Customer Lifecycle Metrics - With Craig Rosenberg

Metrics that Measure Up

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Are we cooked? How social media shapes your language | Adam Aleksic 15:16

לפני 14 weeks15:16

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15:16

Gen Z slang is rife with new words like "unalive," "skibidi" and "rizz." Where do these words come from — and how do they get popular so fast? Linguist Adam Aleksic explores how the forces of social media algorithms are reshaping the way people talk and view their very own identities. For a chance to give your own TED Talk, fill out the Idea Search Application: ted.com/ideasearch . Interested in learning more about upcoming TED events? Follow these links: TEDNext: ted.com/futureyou TEDSports: ted.com/sports TEDAI Vienna: ted.com/ai-vienna TEDAI San Francisco: ted.com/ai-sf Hosted on Acast. See acast.com/privacy for more information.…

לפני 3 שנים 38:50

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Craig Rosenberg has worked with hundreds, if not thousands of B2B SaaS companies as the co-founder of TOPO, Distinguished analyst at Gartner, and now as Chief Platform Officer at Scale Venture Partners.
Across Craig's roles, he was able to take an expensive view across each stage of a SaaS company's growth including strategy, people, process, technology, tactics, and over time METRICS!
Craig highlighted that the best companies in the world were/are "metrics" driven, and as Craig started to work with larger, enterprise-class companies beyond SaaS being "metrics and data" driven was even more critical to decision-making.
"End to End" Customer Journey is an often discussed subject, but what is it really? Craig's perspective is most customer journey mapping is too generic and needs to be very focused on how the customer buys starting with using third-party internet activity to marketing interactions to Sales Development to Sales and then ending at "Closed-Won". Going beyond Closed-Won to include customer engagement, retention, and expansion,
Going beyond mapping and understanding the entire customer journey including acquisition, retention, and expansion, companies need to "SEGMENT" the metrics by customer cohort, such as SMB vs Mid-Market vs Enterprise. Another view should be based upon "HOW" the prospect/customer came into the customer lifecycle process, such as lead source and/or lead channel.
When I asked "who" in a company should map the customer lifecycle, Craig's response was quite pragmatic: "whoever is best at mapping the customer lifecycle in your company". Craig added that Revenue Operations is a perfect organization to take the lead on customer journey mapping, and building a "coalition" across Marketing, Sales, and Customer Success. An important caveat is that without the support and involvement of the CEO it becomes less significant and strategic.
Another topic we discussed, was if a company should involve customers in the "journey mapping" process. Craig said of course, but you only need to include a few customers in the process as talking with more than 10 customers will provide diminishing returns.
Next, I asked Craig about what metrics are priorities to measure the efficiency of the customer lifecycle across acquisition, retention, and expansion. Craig started with the Four Vital Signs Framework to track in a SaaS company:
- Growth
- Efficiency
- Churn
- Burn
Next, we discussed if any of the Vital Signs are more important at each stage of a company's evolution. Craig's first recommendation was to instrument and begin capturing metrics for all four vital signs early in the journey. Certain metrics like churn/Customer Retention will become more important as a company grows beyond the first and second renewal cycles, but identifying and instrumenting for metrics should begin earlier than most companies believe are required.
No matter what stage of growth your SaaS company is currently in, this discussion with Craig Rosenberg provides many interesting, insightful perspectives on the importance and priority of metrics across the customer lifecycle.

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#MBA #Business #Ray Rike #B2bsaas #B2bcloud #Founders #Customer Acquisition #Revenue Operations #Trading #Entrepreneur #Metric #Benchmark #RevOps

Metrics that Measure Up

Customer Lifecycle Metrics - With Craig Rosenberg

Metrics that Measure Up

published לפני 3 שנים

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128 פרקים

#MBA #Business #Ray Rike #B2bsaas #B2bcloud #Founders #Customer Acquisition #Revenue Operations #Trading #Entrepreneur #Metric #Benchmark #RevOps

