ability to renew, and
Posted: Mon Dec 23, 2024 4:38 am
I was afraid of the conflicts that rejection might cause (I hate mutual accusations and powerlessness in conflicts). As time went on, I found several problems: Our demand iteration speed can only reach the speed of new demand (or even lower). Even if we have a long period of "weekly" (that is, every day, every Sunday); The big projects and big needs we focus on only solve the customer needs. The input-output ratio is unreasonable. For example, we spent 1 month to complete some new sales commitments, but these needs did not bring the expected benefits after going online (such as more customers using or higher renewal rates), but may bring some negative effects (such as customer complaints caused by changes in interaction design or logic).
You must seek a fundamental solution and cannot rely korean phone numbers on or related partners; whether you are a "good guy" or a "bad guy" does not affect the outcome of the matter except for your own internal friction. Therefore, seeking ways to reduce internal friction is the core of solving the problem rather than changing your own personality. These insights helped me re-examine the way and method of work and prompted me to find a more reasonable and efficient demand management strategy to ensure that the team can maintain a healthy work rhythm while meeting customer needs. 3.
Systematic solutions: a strategic perspective beyond individual roles An enterprise is a complex system. It and the customer groups it serves together constitute a larger ecosystem.Therefore, the solution to the problem should be built around the entire system rather than relying solely on individual roles in the system. For example, having a product manager with a "pleaser" personality constantly satisfy sales, customer success, implementation teams or customers through launch requirements will have limited effect. Similarly, requiring the sales team not to promise requirements when signing new contracts or for the customer success team not to use personal relationships to drive demand scheduling are not long-term solutions.
You must seek a fundamental solution and cannot rely korean phone numbers on or related partners; whether you are a "good guy" or a "bad guy" does not affect the outcome of the matter except for your own internal friction. Therefore, seeking ways to reduce internal friction is the core of solving the problem rather than changing your own personality. These insights helped me re-examine the way and method of work and prompted me to find a more reasonable and efficient demand management strategy to ensure that the team can maintain a healthy work rhythm while meeting customer needs. 3.
Systematic solutions: a strategic perspective beyond individual roles An enterprise is a complex system. It and the customer groups it serves together constitute a larger ecosystem.Therefore, the solution to the problem should be built around the entire system rather than relying solely on individual roles in the system. For example, having a product manager with a "pleaser" personality constantly satisfy sales, customer success, implementation teams or customers through launch requirements will have limited effect. Similarly, requiring the sales team not to promise requirements when signing new contracts or for the customer success team not to use personal relationships to drive demand scheduling are not long-term solutions.