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?

Do a favor: share your thoughts in the comments. Or ask a question – we’re here to help.

Be Remarkable!