This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Post-PMF, the organization must evolve: it has to grow headcount and then manage that headcount well. It’s easy to miss that detail when building a headcount plan. They write code, author blog posts, publish the website, attract customers, with the goal of achieving product-market fit. On the left, there’s one.
Marketing teams spend 5-10% of ARR on programs (non-headcount expenses), and this is pretty consistent across ARR. Net dollar retention is the most common customer success goal, used by about 37% of respondents. Logo retention is second at about 33%. This was surprisingly low. NPS is the least common at 7%.
Customer retention has never been more critical to business success than it is today. With increasing business costs and reduced headcount, companies are feeling the squeeze as they also grapple with rising consumer expectations. Shifting focus to customer retention can actually be twice as powerful as customer acquisition.
When you do, magic happens in retention. “Adding headcount in customer success dept” — Hoala Greevy, CEO, PauBox. You can’t cut corners in headcount in success with automation. You just make the headcount more effective. .” — Amaan Nathoo, Director Customer Success, Latermedia.
The magic of a SaaS model is: Very high logo retention. Net dollar retention is ideally over 120%. The public markets love this trifecta of 90% logo retention, 80% gross margins, and 120% net revenue retention. By freezing headcount for a year. And if not profitable, very positive operating margins of 20% or more.
They did layoffs and froze headcount. They’re at $2m-$20m ARR or so, sometimes more, aren’t losing money, and have 90%-100%+ NRR and relatively stable GRR and logo retention. That they had to get to cash-flow positive, because no more money was coming. And while many couldn’t pull it off, and will go under, a lot actually got there.
This was around 2017, and CS became simpler and focused on post-sales, retention, and reduced churn. Headcount isn’t the right story for them, though. Eventually, this team moved out of growth, so their success wasn’t dependent on budget or headcount. Just like hiring, you don’t want to be lazy here.
We all become new customer-oriented, so we say we’re focused on the existing base, but once the sales team becomes 30-40% of headcount, it tends to dominate every conversation. Long-term marketing spend Holding customer success spend flat The study found that 62% of CS teams are maintaining or decreasing their non-headcount budget.
This success comes from three key components: An account management organization focused on selling new SKUs to existing customers Standalone sales organizations for major product areas An internal “ad system” using machine learning to show customers the products they’re most likely to adopt next The Lesson: Compound Startups Can (..)
This section covers employee satisfaction, headcount, and recruiting metrics. Customer Success reviews the net dollar and logo retention, plus churns and expansions. The template is broken into six sections: People, Bookings & Revenue, Cash, Sales, Marketing, Customer Success. You’ll notice there is no engineering section.
Your sales headcount. Hire a VP of Customer Success that is great … and upsells, retentions, and renewals will all go up. If 20% of your revenue is Smaller customers, 50% Medium, and 30% Large (a not uncommon scenario), align your energy and efforts proportionately. Align your marketing budgets. Your product / dev budgets. Like magic.
Today, IT budgets are roughly broken down into: ~50% headcount / personnel, ~25% software, ~15% hardware, and ~10% outsourcing / consultants. As software grows as a percentage, I think we see headcount / outsourcing shrinking. I’m certainly not the first (or thousandth.) to have this view, but I wanted to flesh out why.
But they need the headcount to grow this quickly. #8. “Driven by strong gross retention and expansion across both of our product offerings, NRR was comfortably above 130%. This is pretty standard for high-growth Cloud companies, although not terribly efficient. 300,000-$350,000+ is relatively efficient for a sales-driven model.
SaaStr CEO Jason Lemkin also wrote how Customer Success has now morphed into part of the sales team and that the 2024 trends in CS include everyone wanting to eliminate humans from support to replace that headcount with AI and bots. We still want to drive retention and growth and make money. The world has changed. Never stop,” he said.
As Google also reported, usage-based pricing models may weather downturns betterbecause the products they meter grow irrespective of headcount growth, a positive sign for infrastructure. The company’s security portfolio which should prove more resilient to fluctuations in spend factors in significantly to the results’ hardiness.
Although businesses are seeing the benefits of real-time chat – improved customer satisfaction, retention, etc. – Maintaining a 100% real-time experience typically requires: Increasing headcount to keep pace with a growing customer base and their conversations. And if you don’t increase headcount, you risk burning your team out.
Lots of SaaS founders are preoccupied with employee headcount as an important growth metric, but this indicator is not always true. You will have high retention when you treat people well, and many people will be with you for years. What does successful company growth look like?
On top of that, bottom-line business metrics like customer retention and expansion are in focus for support teams now more than ever. Support leaders looking to expand their support offering will often seek to answer questions like “How can I scale my support without increasing headcount or budget?”
Want to learn more about how conversational experiences are fuelling customer retention and business growth for major companies like yours? Over the past year, many support teams have struggled with budget cuts, reduced headcount, and less bandwidth – while the volume and complexity of customer queries has only risen. Sound familiar?
Now, it’s taking center stage as the value driver it truly is , enabling businesses to build lasting relationships with their customers, drive increased operational efficiency, and influence better customer satisfaction and retention. Driving increased customer satisfaction and retention. Here’s how they’re doing it.
Headcount Planning. But headcount planning is often a useful place to start because the inputs required to make decisions are the least dependent on factors outside of the sales organization. This decision will drive many of your other headcount decisions. What ratio do you want between AEs and other sales roles?
If you help and encourage your team, they can drive retention and expansion, and you’ll see the benefits in your bottom line. Reduced headcount, longer working hours, and a spike in queries have led to burnout. They go big on human support to meet demand, and they end up having to backtrack and cut headcount as costs skyrocket.