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Metrics that Measure Up

1
Microsoft Product Leader to SaaS Founder - with Anand Subbaraj, Founder and CEO Zuper 30:52

לפני 2 years30:52

30:52

Imagine being a senior product leader at Microsoft for one of the leading "cloud products" in the industry, Azure Data Factory, and deciding to leave the stability, security, and prestige behind to launch your own B2B SaaS company. This is exactly the decision and journey that Anand Subbaraj began five years ago. Anand spent 13 years at Microsoft but was fortunate to be involved with five different product launches (V1) over 13 years, with a primary focus on understanding the market and customer requirements. By being part of the founding team at Azure Data Factory, Anand learned what it took to take on established industry leaders, with a product that had not previously been introduced to the market. Anand's experience with new product introductions at Microsoft, Anand had a personal experience in servicing his refrigerator at home, which served as the catalyst that customer service was ripe for transformation. After having three different service technicians have to make six visits to fix the issue, Anand was sure there had to be a better way to leverage automation to transform field service. As a result, Zuper was launched. What learnings has Anand had starting, growing, and leading his own company? First, Anand gained an understanding that Marketing is about investing to build a brand and market awareness, and is more science than art. Anand also learned a lot about cold calling, and what is required to make the first sales in a newly formed B2B SaaS company. By taking the lead on all initial outreach for Zuper, Anand was able to directly hear from the market on what they wanted and/or needed to consider transforming how they were managing the field service process. Anand also learned that without the "Microsoft" brand, that persistence in cold calling was critical to gaining early traction. Anand executive the "founder-led sales" model from $0 to $1M ARR. By taking this responsibility himself, not only did he have direct access to product requirement input from the market, but he could also hand over a "sales process" that worked to acquire the first $1M ARR. Anand leaned on "Marketing" first to create awareness and demand before hiring his first professional Sale resource. Identifying a gap in the marketplace is a key ingredient to the idea to launch a new company. At Zuper, Anand identified that many companies were viewing field service management automation as an extension of CRM. Second, consumers now expect a seamless experience like Uber, while companies require the ability to configure their processes within an automation platform, not to force their process to adapt to take advantage of the B2B SaaS platform. Understanding and being able to measure the business value delivered to the customer is critical for early-stage B2B SaaS companies. First, the ability to improve efficiency in the business process being automated, second is improving the productivity of the field service workforce, such as spending less time on driving to the next appointment and more time on fixing the customer's issue. In the Zuper example, measuring the "first-time fix rate" of new service tickets is a key benefit, and the Zuper customers see a 30% increase in the first-time fix rate by having the right technician, the right parts, and the right tools. When asked what "SaaS metrics" Anand uses, here is what he shared: Top Lagging Indicators Used: ARR and ARR Growth Customer Churn Burn Rate Cash runway Top Leading Indicators Used: Product Usage Customer Acquisition Cost Customer Lifetime Value CAC Payback Period (new) If you are a product leader or in a large stable company today, but considering launching your own B2B Saas company, this conversation with Anand Subbaraj is a great listen!…

Metrics that Measure Up

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Evolving from Excel for SaaS Financial and Metrics Reporting - with Ali Rizvi Founder and CEO, TrueRev 28:12

לפני 2 years28:12

28:12

Excel is the #1 tool B2B SaaS companies use for many financial tasks, including calculating SaaS metrics to surface insights for operating decisions and investor updates. Ali started his career in tech as an auditor at Ernst and Young, with a priority focus on revenue recognition and reporting. While auditing a top tier B2B SaaS company, he was provided multiple spreadsheets with thousands of rows of data, and it even required almost 10 minutes to just open the Excel file, and almost 6 months to complete the audit. The primary challenge, finding all of the data required for the audit in an extremely large and poorly structured Excel model. What are the top signs that a founder/CEO will see to know it might be time to move beyond Excel? Ali suggests at $1M and above that Quickbooks is a fine General Ledger, but the initial issues are associated with revenue recognition and the associated reporting. Often, this is due to not having the right human resources who truly understand revenue recognition policy, and then the manual required to create a model and the appropriate formulas for revenue recognition. One sign that Excel might not be doing the job, is if revenue is being recognized on a cash basis. Another sign might be when an investor asks what your "MRR or ARR" is, and you realize it includes professional services or one-time fees. Why is getting revenue recognition important to an early-stage company? It becomes important when external stakeholders, like existing or potential investors, ask for things like GAAP revenue growth rates, and ARR growth rates and you cannot provide the answers because the financial foundation and reporting infrastructure have not been established. Inevitably if you are quickly heading to $1M ARR or already above that level, founders and CEOs are expected to know their numbers. One common tactic is to hire an external accountant, and ask them to set up revenue recognition and other financial reporting in Excel - the challenge with this is that it is not scalable, and if the "rent an accountant" goes away, it is hard for the next resource to understand the excel model. Next, we discussed the reality of ASC 606 (GAAP accounting policy), and how it impacts the need for more advanced financial reporting capabilities. ASC 606 includes very complex and nuanced accounting rules that Excel is just not well positioned to be the primary solution for modeling and reporting GAAP revenue and the associated financial metrics such as Gross Profit, EBITDA, and Net Income. The most important initial SaaS metric is Contracted ARR, and ARR including growth rates. Quickly following is the ability to understand Sales and Marketing expenses and the associated customer acquisition cost efficiency metrics including Customer Acquisition Cost, and CAC Payback Period. Cash burn and cash runway are other critical insights that a founder/CEO needs to ensure are available and accurate early on. When I asked Ali about other SaaS Metrics, he highlighted a recent example where a company wanted to start reporting their CARR and ARR, and they close a majority of deals mid-month. They were confused about how they report ARR for the month the contract was signed, and how those decisions impact the associated recognized revenue (GAAP revenue). If you are an early-stage SaaS company and are having challenges with Excel to capture, calculate and report basis SaaS financials including GAAP revenue, CARR, ARR and the associated SaaS performance metrics the conversation with Ali Rizvi is highly informative.…

Metrics that Measure Up

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State of the Cloud 2023 (Episode 1) - with Janelle Teng, Bessemer Venture Partners 21:29

לפני 2 years21:29

21:29

In Episode #1 of this 2-episode conversation, Ray discusses the key findings from the Bessemer Venture Partners (BVP) annual "State of the Cloud" report for 2023 with Janelle Teng, Vice President and co-author of this year's report. Janelle is involved in many different research programs at BVP, including the "State of the Cloud" and the "Scaling to $100M ARR" reports. In this first episode of the "State of the Cloud 2023" report, we focus on the change in B2B Cloud company valuations in 2022 and the current state of the industry. Public cloud companies experienced the "SaaSacre" of 2022. Interest rates shocked the cloud industry in 2022 resulting in a greater than 40% reduction in public cloud company value. The forward trading multiple of public cloud companies is now below the long-term average and were halved in 2022. There are glimmers of hope from the Q123 timeframe. One example is Microsoft reported better than expected earnings in Q1, fueled by the interest in AI. These large tech companies are a great index for the smaller, private Cloud companies. The Cloud index is up about 5% in Q123, which provides hope for the re-emergence of Cloud valuations. Even with the aggressive pullback in public cloud company valuations, the average BVP Index cloud company has grown 50% faster than a traditional company - over a 10-year horizon. When will "Venture Capital" funding return to a more normalized state? Janelle asked the 60 investment professionals at BVP when will be the best time for a founder to raise VC money? The top timeframe forecasted was 2H24' with 1H24' being the second forecasted period for raising a round from Venture Capital. However, 1H23' was still in the running - highlighting the excitement around the current AI boom. The number of VC deals and the amount of VC funding in Q123 was down from the previous year and the previous quarter, so the turnaround in VC deal velocity is still in front of us. In the second half of my conversation, Episode 2 with Janelle, she shares the TOP 5 predictions for the Cloud in 2023!…

Metrics that Measure Up

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State of the Cloud 2023 - Top Five Predictions with Janelle Teng, Bessemer Venture Partners (Episode #2) 25:51

לפני 2 years25:51

25:51

State of the Cloud 2023: Top Five Predictions: #1: Efficient Growth Adopt new solutions to gain control of their Cloud and SaaS spend, including the infrastructure cost to deliver SaaS Solutions. Tools include Cloud FinOps tools, SaaS Spend Solutions, and engineering productivity tools to improve R&D processes. One of the areas of focus is on Cloud Spend as a way to manage the Cost of Goods Sold and thus increase Gross Margin which sets the ceiling for Saas profitability. Public SaaS companies with Gross Margins under 50% have a hard time driving Free Cash Flow of 20% or greater which is critical to enterprise value multiples. Some examples of tools to gain control of Cloud Spend are included in the Bessemer Ventures technical playbook of 40 tactics to drive profitable growth - this playbook can be found on Atlas on the BVP.com website - the report is called the "CEOs tactical guide to drive profitable growth". #2: Climate Software will drive the Green Energy Transition With the increase in consumer activism and government regulation, the green energy revolution is here. To support this green economy, cloud software that is tailored made to power the transition to green energy will explode. Examples are software dedicated to solar, infrastructure, sustainable design, and fossil fuel infrastructure transition. #3: Initial value of AI will be to the user The AI and Large Language Model business ecosystems are evolving quickly. Bessemer believes the ultimate winner is the user to increase individual productivity at work and in their personal lives. AI research is now democratized so end users can have access to and build upon the latest AI capabilities. One example is ChatGPT being released to the general public and acquiring over 100 million users in the first three months - the faster-growing internet site ever!!! Bessemer calls the current AI revolution a B2C2B motion. This highlights the consumer excitement about the benefits of AI, which will in return bring these tools and techniques to the corporate workplace. #4: The application layer is where the most impact from AI will happen first Due to the democratization of access to AI, the power of AI will be available to any company, that can embed AI without their own AI team. This will make horizontal B2B SaaS companies to provide AI driven workflows and processes without the need for a large internal AI development team. With the number of transactions in many SaaS platforms, the opportunity to accelerate the insights to enhance business process efficiency. #5: AI companies will grow twice as fast as traditional B2B Cloud companies Bessemer predicts the time the best AI companies will require to grow from $100M to $1B will be 50% faster than the historic fastest growers like Canva, Zoom, and Twilio. That is truly impressive as these companies scaled from $100M to $1B in four years or less! If you are a student of the Cloud industry or just SaaS-curious about where the industry is heading - the Bessemer Venture Partners "State of the Cloud 2023" is a great read and this podcast discussing the top five predictions is a must-listen!…

Metrics that Measure Up

לפני 4 years28:21

28:21

Metrics that Measure Up

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The Power of Benchmarks - with Lauren Kelley, Founder and CEO OPEX Engine (Episode 1) 30:35

לפני 4 years30:35

30:35

Benchmarks - a concept for only the most mature and advanced company or a foundational metrics component for any company seeking to make data-driven, metrics-informed decisions? Lauren Kelley is the founder and CEO of OPEX Engine, a leader in capturing and publishing B2B Technology company benchmarks. Lauren's background includes being the revenue leader for an early B2B platform leader, and prior to that as an economist for the US Department of Commerce. Immediately prior to recording this podcast, Bain and Company announced their acquisition of OPEX Engine, which goes a long way towards establishing the VALUE of B2B Cloud benchmarks. Lauren's vision has evolved over the 15-year history of OPEXEngine. Initially, Lauren believed that the real value was in the "operating benchmarks" as they are so much harder to capture and see how your internal KPIs measure up. Traditionally, operating executives would reach out to "known" contacts in the industry who had experience in similar companies. How are companies using benchmarks to inform their decision-making process? The primary use of benchmarks tends to be on an annual basis, or as Lauren calls an informational "benchmark user" to help with the budget and planning process. On the other end of the spectrum, the strategic "benchmark user" understands benchmarking is a management process and will use the benchmarks on a much more regular basis - similar to how they would use internal metrics and data to assist in the decision-making process. Strategic users of benchmarks will work closely with their business partners (operators) to dive into the next level to see why certain "top-level" metrics are out of line with industry benchmarks. Benchmarking is not just to identify problems - it is to find efficiencies that may otherwise not be as easy to identify. An example is that if your CAC Payback Period is significantly better than your cohort - it may suggest it's time to accelerate investment in customer acquisition. What are some of the key "operating benchmarks" that can be used, and how to be confident in the appropriateness of how the benchmarks align with your company's specific attributes? Lauren highlighted that first it takes time working with consistent metrics with consistent definitions across companies. Having a third party who has a specialty in collecting, normalizing, and standardizing the data (benchmarks) collected and ensures a common definition, thus calculation of each metric is a critical component to the ultimate value of benchmarks. The CFO and finance organization is typically the primary "version of the truth" for internal metrics and thus the primary user of external benchmarks. One of the values of using benchmarks is to counter "legacy knowledge" of certain metrics which has evolved. An example here was the decrease in General and Administrative (G&A) expenses as a percentage of revenue over the last few years. One great best practice on using benchmarks was when a company CFO sends the annual budget to the board of directors. Along with the budget, he would include the benchmarks for how similar companies benchmark on expense allocation between each department. This provides "context" for the budget and leads to much easier board approval on the budget, and leaves more time for more strategic discussions during the board meeting. Lauren is a true pioneer in benchmarking for the B2B Cloud industry and is a great listen for any finance or operating leader who is looking to enhance how they make better metrics informed, benchmark validated decisions.…

