Tamara Grominsky

Our Toronto Tech Fest yacht party sold out in five days... Here's what it taught me about B2B sales. Just like organizing a successful event, a well-executed B2B sales strategy requires careful planning, consistent effort, and strategic actions. Here are the key takeaways: 🎯 Targeting the Right Audience: We didn’t try to sell tickets to everyone. We identified founders, investors, and builders who would appreciate and enjoy a yacht party experience. Similarly, in B2B sales, it’s crucial to focus on your ideal customer profile. Not every lead will be a perfect fit, so don’t waste time on those who aren’t. 📢 Engaging Communication: We kept our audience engaged with compelling social posts about the upcoming event. In B2B sales, regular and engaging communication helps keep prospects interested. This can be done by sharing relevant content, success stories, and industry insights. 🪩 Demonstrating Value: We showcased the unique aspects of our party: the water, the sunset, the music, the drink in the hand, etc. In B2B, it’s essential to demonstrate the unique value and ROI of your product or service. Use case studies, demos, and testimonials to show real benefits. 🛠️ Utilizing Tools and Technology: We leveraged platforms such as Luma and social media such as LinkedIn for promotion. Similarly, using CRM systems, marketing automation tools, and data analytics can streamline your sales process and make it more effective. 🏃‍♂️ Creating Urgency: Limited tickets and early bird pricing created a sense of urgency. In B2B sales, creating a sense of urgency through limited-time offers, incentives, and highlighting the cost of inaction can accelerate the decision-making process. 🤝 Building Relationships: We engaged with our community, letting them know they are valued. Building strong relationships through personalized outreach, understanding their needs, and providing tailored solutions is key in B2B sales. 🙏 Handling Objections: We addressed questions about the event promptly and transparently. In sales, handling objections with confidence and providing clear, honest answers helps build trust and move the deal forward. 🏁 Closing the Deal: Finally, we made the purchasing process seamless and user-friendly. In B2B sales, ensure that the final steps are straightforward and that you provide all necessary support to close the deal smoothly. Selling out our yacht party tickets taught us that success comes from understanding your audience, engaging them effectively, and providing clear value. Apply these simple principles to your B2B sales strategy to achieve remarkable results. Follow for more insights!

38

1 Comment

I had a great conversation with Evan M. about my career and entrepreneurial journey, including getting into the venture capital industry and why I founded Staircase Ventures with a unique philosophy and approach. Some quotes: "We benefit in Canada from terrific technical talent. In addition, we are seeing more repeat entrepreneurs and more experienced start-up leaders than we did 5 to 10 years ago... The other thing is that US investors want to invest in Canada. Ten years ago, US investors were reluctant to invest in Canadian companies and if they did, it would be on the condition that they move to the Valley. That is no longer the case." "I started my own fund not for the sake of starting my own fund, but because I wanted to devote my time to working with entrepreneurs and to serving them, helping them to build impactful companies. I had some ideas about how venture could be done differently and I wanted to put those ideas into action. That is what led me to start Staircase Ventures... There's three unique aspects of Staircase Ventures. The first is our founder development platform which is designed to help accelerate founders' development and help them perform their best every day." "Life is long and how you treat people and how you perform really, really matters in the long run. Life is not a short-term game; it is what you do and how you show up, day-after-day, over a period of many years that will determine your future." Listen here: https://lnkd.in/gpHprCt8

68

4 Comments

Returning from your annual leave to the news of a mass layoff is not easy, even if you have not been impacted directly. While I am sure this decision was not taken lightly and I could not agree more with what our CEO Dax said below about all the people we hired at Lightspeed over the past few years, it will take a while for those of us who are still here to go back to business as usual. Until then I need your support! This is where you all potentially come into play as my LinkedIn network: To my HR & Recruitment connections across EMEA & NOAM (Germany, Netherlands, UK, Belgium, France, USA & Canada) please email our talent directory [email protected] or reach out to me for more information if your company is hiring for various positions across most departments. As a recruiter, it is hard to see folks you hired and worked with being let go, and as a colleague even harder.... To my former colleagues who were impacted, if you need any support with your CV, need an intro email to someone I might be connected with who has an open position at their company or just want to chat, please reach out. ... also please remember you are so much more than your job!

