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?
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To make our quota, we aim to increase the size of each deal.
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With that, we’re complicating the entire process, making the customers’ decisions harder and riskier.
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If we close the deal, the implementation process is doomed due to the enormous scope of work.
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With that, we’re introducing a poor time to value and present a higher risk of failure, and last but not least…
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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?
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Find a route into a larger company with a deliberately small scope that solves a mission-critical problem at the departmental level.
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Sidetracking competition by taking out significant risks to close the deal fast
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Creating internal fans by shortening the time to value
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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?
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