Metrics that Measure Up

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The B2B SaaS VP Sales Journey - with Brendon Cassidy, Founder and CEO CoSell 36:53

לפני 4 years36:53

36:53

The B2B Cloud industry is projected to grow from $350B in 2021 to $800B+ in 2025. This will mean a lot of new companies and the need for many more VP Sales to lead the revenue team. Brendon Cassidy has been part of early-stage B2B enterprise sales organizations as the VP Sales for companies including LinkedIn, EchoSign (acquired by Adobe), Talkdesk, and then as a founding advisor to Gong. Now Brendon is the co-founder and co-CEO at CoSell.io. Based upon Brendon's tenure and success at leading B2B SaaS companies, who better to discuss the journey and keys to success for an early-stage B2B SaaS VP Sales. First, we discussed any common themes or trends that Brendon has identified over his start-up journey experiences. A very common theme, at up to 80% of companies Brendon has worked with is that companies have a hard time defining the "problem they are solving". This is critical before you can start to build the messaging the sales team will use to explain who they are, what problem they address, and the benefits of solving the problem. Establishing Product Market Fit requires every company to understand and market validate the problem they are solving and why a company will invest time and money to solve it. Next, we move from what is required to acquire the first few customers to the next one-hundred and beyond. Brendon recommends that the founder lead the first 5-15 deals as the "sales lead" and then hire 2 salespeople BEFORE they hire the VP Sales. Hiring the right "FIRST" VP Sales is a common challenge that the majority of start-up CEO's face. In fact, Brendon believes that over 90% of companies do not hire the right VP Sales the first time. Hiring a "hybrid" VP Sales who manages a small team, but also is responsible for direct sales with their own quota is a mistake that many first-time founders make. Why is the average tenure of a B2B Tech VP Sales only 14-18 months? One factor is the belief that hiring someone from an established, successful company like Salesforce is the best approach. Unfortunately, 95% of the job of an early stage VP Sales is not an experience gains at an established, larger company. Secondly, finding a VP Sales that actually has experience and success in growing a company from the very early days to some level of scale is quite rare. Four potential early-stage B2B Cloud VP Sales profiles that a founder will need to interview: -Been there done that with success - Been there, done that but not successful - Been there done some of that - Big company experience, not done that Defining how much pipeline is required to close "x" deals is one of the first metrics that an early stage VP Sales should measure, understand and act upon. Input metrics to this will include average contact value, sales cycle time and win rate are critical to determining the required pipeline. Other metrics, such as CAC Payback Period, CAC Ratio, Customer Lifetime Value, etc. are not valuable metrics for early-stage VP Sales, as there is not enough operating history to make these metrics valuable or insightful for decision making. If you are responsible for driving sales in an early stage B2B Cloud company, are considering hiring your first VP Sales, or have a goal to become a first-time VP Sales in an early-stage start-up, this conversation with Brendon Cassidy is a great listen.…

Metrics that Measure Up

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Revenue Strategy - What, Why and How to Measure the Impact with Jeremey Donovan, SVP Revenue Strategy at SalesLoft 32:34