44

2 Comments

𝐋𝐞𝐭’𝐬 𝐓𝐚𝐥𝐤 𝐀𝐈 𝐚𝐧𝐝 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲—𝐀 𝐏𝐫𝐚𝐜𝐭𝐢𝐜𝐚𝐥 𝐀𝐩𝐩𝐫𝐨𝐚𝐜𝐡 There’s been a lot of buzz lately among founders and entrepreneurs about AI driving efficiency. I've had some incredible conversations with folks at Shopify, Lemonade, and a few other companies over the last few quarters, and I wanted to share something we’ve been working on at Yotpo—something very practical that shows real progress and that most companies can implement. This isn’t about AI in our product lines but rather how we’re using AI to drive efficiency within our operations. To give you some context, we have several initiatives across departments aimed at giving our people superpowers, and we even founded a dedicated team under Dan's leadership to focus on this. We’ve made some solid progress, but our latest internal release is particularly exciting. Yotpo UGC runs roughly 6,000+ QBRs (Quarterly Business Reviews) a year. For those unfamiliar, a QBR is where our CSMs prepare a full analysis of an account, map out opportunities for improvement, and present it to the brand to optimize their UGC program. As you can imagine, preparing these decks takes a lot of time and requires a deep understanding of both the brand and its UGC strategy. After analyzing the process, we found that the average CSM spends 2-3 hours preparing for each QBR! So, Dan partnered with Katie and the team to tackle this. Their solution? The QBR AI model. With just a click of a button, the AI dives into the account, benchmarks it against our entire database, and provides the most quality insights, recommendations, and a status update for the merchant. I’ve seen a few of the QBR decks generated by this AI, and honestly, I was blown away. 𝐖𝐞’𝐫𝐞 𝐬𝐚𝐯𝐢𝐧𝐠 𝐨𝐮𝐫 𝐂𝐒𝐌𝐬 𝐚𝐫𝐨𝐮𝐧𝐝 12,000 𝐡𝐨𝐮𝐫𝐬 𝐚 𝐲𝐞𝐚𝐫 while improving the quality of the insights we provide. If you’re in B2B, I highly recommend looking into building your own QBR AI to save time and boost quality. If you have any questions or want to discuss this further, drop a comment or send me a message. Let’s keep the conversation going.

65

13 Comments

If I was an A player / high performer seeking employment right now, I'd look for jobs at organizations running one of these business operating systems: Scaling Up: A Gazelles Company, Metronomics, or EOS - Entrepreneurial Operating System. There are several reasons for this: -Core Values-Driven CEOs: Many will have CEOs that actually live their company core values (and insist everyone else does, too), giving you the best chance possible to thrive -A Player Team: Because these organizations are more likely to use Topgrading to hire, you'd be part of a drama-free, A Player team (do not underestimate the importance of this; if you've had bad team members or have been dismayed by workplace drama, you understand) -Get Paid More: Compensation will likely be at the high end for your role because these organizations understand the value the A Player creates -5D Focused Leadership Teams: Leadership teams are focused on Overcoming the Five Dysfunctions of a Team, resulting in less workplace politics (doing the wrong thing for the wrong reason) and way less stupidity from leaders All of these things will result in the most fulfilling working environment you've ever had. Remember the "Great resignation"? That may as well have been a myth to my clients. Why? Nobody leaves an A player team. NOBODY. That was a problem for companies that don't live there core values and that tolerate B and C players. Unfortunately, there isn't a public list of these companies. That would be one incredible A Player recruitment website. But there are a few things A players can do to find these employers: 1. Reach out to the organizations above to find out if they know of companies in your area using their systems/tools 2. Reach out to your local chapter of Entrepreneurs' Organization or Young Presidents' Organization - that's where the self-aware leaders using these systems/tools congregate ***Important interview question all candidates for all candidates to ask: Is your CEO a member of EO or YPO? Self-aware leaders tend to join these peer learning associations, and that's the kind of leader you generally want as an employer/leader.*** 3. Reach out to Metronomics, Scaling Up, or EOS coaches in your area to find out which of their clients is currently hiring. I'll be posting some of my clients' open positions - as well as background on the company - here in the near future. Find a company that is deserving of your behavior and talents. #Metronomics #ScalingUp #EOS #Hiring #JobSeekers #Jobsearch #employerofchoice #topgrading #fivedysfunctionsofateam #corevalues #YPO #EO #Grovertalent #talent #Aplayers #Aplayerhiring

