So many of the challenges I see in B2B SaaS companies have to do with our urge to make the deal bigger. What if we’d turn that around?

Last week, one CEO I spoke with hit the nail on the head by saying, “I often think we’re stuffing our customers too much.”

So what was he concerned about?

To make our quota, we aim to increase the size of each deal.
With that, we’re complicating the entire process, making the customers’ decisions harder and riskier.
If we close the deal, the implementation process is doomed due to the enormous scope of work.
With that, we’re introducing a poor time to value and present a higher risk of failure, and last but not least…
We’re often left with nothing to upsell, shooting ourselves in the foot with a Net Revenue Retention (NRR) perceived as too low.

All in all, no one wins. Not our customer, not us as a vendor.

So what if we’d flip this?

Find a route into a larger company with a deliberately small scope that solves a mission-critical problem at the departmental level.
Sidetracking competition by taking out significant risks to close the deal fast
Creating internal fans by shortening the time to value
Creating momentum by leveraging the internal vibe, creating a flywheel to grow 4-7x within the 1st year through upselling

Question for you to reflect upon

Are you stuffing your customers too much in your initial sale? What if you’d flip that?

Be Remarkable

Like this message?

Every day I send out a short 2 min reflection to help B2B SaaS CEOs discover the hidden gems towards Remarkable Traction. Join the 1,000+ subscribers that have become fans.

🔆 “We’re stuffing our customers too much”