Stay ahead with customer value thinking.

In 2016 and 2017, I joined a large global manufacturing company as a Value Coach to assist them in their value transformation in Europe. The project lasted 18 months and was a very transformational experience for the teams and for me. This is when I realized that all I knew about customer value management was not enough. I had to go deeper in concepts of change management, transformational leadership, and mindset change. I started studying Carol Dweck’s work on mindset and bought her bestselling book called Mindset: The New Psychology of Success [1]. This is not a business book, but its...

Transformations are hard. They take a while and have the potential to challenge the fabric of any organization. When you transform, you go deep into the culture, the organization's DNA, and the ways of working to achieve irreversible change. That is the ultimate goal.

Economic pressures over the past few years have resulted in increased scrutiny for expenditures under new and existing technology contracts. This heightened emphasis on financial impact products and services deliver requires sales teams and customer success staff to elevate their approach. Conversations with prospects and existing customers must focus on tangible value. Instead of just being the purview of sales teams, value must be front and center in every customer interaction.

All companies have a way of keeping track of their data. We live in a modern world where information can be found in the click of a button, and people have access to everything. Legacy systems are equipped with older software. That may be difficult to operate seeing as some of the pieces used to operate it may be obsolete or hard to find because the system is so old. That will cause greater issues within a business. How can we fix something that is out of date? How can we do our jobs with a system that isn’t equipped to the new changes?

In the digital age, there are metrics and KPIs that are tremendously important to any business. I could provide a list of them, but they are readily available on the Internet. In the SaaS business in particular, customer lifetime value is by far the most critical one. And the term itself contains the words that are essential in making sure a business is profitable and sustainable over the long run.

CROs are the drivers of the growth engine. They need great technologies to enable their teams and must ensure their technology are embraced and adopted by other CROs. They are both the target and the adopter/executor in the SaaS world. We see three primary goals of focus on for CROs to be successful in the context of greater technology availability, greater requirement for speed, and greater needs to technology impact. Let us look at them separately.