לפני 4 years32:34

32:34

Jeremey Donovan is the epitome of the phrase "Always Be Learning". Jeremey started his career as a semiconductor engineer, transitioned to be an analyst covering the industry, then transitioned to product development, then to product management, product marketing, and finally to sales. To say he is a continuous learner is an understatement! Most recently, Jeremey started his pursuit as a Masters of Data Science while serving in the role of Senior Vice President of Revenue Strategy at SaleLoft. What is Revenue Strategy? First, it's about the people, programs, processes and technology in pursuit of meeting company goals. As the SVP Sales has evolved to the Chief Revenue Officer, and integrated the responsibility for pre-sales, sales and post-sales, the need for an operations function and strategy that reflects the entire customer lifecycle has evolved. One strategy that impacted revenue growth was moving the inbound Sales Development organization into marketing. By moving the team to Marketing, it created more incentive for marketing to generate leads and create a better feedback loop into marketing on what the market was saying. Jeremey thinks that having a CMO and a CRO that are peers is a better model for larger organizations. Jeremey's perspective on Revenue Operations is different He sees value in having marketing operations, sales operations, and customer success operations report into the COO or CFO versus sales or marketing. What is the segmentation of Revenue Operations versus Revenue Strategy? Jeremey's role is unique, and more of a general corporate strategy resource (think Chief of Staff). In fact, the Chief of Staff is a trending new role in the B2B SaaS industry, and one of the four roles that Jeremey serves for the SalesLoft CEO. Jeremey sees the operations team primarily working "IN" the business and Revenue Strategy works "ON" the business. Revenue Strategy is responsible for coming up with strategic initiatives, Go-To-Market strategies, etc., and then initially collaborating with the Revenue Operations team to deploy the strategy and then over time Revenue Operations takes primary responsibility to measure, manage and refine the program as feedback requires. When asked about the top lagging and leading indicators (metrics) that he uses to measure the return on a particular revenue strategy, his answer included an "Issue Tree" which is a process to deconstruct higher-level metrics into their component parts. The example was "Net Dollar Retention" metrics break down into Gross Dollar Retention + Expansion, and then the next level breaks down into metrics such as Customer Success team productivity. We next discussed leading indicators and their correlation to the top-level, outcome metrics like Net Dollar Retention. Jeremey highlights adoption, configuration, and customer sentiment (CSAT and NPS) as part of a composite health score that directly impacts Net Dollar Retention. Analyzing the correlation, using logistic regression is used to predict retention, using the composite inputs of the sentiment score, per the above. They also use similar models to predict the probability of winning an opportunity. Using Bayesian logic, they analyze predict the likelihood of an opportunity closing using inputs such as activity, time, events, and historical trends that predicted opportunity closure. In fact, this customer engagement score (opportunity score) is even available as part of the SalesLoft platform. Every metric may matter, but they may not always matter at the same time or have the same predictive value. Figure out which are "out of kilter" and which enable "decisions and prescriptive actions". Jeremey is a great listen for any B2B SaaS revenue and/or revenue operations professional!…

Metrics that Measure Up

לפני 4 years30:37

30:37

During 2020, over 96% of B2B SaaS companies updated their messaging and positioning to counteract the short and long-term impact of the pandemic. Fortunately, there are experts on how to position your messaging and value propositions, including Bob Wright, Managing Partner at Firebrick consulting who has helped over 400 B2B tech companies develop and launch new positioning. The first topic we discussed was why an outside consultant is required when the Chief Marketing Officer is well-positioned to led a messaging initiative. The answer was the expertise developed from conducting positioning with 400 different companies, an experience base that no single CMO can possess. Bob highlighted why any positioning effort must start with the understanding that a cross-functional approach is critical to developing any new messaging platform. At the end of the day, messaging and positioning must be about the buyer, and that the messaging must be about the buyer, not about your product, and its feature/function. Any positioning initiative must include sales and pre-sales consulting, in concert with customer feedback. Customer feedback is critical to gaining validation on the value that the buyer is receiving from your solution. Being a "got to have" versus a "nice to have" is critical to success. One key example is the "digital transformation" inflection point that has opened the door to new, innovative vendors. One key to successful positioning is to ensure you align your value to the buyer's and reality, not to your assumptions. B2B SaaS companies have to run three different businesses today including new customer acquisition, existing customer expansion, and retention. This dynamic requires a "spin" on each of these three revenue-generating motion's messaging. Though the foundation of the story needs to remain consistent, that words will need to resonate with the stated purpose. Positioning must be directly linked to key performance metrics. Short term, it should center on increased revenue growth, higher selling price, and increased win rates. A second measurement is how external influencers, including industry analysts who start to use components of your updated positioning. Positioning needs to be centered on the "buyer", and not industry analysts. Positioning must shift when speaking to the user versus the executive buyer. A short version will resonate best with users/buyers and a longer story is best for analysts and investors. Operationalizing positioning needs to cover sales, marketing, services, support, and product. Having enablement, which includes a certification process that includes sales, services, and customer success is critical. Do not forget to communicate the updated positioning with customers and factor their feedback into enhancements. Once everyone in the company is sick of hearing the new positioning, that is a great indication that it has stuck! Lastly, we discussed a customer's return on positioning investment. This customer deployed a new "business-ready data" message, and within twelve months they increased ASP from $30K average contract value (ACV) to $70K ACV, and even closed eighteen new seven-figure deals in the two years following the updated positioning. We closed with the keys to success which including ensuring creating new positioning is a cross-company process that the CEO owns, not drinking too much of your own kool-aid, and removing overused words like scalable, easy to use, flexible, agility, and collaborative - these words mean nothing anymore and worse are boring! If your messaging and company are not standing out from the crowd, this is a great listen to hear the insights and advice from 400+ positioning programs.…

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