36

6 Comments

**Job opportunity for Route employees** (and anyone else) --> Share this with the best candidate you know. I'm saddened to hear what happened at Route today. I know it's a tough environment for a lot of the Shopify ecosystem with some new policies that have been pushed. That being said, things are taking off at Zaymo, and we are looking for the first business employee to build out pieces of our revenue engine. What we care about: * Intensity * Willing to do whatever it takes to build something big * Opinions on how to treat ecom merchants (ex: you are crushing it at Route) * A bias towards turning customer feedback into good product roadmap Why not to apply: * You want a defined role with very clear instructions * You care more about short-term money than long-term career/exit outcomes The first thing you will build is the post-sales motion. Then, this role will have more upside opportunity than any role you're in now. Apply at the link below and send me a DM if you fit those qualities ^ See Zaymo's MRR chart below. $20k MRR ($240k ARR) with 32% growth MoM. Here is the JD/application: https://lnkd.in/gUQxyrKv -------------------------------------------- What is Zaymo? Zaymo lets ecommerce marketers send emails that behave like websites. This enables in-channel actions like one-click-purchasing, survey responses, and review collection that significantly increase conversion rates. In November, Zaymo crossed $240k in ARR with 32% MoM growth—all with the original 3 founders and no additional headcount. Zaymo is backed by investors like Y Combinator and the co-founder of YouTube.

119

8 Comments

Building a new category is tricky, and it's come to my attention that people don't know what FERMÀT is. So we asked...how would they describe it? Maximilien Langlois answer (Founder of HYPE10) was fascinating: “(FERMÀT) is a landing page solution that necessitates very little time to validate ideas and prove theories for an e-commerce brand.” Max isn't wrong. We build landing pages. But we're not a landing page solution; we're a full-funnel solution. And we help you do it quickly. With FERMÀT, you can spin up funnels at the same speed as ads. That’s the category we’re creating. I'm happy to see that Max is using the tool to experiment, innovate, and push boundaries. It's a testament to the versatility and power of our platform. So whether you're looking to validate theories, optimize marketing strategies, or boost conversions, FERMÀT is here to help you achieve your goals with efficiency. You can catch our chat with Max on our FERMÀT Friday channel, and his full answer in the video.

22

3 Comments

So we're trying that whole automated outbound thing. It's pretty fun. We have ~50 mailboxes set up across the team for a monthly sending capacity of ~30,000 (30 emails a day max by 50 inboxes by ~20 sending days a month). We won't use that whole capacity in order to keep some mailboxes waiting. This may be the most... heavy-to-set-up but lightweight-to-test "ad campaign" I've ever run. Here's how it works, courtesy of the excellent work of Joe Rhew of The Workflow Company: - Clay tables check HubSpot for exclusions, and then qualify companies we import that we believe cold call, and confirms they're otherwise a fit (size, geo, b2b, etc.) - I assign owners for email and phone and the HubSpot record in Clay - Clay again waterfalls those contacts first through FullEnrich then through Clay sources - Clay tees up colleague names, sales rep names on the team, and site-based implications of sales led motions (e.g. "Request a Demo"); option for me to plug in a custom first line based on the list (e.g. "Saw you liked X's post") - One click import to Smartlead per rep campaign (inboxes/domains on Mailforge - Cold Email Infrastructure 📈 ) Here's what I've learned: - The email infrastructure gurus are very tuned in to how much a moving target are the best practices for deliverability. This makes the channel high risk, effort and cost to maintain. - Doing it the first time is the hardest, though. I can picture rearchitecting this inside a week. - 5.5% reply rates mean there are signs of life. But it still comes down to testing, which this foundational framework allows us to do, and... - Right titles/personas are everything. The LinkedIn-based "find contact at company" feature in Clay is amazingly flexible but returns sparse results. Will likely be reconfiguring that element. And I know I'll get a ton of outreach from vendors wanting to replace pieces of this, and that's ok (some of them I am testing out, like ExactBuyer and Trigify.io) - but keep in mind what is so helpful about this being on Clay is the flexibility. I can edit parts of these tables with so many options. If one part of the workflow gets weak or needs reconfigured, there are dozens of other things I can attempt without ever leaving Clay.

