We, product owners and/or founders of B2B startups know how difficult it is to bring a new customer in. Often the sale is not simple, the closing cycle is long, and/or the average ticket is high, which requires many decision-makers to “hit the hammer” when buying a new tool: in contrast to losing a customer, there is only bad service, a critical error in production, or a false selling argument that doesn’t actually exist.
Currently, only recurring new revenue isn’t enough to attract new investors and to have a steady, sustainable growing company: If your churn is above the 5%…
Yes, we spent some time with no new posts — but for a great reason. Like every company in an early stage, there’s more work than people to accomplish it. And with us it’s no different, deep down we can say, this huge amount of work is what motivates us.
In recent months, we have been focused on coddling some features to be part of our product core and being ready for the official release. We are still in the beta phase, validating ideas, conversations with users, and quick direction changes.
Now, we are getting closer and closer to going…
In our last post, we brought a new way to analyze the health of your base through the NPS: by active contract time.
In addition to this, we must not forget the importance and relevance of an analysis by other filters that are important to you, such as plan type, account responsible customer success, MRR, and even country/region.
Monitoring the NPS in a generalist way will bring to you, a view of your database as a whole, but often the problem is in one of those filters in particular — which, by consequence, will affect your KPI overall!
It is common for us to create several different ways to analysing an indicator. With NPS, for sure, it would be no different.
Generally speaking, NPS is installed within the software, sent via email or SMS, and measured in a generic way. After some time, when the demands get a little more advanced and filters come in: we commonly look at the type of plan, customer success that takes care of the account, region, MRR, etc… the filters and forms of analysis are countless (and amazing).
But what we want to address here is another type of NPS analysis: by…
It’s a fact that in our diverse customer base we have promoters, detractors, neutrals; large, medium, and small customers; different countries and/or regions and, for sure, different opinions about our product.
When software companies start growing, this kind of diversity gets bigger and as result, some complaints begin to appear — with more or less energy. In early stages of the company, the investments end up being in marketing and sales or in product and technology, and the support moves to a second stage.
Thus, these complaints end up falling into a ditch and the most common is to hear…
Typically, when we start tracking a KPI, whether it’s product, financial, or operational, we want to get some insight from it. Whether it’s to find potential operations issues, to avoid revenue loss or possibilities for improvement across the company as a whole.
What would lead you to follow an indicator such as NPS without an action plan defined for it?
NPS tools mostly require investments (whether large or small) of intellect and time. You invest in hiring the tool, implementing time, and managing it. Why not make this investment get the expected return?
A CRITIC has already talked bad things…
Today, who writes here, the first post of our blog, is Henrique Machado, co-founder of Anallytica. I want to share with you the vision, present and future of this recently founded company (December 16th, 2020).
In recent months, we have been thinking a lot about the impacts of SaaS companies with an increasing number of new sales, but with an engineering/product team that is not compatible with this demand. In addition to a small Customer Success team for the size of the active customer base.
We can list here the main impacts in the customers working process: