The impact of unspent licenses and unused tools are becoming an eye sore The use it or lose it philosophy with users are being used for many IT tools by business focussed IT departments I see decommissioning of SAAS tools becoming a trend as many companies see taking out systems that are just protecting old ways of doing work a value driver Those providers that try to arm twist customers into staying may succeed in the very short term, but are well served to remember that SAAS was sold on " pay per drink", rip and replace and their ilk #Salesforce #Microsoft

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Struggling with churn? Validate the value your customer receives. This is not a static metric/KPI - it needs to be nurtured, revisited, redefined, and reinforced throughout the customer lifecycle ♻ #customersuccess #sales #customervalue #value

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The future of NRR: Will CCOs become the new CROs? (...a 7-figure ARR CCO asked me) A CCO recently asked me, "I've seen CCOs reporting to CROs these days and CCOs becoming CROs. What do you think the future holds? Is this going to be a trend to stay?" It's a fascinating question. Here's what I'm seeing: Companies are laser-focused on improving NRR. But who's directly responsible for it? Marketing, support, CS, AMs, strategic account sales...everyone influences NRR, yet no single executive owns it. That's changing. CCOs are emerging as the "Chief NRR Officers." Why? Because the CCO's ultimate goal aligns perfectly with growing NRR. CCOs are under immense pressure to drive new revenue. However, acquiring new customers is far more expensive than retaining and expanding existing accounts. Putting CCOs in charge of NRR makes strategic sense. But there's another strong candidate for owning NRR: The COO. Retention is a team sport. Every customer touchpoint impacts churn, including product, pricing, sales, onboarding, and support. The COO oversees all these critical functions. They're ideally positioned to drive NRR improvements. Mark my words: Having a dedicated NRR executive will soon become the norm. Will it be CCOs or COOs leading the charge? Only time will tell. I break down the full future of NRR in this video:

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🚫 Stop having CSMs handle implementations! 🚫 CSMs are strategic assets, meant to ensure customers derive value from your product. Implementations are a disruption, leading to: - Poorly executed setups - Neglected customers 😞 ᴛʜᴇ ꜱᴏʟᴜᴛɪᴏɴ? ᴀ ᴅᴇᴅɪᴄᴀᴛᴇᴅ ɪᴍᴘʟᴇᴍᴇɴᴛᴀᴛɪᴏɴ ᴛᴇᴀᴍ. Why? Let's break it down: - Average ACV: $75k - 100 accounts = $7.5M annual revenue - 15% churn = $1.125M lost annually 💸 Factor in the hidden costs: - Marketing and sales sunk costs - Lost Year 2 revenue - Missed referrals and upsells - Signals to competitors The cost of churn far outweighs the investment in a dedicated implementation team. Result? - Smoother implementations ✅ - Happier customers 😊 - Freed CSMs to focus on: - Check-ins 📞 - Business reviews 📈 - Upselling & proactive renewals See your retention percentages dramatically rise! Rethink your strategy. The potential for increased productivity and retention is undeniable. #CustomerSuccess #Implementation #RetentionStrategy

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One important aspect that sales professionals should focus on during the data enrichment process is ensuring the accuracy and reliability of the data. Roman from BetterContact shared this insight in a recent episode of "Sales Spotlight podcast." He also discussed various aspects of data enrichment and data quality. Watch the full podcast—link in the comment section.

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I did an informal poll on CSM vs Sales commission splits. I was pleasantly shocked to see that over 95% of companies do not have Sales take a commission on renewals unless it’s a particularly challenging one; the AE is there to help with it as a “bounty renewal”. in this case, the AE gets a % but is not taken from the CSM. Other interesting data points: "Commission on upsells and renewal made up 30% of the total compensation package. However, the exact commission % was determined by dividing the 30% by $$$ into the total ARR managed by the CSM." What metrics should this be based on? Most followed this model to Typically, companies that are earlier in their CS maturity will base this off a few leading indicators (adoption milestones, EBRs, etc.), and then move to comping on lagging indicators (retention, expansion, NRR, etc.) once their leading indicator activities have been proven. The following are examples of metrics you can use, not an exhaustive list: Leading: QBRs and/or EBRs (attained vs scheduled) Product adoption milestones (product dependent) Lagging: Net Revenue Retention (NRR) - this is likely the most common Retention Expansion Advocacy (hard to make this scale across large teams and mixed portfolios - this is better as a SPIFF or annual metric to Bonus on) From there, you can determine the weight of each metric on the bonus. I'll give an example using a bonus that is achieved by a renewal retention goal and an NRR goal. Criteria for 100% Bonus Attainment: 90% Renewal Retention (50% weight) 125% Net Revenue Retention (50% weight) "This keeps it pretty simple with two priorities. Retain and Expand Revenue. The Retention goal being assessed separately ensures CSMs don't have significant churn masked by massive upsells. In this example, if a CSM had 85% Retention and 115% NRR, they'd end up at 93.22% to goal for their overall commission/variable comp."