76

23 Comments

“I’m on vacation (which didn’t happen often enough) and I get a phone call from somebody on the team, saying Nick, I'm sorry to bother you on your vacation. We have a risk to our $3 million campaign, it’s held up because a creator who is critical to this campaign hasn't been paid their upfront fee yet. We were supposed to pay them 50% upfront, and that payment never went out. The campaign was a tight timeline with a two week turnaround and the creator won’t start work until getting paid. So I had to call the Global SVP of Procurement and ask why they had not been paid, and that this potential error is causing a large deal to be put at risk of being lost. They investigate and get back to me: given the number of approvals and the complexity of the overall procure to pay process, the team in India did not approve the invoice to be paid. But because of human error the team in India never flagged the non approval to anyone on my team, which didn’t allow anyone to rectify the issue until it became a larger problem. The process clearly has its flaws, forcing us to scramble for a same-day wire transfer, which incurs additional costs. Coordinating multiple people and departments to pay out a single payment wastes even more time and money of those involved. In terms of time alone, it likely costs us more than the $1,500 we paid out, not including other team members. Where's the value in handling this manually? Too much of the team’s time is spent managing angry creators who hold back content because they haven't been paid on time. This disrupts our business and our teams. It's an ineffective, non-value-add use of our energy every single day." - Nicholas Wagner, CPA VP global operations WME Long article, dives into challenges faced by marketing + finance teams today --> https://lnkd.in/gwRE2xNj

19

Two things I’ve seen the best PMs do really well: 1. Creating hype: They get everyone in the organization excited about any initiative and align xfn teams. 2. Open-mindedness: They don’t get too attached to a specific idea. Instead, they take a step back, view things objectively, and obsessively gather feedback from as many people as possible. Kevin Anderson is one such awesome PM who has a genuine curiosity and infectious passion for Experimentation. I had a fireside chat with Kevin last week hosted by Statsig, where we discussed various topics, including the latest trends in experimentation, build vs. buy, reducing friction, measuring success, and so many insightful anecdotes that you can check out here: https://lnkd.in/gRgi4KDd #productmanagement #experimentation #data

23

2 Comments

Making decisions with limited data is a key part of leadership 🔑 This ^ is an essential skill set that only becomes more important as you take on bigger roles at larger companies It’s one of the biggest reasons first time VPs struggle at startups. 😢 They are waiting for someone to ask for their opinion or hand them a decision they can execute on. 😫 Aka they just don’t recognize this as part of their job or feel incapable of making a call given the high stakes and limited data points. 🤷🏽‍♀️ When you are reporting to a CRO or VP sales, your job is to share your perspective with them and let THEM decide. ✅ But as a Head of sales reporting to the founder, your job is to MAKE the decision, convince the rest of the company (including the founder) of it and execute against it ✅ The accountability shift is massive. 🔑 And it starts with getting comfortable making decisions before you *need to* 💪 My approach 1️⃣ identify the key areas worth making changes / decisions in. Come up with a few options that could work 2️⃣ ask for folks close to the issues feedback on the few options and understand their why (important to note their specific vantage point / incentives involved here) 3️⃣ finally use data to validate / invalidate whatever way you are leaning (key is to NOT start with the data esp early stage!) 4️⃣ decide, communicate (why you made the call, the risks and next steps) and get to execution quickly Making decisions quickly to get to clarity > perfect decision making Happy building 🙌 #decisionmaking #leadership #CRO #salesmanagement #startups #founders #VPsales

43

5 Comments

hey RevOps - lets talk first principles when it comes to opportunity creation 💰 Specifically, what criteria should be used to determine whether an opportunity should be created in your pipeline? Jay Nathan posed this question in the RevOps Co-op Slack group recently and I ❤️ it, because this is an easy thing to take for granted (or blissfully ignore), but so incredibly important. Because you should ruthlessly qualify, and your sales process for qualification should align with your technology (b/c #revops). Here are some different ways community members handle opp creation: 1️⃣ Auto-create opportunities for high-intent inbound leads (demo signup or self-serve account signup) This is for a company with mostly a PLG motion. 2️⃣ Opps created by the sales rep after initial disco call where lead is deemed "sales qualified" Can use different qualification criteria (e.g. BANT, etc.); works for companies with a sales led motion 3️⃣ Use a "Stage 0" for opp creation, and "Stage 1" is when they meet qualification criteria Few folks recommended this - essentially create an opp when a meeting is booked and then move to next stage when opp is qualified by the rep. This means your qualified pipeline is the stuff that gets to Stage 1, which will be different from the $ amount of opps that get created in Stage 0. I like this approach as it's what I've also done (with a slight variation) 👇 Stage 0 = Sales Qualified Lead (SQL) -> Meeting booked Stage 1 = Sales Accepted Lead (SAL) -> Person shows up to the meeting and fits ICP criteria on paper Stage 2 = Sales Qualified Opportunity (SQO) -> Person agrees to meet again and fits majority of BANT criteria 4️⃣ View opp creation as a bet the business is making that business will close by X date I like viewing things like this as that's basically what you are saying when you consider something to be in your pipeline, Standard win rate is 25% - 35%, so by saying something is an active, open and qualified deal you are placing a bet on that deal closing. Now you go - what are we missing from this list when it comes to best practices for opportunity creation? Drop your feedback in the comments 👇 PS - thanks to Colby Ricker, Ryan Milligan, Rome Thorndike, and other community members for chiming in on this 🧵 in the Slack group #revenueoperations #salesops #salesoperations #sops #GTMops #AllTheOps #SFDC #salesforce #hubspot

