Accountability is everything in building relationships with customers and prospects. But achieving the level of accountability your teams need to close the sale or gain the upsell is a lot easier said than done.
Engaging with executives is essential throughout the client relationship. The higher the buy-in, the better. But today’s environment means executives are extremely overworked and constantly being pulled in multiple directions.
This group has as much impact on revenue goals (hello re-ups and upsells), as a result, proactive client success teams can see churn coming a mile away and can respond in time to keep the client happy.
Leading and lagging indicators are some of the best ways to prevent churn for business to business (B2B) organizations. But what are they? How do you use them? And what’s the difference?
QBRs can be an integral player in building customer engagement, long-term successful relationships, and what we all want, reduced customer churn come renewal time.
Think of your prospect interactions as making either deposits or withdrawals from your contacts. The only way to make a withdrawal is to first make a deposit, so you have to find a way to bring value to your contacts before you can expect anything in return.
For business to business (B2B) and complex sales cycles that are already prone to multiple stakeholders, winning over buying committees has never been more important.
There is an opportunity now to go to where your buyers are going. Those who embrace buyer enablement will have tremendous results: Buyer-enabled relationships delivered digitally on their terms.
The modern buyer knows your product before ever talking to you and doesn’t need spoon fed details. To move this buyer forward, and win at buyer enablement, you have to add value and sell with purpose. That means offering a little help.