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🌐🎯💡🚀**Transforming Cloud Data Management: MarketFit Sales Partners Collaborates with Seemore Data for Cost Optimization** 💡In a strategic collaboration that promises to revolutionize cloud data management and cost optimization, MarketFit Sales Partners has joined forces with Seemore Data to launch a partner program aimed at helping Snowflake clients mitigate costly spikes in cloud data expenses. With a focus on enhancing cloud data cost observability and driving efficiency in data management strategies, this partnership marks a significant milestone in the realm of cloud technology and data analytics. As the head of the partner program, MarketFit Sales Partners invites potential partners to join Seemore Data's initiative and play a pivotal role in empowering Snowflake clients to optimize their cloud data operations and maximize cost savings. This analytical article explores the implications of this collaboration, the benefits of cloud data cost observability, and the opportunities for partners to contribute to transforming cloud data management practices for enhanced efficiency and performance. 💡### The Strategic Collaboration: MarketFit Sales Partners and Seemore Data 🎯 1. **Empowering Snowflake Clients:** The collaboration between MarketFit Sales Partners and Seemore Data aims to empower Snowflake clients with cutting-edge solutions for cloud data management, cost optimization, and performance enhancement. By leveraging advanced analytics and data observability tools, the partnership seeks to address the challenges of costly spikes in cloud data expenses and drive efficiency in data operations. 🎯 2. **Head of Partner Program:** With the announcement of heading up the partner program for Seemore Data, MarketFit Sales Partners underscores its commitment to driving partner engagement, fostering collaboration, and enhancing the visibility and impact of the partner ecosystem in delivering value-added solutions to Snowflake clients. 💡### Cloud Data Cost Observability: Transforming Data Management Strategies 🎯 1. **Cost Optimization for Snowflake Clients:** The partner program spearheaded by MarketFit Sales Partners in collaboration with Seemore Data focuses on providing Snowflake clients with tools and resources for optimizing cloud data costs, monitoring usage patterns, and identifying opportunities for cost savings through enhanced observability and analytics. 🎯 2. **Efficiency and Performance Enhancement:** 💡### Partner Opportunities: Joining the See more Data Partner Program 🎯 1. **Contributing to Cost Optimization:** 🎯 2. **Driving Innovation and Transformation:** 💡### Transforming Cloud Data Management Through Collaboration **#CloudDataManagement #CostOptimization #DataObservability #PartnerProgram #Collaboration #Innovation #Efficiency #SnowflakeClients #MarketFitSalesPartners #SeemoreData**

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A poorly executed #customersuccess strategy will kill your #NRR for years to come. I've seen it first-hand too many times over the years. Here is how you deliver a well-executed CS strategy to drive great NRR and ultimately, business growth: 🛣️ 𝐔𝐬𝐞 𝐭𝐡𝐞 𝗗𝘆𝗻𝗮𝗺𝗶𝗰 𝐑𝐞𝐯𝐞𝐧𝐮𝐞 & 𝐂𝐮𝐬𝐭𝐨𝐦𝐞𝐫 𝐉𝐨𝐮𝐫𝐧𝐞𝐲 The first step in any customer success strategy is understanding the full & dynamic revenue & customer journey. This means not just knowing what your customers do, but why they do it. How and why did they buy your services? How do they move through their journey with you (rarely ina straight line!)? By understanding their motivations, you can better anticipate their needs and deliver solutions that truly add value. And don't forget, the old-school customer journey is not the standard anymore, you need to use the full, dynamic revenue & customer journey to get the full picture. This stretches from pre-sale to post-sale and allows for the customer to move in and out of journey phases/stages dynamically. 📈 𝐏𝐫𝐨𝐚𝐜𝐭𝐢𝐯𝐞 𝐄𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭 Customer success is not a reactive function. It's about being proactive, anticipating customer needs, and addressing them before they become issues. You have to ensure that your strategy is aligned around, and fosters, a proactive CS culture and process that allows your team to execute effectively. This not only improves customer satisfaction, but also reduces churn, and creates more expansion opportunities. Both key factors in improving NRR. 📊 𝐃𝐚𝐭𝐚-𝐃𝐫𝐢𝐯𝐞𝐧 𝐃𝐞𝐜𝐢𝐬𝐢𝐨𝐧 𝐌𝐚𝐤𝐢𝐧𝐠 In the #SaaS & #CS world, we have access to a wealth of data. By leveraging this data, we can make informed decisions that drive customer success. This could be anything from identifying usage patterns to predict churn, to understanding which features drive the most value for customers and beyond. And it needs to go beyond telemetry, usage etc. Also capture, track and understand customer goals and other qualitative data points. One problem is that this data is often siloed or hard to access, so make sure you have systems (like RevSetter) that can bridge that gap and allows CSMs to effectively action the data & insights. 🤝 𝐁𝐮𝐢𝐥𝐝𝐢𝐧𝐠 𝐚 𝐂𝐮𝐬𝐭𝐨𝐦𝐞𝐫-𝐂𝐞𝐧𝐭𝐫𝐢𝐜 𝐂𝐮𝐥𝐭𝐮𝐫𝐞 Customer success should not be the responsibility of a single department. It should be ingrained in the company culture. When everyone in the organization understands the value of customer success, it becomes a strategic priority that drives business growth. This is why the dynamic revenue & customer journey, the engagement focus, and the proactive mindset are so important. When those are present - and a strategic & customer-centric approach is adopted by the CEO & leadership - the sky is the limit. Leverage these four building blocks and your CS strategy and execution will thank you for it ✅ *** 🛎️ If you enjoy my content, follow me for more ♻️ Repost to share with your network

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The Quoting Struggle is Real 😩 Let’s be real—how often have you had to tweak a quote manually because your CPQ just didn’t get it right? For Account Executives, quoting should be fast, flexible, and focused on the customer. But with most CPQs, it’s anything but. These tools are often too rigid, forcing you into templates and workflows that don’t reflect the actual deal you’re working on. And when quoting becomes a headache, deals slip through the cracks. It’s time to bring the focus back to the “Q” in CPQ.

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