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13 results for “client consulting”
But we also in the calls I have with customers, for instance, I've got monthly calls with some of the CISOs who are customers going through implementations. And I tell them what our team's fed back, that we think their team can do better, where we ne
34:30 / 35:39
from transcript34:30 – 35:39
we forget that we're the consultant and they're the patient, if you like. And because customers have money, they must always be right. And customers are not always right. We are accountable for their success and I want that in the DNA of the organisa
35:10 / 36:19
from transcript35:10 – 36:19
You gotta do it as part of the early selling process. What makes us unique is our ability to make our customers successful, meaning the get to the specific outcomes they're looking for. But it's so hard to show that in a sales process, so you've got
25:14 / 26:57
from transcript25:14 – 26:57
a a large global enterprise we're now selling to because they need four, five different sets of things to make them successful. So they might need adoption specialist who does change management, plus a technical specialist to help them build on the p
31:33 / 32:37
from transcript31:33 – 32:37
Okay. Thank you. There we go. Afterwards, I will take any customer feedback. I love to chat with users. I actually do that a couple user chats every week, which is so insightful for my role in particular. That's right. Ultimate, I guess, the CRO is t
6:46 / 7:49
from transcript6:46 – 7:49
to service the requests of buyers? Yeah. You have to be very proactive about it. It goes back to the skill sets you put in the the post sale side. So they can start to look at data to show their customers the insights and the value that you're creati
32:40 / 34:12
from transcript32:40 – 34:12
is there a room for CS in modern SaaS companies? Yeah. Personally, I think there is. Look. If you if you do 100 k, 500 k million dollar deals and you have big accounts and grow them, then maybe not. Then maybe you can push back to sales. Right? I've
20:40 / 22:18
from transcript20:40 – 22:18
I need some of you to expand a lot and some of you just to stay on as customers. In fact, I don't think the mission is to squeeze every penny out of the customer. I think the mission is keep the customer happy, get them renewing, and spot upsell oppo
22:22 / 23:41
from transcript22:22 – 23:41
with all of our marquee organizations, but it doesn't necessarily mean that it needs to be the CEO every single time. However, I do believe that the executive leadership team has a responsibility in the go to market and sales process to be able to re
32:08 / 33:23
from transcript32:08 – 33:23
buying process. And why I say that is usually the deals that don't close are the deals that are commit that are the ones that are most painful, where, hey, we're 75% likely to be chosen, we're the vendor of choice, whatever it may be. Like, then it r
26:11 / 27:16
from transcript26:11 – 27:16
the type of sales campaign that we run, what we capture during that sales campaign, what we pass over to the implementation team, how we're logging our interactions with those individuals, and then being able to transition to customer success. So mak
32:56 / 34:15
from transcript32:56 – 34:15
...client ultimately. And then what's the most common reason that wraps fuck up in the interview process? I think they're just unprepared.
43:23 / 45:00
from transcript43:23 – 45:00
“People try to build a large enterprise style CS company into that kind of motion, and really what you should be doing there is customer marketing. You should lean in really heavily in product and customer marketing backed up by a smaller group of people.”
And the problems I see there are people try to build a large enterprise style CS company into that kind of motion, and really what you should be doing there is customer marketing. You should lean in r
22:59 / 23:16
Practical Framework22:59 – 23:16
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