At $2m in ARR, budget $200k in headcount for the CSM positions + support. Tie bonuses and comp to success on both metrics (favor, in most cases, pure retention first, and additional revenue second). At $4m, $400k, and so on. You may be able to pare this back a bit later, but probably not too much. And then measure the results.
At $2m in ARR, budget $200k in headcount for the CSM positions + support. Tie bonuses and comp to success on both metrics (favor, in most cases, pure retention first, and additional revenue second). At $4m, $400k, and so on. You may be able to pare this back a bit later, but probably not too much. And then measure the results.
It can also guide your hiring process if increasing headcount is required to guarantee 24/7 coverage for customers. Maintaining and exceeding customer expectations allows you to boost retention and increase customer advocacy. Customer satisfaction. Your Customer Satisfaction Score (CSAT) is a critical metric for success.
Shrinking employee headcounts. The importance of customer retention for businesses’ long-term success. Take a look at the infographic below to learn more about these key software ecommerce trends: The increased demand for software. Decreased B2B spending. The shift towards online shopping. Dropping ad costs.
If you try to mine too aggressively from free until they’re paid and before you have that engagement, you will pay for it on the other side with quality and retention. Do you see massive disruption in workforces and marketing headcounts shrinking because of AI? “I’m PLG isn’t for everybody, but if you do it, free is a component.
Enterprise software businesses strive for 90-95% gross retention (generally the percent of revenue that sticks with you vs churns altogether), with net expansion in the 120%+ range (the aggregate change in expansion - contraction - churned revenue). Namely, retention!! For “fake” ARR, retention can vary wildly.
Getting it wrong impacts your Net Revenue Retention (NRR) performance, customer experience, and operational efficiency. Traditionally, companies have set CSM ratios based on revenue tiers or account sizes, yet these methods are woefully simplistic when considering the complexity of driving customer adoption, retention and expansion in B2B.
Partners are no longer just sales and implementation allies; they are a critical force in ensuring customer retention and expansion through value realization. Partners cannot be expected to drive retention and expansion without first having a clear framework, resources, and support from your company.
.” Here’s a summary of the quarter in 5 charts: Quarterly Growth rates: Still decelerating, but not as quickly Net Retention: Down from historical averages, but starting to level off. Companies have reduced headcount, but new bookings aren’t getting any easier Quarterly net new ARR growth : Some green-shoots!
The typical trade and field service business relies on revenue from sales and service to run operations, manage headcount, and drive operational growth. However, these profit levers alone may not be enough to help a business achieve its true potential. Theres more to this strategy than just the nice revenue bump.
That’s a big difference, especially when you layer in the growth in headcount from 2021 to 2022. Essentially companies grew headcount significantly to add less ARR. We’re obviously seeing the rightsizing of this now with headcount reductions. The second chart comes from the latest MS CIO survey (below).
This INCLUDES headcount-related expenses. If you are utilizing Gusto or a similar payroll tool, your headcount expenses are likely coming into your P&L as one (or maybe two) line item(s). these figures are going to be WRONG because you haven’t properly accounted for your headcount costs in Sales & Marketing.
Powered by a modern business messenger , it scales your ability to answer more questions from more customers without increasing headcount, budget, or hours logged. InMoment helps your team to keep an ongoing pulse on how your customers feel about your product or service so you can proactively drive retention, engagement, and advocacy.
For example, our leadership team might decide to focus our company strategy on targeting the segments with the best revenue retention. If your customers tend to be larger, public companies, then segmenting by revenue and size is reasonable, as most report financial results and headcount on a quarterly basis.
Gross Revenue Retention (GRR) m easure the recurring revenue retained from existing customers, excluding upsells but accounting for churn. Net Revenue Retention (NRR) includes upsells, expansions, and churn. Logo Retention tracks the percentage of customers retained over a specific period, regardless of upsells or contractions.
As companies and their headcounts grow, so do their tech stacks. This bi-directional integration means that Amplitude customers can use Amplitude and Intercom to optimize campaign performance and impact on in-product engagement, conversion, and retention. .
One of the challenges we’ve faced as a support team is scaling our high bar for customer satisfaction without scaling our headcount alongside our customer count. Either you’re all in on delighting customers, or you’re doing everything you can to minimize your costs and maximize your profit. It’s a problem we know well.
More than 50% of companies have negative net dollar retention metrics, so expanding because you’re under the assumption that it’ll be easy because others are successfully doing it can be a dangerous one and lead to a tricky organizational, economic structure.
When companies face the prospect of supporting rapidly increasing numbers of customers, they are faced with three fundamental choices: Support customer growth with increased headcount – this brings the benefit of maintaining a top notch level of service, but it also comes at a hefty financial and operational cost.
Overall, the industry’s top five measurements of success are NRR, gross revenue retention (GRR), churn rate, logo retention rate and expansion revenue—while “softer” metrics like NPS appear only further down the list. Why NRR (net revenue retention) is the SaaS metric to rule them all. However, 76.5% of companies.
” In our case, a resounding “yes” required seeing a positive impact on customer expansion and one big enough to justify the fully-loaded cost for the additional headcount. Early on, we hypothesized relationship managers would primarily use email to drive customer retention and expansion.
Many of them said headcount management and spend were common levers they pulled, given the immediate and significant impact they have on spend. Companies are giving price breaks this year to reduce churn and increase retention, with the caveat that it might go up next year. What are companies doing today to scale efficiently?
We organize all of the trending information in your field so you don't have to. Join 80,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content