47

23 Comments

When the founder's vision aligns perfectly with the problem they are solving, the chances of success are significantly increased. This alignment ensures that the founder is passionate about addressing the issue at hand and is committed to finding a solution. When both the founder fit and problem fit are in harmony, it creates a strong foundation for a successful venture.

3

Coaching. Get One. Enough said. The gap between a bright idea and successful execution can be daunting. Staying centered and on track is tough, especially when navigating the complexities of real-world challenges. At Shopify, I was fortunate to experience the power of coaching early on. Even the most skilled technical developers need support when tackling the human side of their work. This is where coaching steps in, helping bridge the gap to successful execution by revealing underlying problems, identifying ways to overcome them, and developing strategies to stay on course. While I hadn’t planned on it, I ended up pursuing my professional coaching certification with Integral Coaching Canada. Although I never aimed to make coaching a source of income, it paid off in countless ways. Leading teams, supporting coworkers, and my own personal growth have benefited tremendously from coaching’s ability to help break through challenges faster. If you don’t have a coach, find one! I highly recommend Theresa Nguyen from Clifden Consulting. Some areas I’ve personally worked on with others include: • Entrepreneurship: maintaining focus in chaos. • Learning to Say No: Respectfully setting boundaries to make space for creative thinking • Advocating in the Boardroom: Gaining confidence to effectively advocate for oneself • Managing FOMO and Burnout: Understanding the deeper reasons for pushing oneself past the limit, and finding ways to create balance. If you’re feeling stretched or stuck, a coach could be the support you need.

15

We just had a record breaking month, and we are not slowing down at Maple. We've just sent out an email to our entire user base, committing to some major product launches in May. At Maple, we pride ourselves on shipping great features, at a high velocity, for the families who use us. So here is what we have cooking: - A new calendar integration. Finally, Microsoft Outlook will be available in Maple. -A significant overhaul is coming to how people will use Maple, taking a year of feedback and delivering on making Maple easier to get in and out of your favorite tools. -Introducing new customizations, including cover photos on your folders. -AND we have made Maple Plus free to use for 7 days before committing to a monthly or annual cost!!!! To kick off May, we are rolling out our first investment to bring your family up front and center. This is both a healthy reminder of who you are doing all this hard work for, and it makes a far more pleasant experience for our tablet users- who now can benefit from Maple being a collage of family photos when it is just resting on your countertop. A modern take on your family photos sitting on your fridge. You are going to love these updates.

50

3 Comments

30MPC says problem-first pitches are better than benefit pitches. Here's how I implemented this. First, check out Nick and Armand’s 30 Minutes to President's Club episode on “Why Your Cold Call Value Prop Isn’t Working” (Nov 5). They unpack an issue that's easy to forget when you're cooking: --> Forget the fancy buzzwords and over-polished benefits. Start with the problem. Here's what you need to remember. 1. Be “dangerously specific” with the problem. Generic statements like “we’re an all-in-one platform” or “we save you time” don’t mean much to a prospect. Instead, name the pain with specifics. Armand gave a solid example of titanium cookware. (@ 2:52) Instead of “We have titanium-coated pans,” try “Remember that last omelet you made that stuck to the pan? That doesn’t happen with titanium cookware.” The specificity turns the product into a fix for a memorable problem. So I reviewed my customer discovery interviews, and I found these gems: - "Cold outbound feels like looking for a needle in a haystack. Half of a rep’s day is prospecting, researching, and personalizing. Then we execute the outreach, but the connect rate is so low that it feels like we're mostly wasting our time." - "Everyone says warm intros work, but reps can’t scale them because every intro requires tracking down a friendly who maybe knows 1 out of 20 of their 1st degree connections. Reps wait for days to hear back, only for their connector to respond, ‘Oh, actually, I don’t really know them that well.'" 2. Use “hairy-lollipop” level detail. (@ 10:15). When you describe the problem, make it visceral enough to paint a picture. For example, if you’re selling an AI candidate screener, try: “Most recruiters dread sifting through 2000 resumes just to find five people worth talking to.” This is the kind of “ugh” detail that will resonate. Here's my hairy-lollipop 🤢 - "You finally craft the perfect email, but it lands in a stack of 200 unread messages, buried by automated follow-ups and templated cold outreach." - "Sellers put in hours of effort to identify warm intros but usually hear back, ‘Sorry, I met that person at an event—I haven’t spoken to them in years.’" 3. Keep the solution simple and contextual. A one-sentence solution is often enough. They suggested something like: “Our tool screens resumes with your ideal criteria in mind so you don’t waste time with unqualified candidates.” I reviewed our website through this lens, and came up with this: - "Nubara streamlines the warm intro process by surfacing only verified connections, so your outreach is focused and efficient from the start." 4. End with a low-pressure CTA. The recommendation was to go light with the close, like, “Would you be open to hearing more?” instead of a hard ask. (@ 18:07) The idea is to make it easy for them to say “yes” to learning more without committing to a full meeting right away. Would love to hear your thoughts on how I implemented their advice.

