Justin and I, plus some fantastic contributors, blog on SaaS topics every week over at SaaSX.com. Here are some of the highlights from last month.
In this article, Justin cautions against relying too much on short-term motivational tactics like the “whatever it takes” or “just make it happen” approach. He explains why these tactics are sometimes necessary, but explains the consequences and shares some tips on how to properly manage the risks.
As long as you can keep short-term tactics from causing you long-term pain, use “whatever it takes” to make your point. But the moment the organization crosses that line from order to chaos, it also crosses from short-term value-building to long-term value-crushing.”
I wrote this as a follow-up to last month’s post about the importance of having a proper SaaS renewal process. What’s more important than customer retention and renewal to a SaaS company? Absolutely nothing. It’s common for SaaS renewal processes to start 90 days before the date of renewal, but a proactive SaaS renewal process really starts the day the customer signs up.
Because recurring revenue businesses are based on getting the revenue to renew, it’s important to think about renewal as something that starts in the beginning and never ends. You are renewing a customer every day, by getting them engaged, teaching them, helping them, motivating them. It can’t be left to a few months before the subscription term ends.”
One of our regular contributors, Emily Alford, wrote a great piece on re-thinking your revenue recognition system and updating your approach. As the ways in which we do business change and evolve, the tools we use for SaaS revenue recognition should change as well. Are the tools you’re using leading you into a revenue recognition nightmare? If you’re not sure, this article is for you.
Finding and integrating the right revenue recognition system can be complex, and often frustrating, but it’s not something a SaaS can afford to get wrong. Investing
in accurate, integrated solutions is a must for avoiding a revenue recognition wreck.”
This article is for anyone in startup land who may be struggling with the head-scratching, confounding exercise that determining a quota and compensation plan can sometimes be. Most of you are familiar with the story of how I became a sales leader, and over the last year, I’ve shared many stories of the struggles I had with setting quota in the early years. This article will help you sidestep those hurdles, and not blow setting quota for your sales team.
Sales teams like to win, and then beat that win the next time around. Your annual quota should set them up to win. Winning begets more winning.”
Yes, you read that right. And no, it’s not a real word. Justin’s last article of November covers the subject of undue complication and unnecessary complexity (
Most complexity is unnecessary. And undue complication makes things harder and slower. Since slower often translates into less agility, less growth, and less efficiency —
complexicationwas and is my sworn enemy.”
That’s a wrap, until next month!