9

Sellers who have "need for approval" from their prospects are 35% less effective (RAIN Group). It's not your job to make your prospect feel "good" all the time and here's a prime example: When Spencer Ivey is asked for a discount, he simply nods his head and says "....Okay..." He doesn't jump to justify his pricing. He doesn't immediately start negotiating. He lets the silence linger. No doubt, this makes the prospect who just asked him for a discount feel somewhat uncomfortable (Ironic, since that's what they were trying to do to HIM when they demanded a discount!). 𝐓𝐡𝐞 𝐟𝐚𝐜𝐭 𝐭𝐡𝐞𝐲 𝐝𝐨𝐧'𝐭 𝐰𝐚𝐧𝐭 𝐭𝐨 𝐩𝐚𝐲 𝐟𝐮𝐥𝐥 𝐩𝐫𝐢𝐜𝐞 𝐢𝐬𝐧'𝐭 𝐡𝐢𝐬 𝐩𝐫𝐨𝐛𝐥𝐞𝐦 𝐭𝐨 𝐬𝐨𝐥𝐯𝐞, 𝐢𝐭'𝐬 𝐭𝐡𝐞𝐢𝐫𝐬. Salespeople that want their prospects to like them (need for approval) will immediately jump to problem solving mode when they get asked for a discount. But the best? They're ok with a little discomfort, even if it means they're less "likable". They know that the discomfort will compel the other party to justify their ask with more information (information is your greatest ally in a negotiation).  

107

18 Comments

Anthony Nardini (Anthony) is the only community builder I know of who boasts a 60% referral rate for his high-ticket cohort-based community. Meaning that 60% of all new customers are referred by people in the previous cohorts. But that’s not surprising to me because he might be the most intense community builder I’ve interviewed. If you have time only to listen to one episode of the Beginner Maps (free crash course), I’ll suggest you listen to this one to get a glimpse of what it takes to build such a community business. We get into: • Why he interviews each of the 250+ candidates • His referral cultivation strategy • Running experiments to keep things fresh • Turning members into enthusiastic volunteers • Automations that can make or break the business This is a must-watch for anyone building high-end communities or cohort-based programs. Listen to the full episode wherever you get your podcasts: • Youtube - https://lnkd.in/ge_KNpq2 • Apple - https://lnkd.in/gvhiPcjF • Spotify - https://lnkd.in/gA6dV_Sw

18

4 Comments

Churn rates in SaaS are often taken for granted. A 5% churn rate? Sounds manageable until you unpack the numbers. If you're losing customers at that rate every month, you're left with less than half of your original users by the end of the year. The average B2B churn rate might be lower due to the methodical decision-making process, but there's no getting around the fact that B2C companies are more susceptible to quicker exits. Voluntary churn is where the real battle lies, as buyers pull the trigger on cancellations for reasons ranging from budget cuts to outright dissatisfaction. So, what's the play? You need to visualize your churn as a strategic battleground. Whether it's by tightening your onboarding processes, identifying churn indicators early, or even tailoring your cancellation offers, the aim is simple: keep the customers you’ve worked hard to acquire. Churn isn’t just a metric—it's a mindset. Let's debate: Is it smarter to accept a higher churn as a given in a rapidly changing market, or is the focus on reducing churn at all costs a more sustainable strategy? Keep it civil, folks. https://lnkd.in/ehMpvWed

4