Any sophisticated product manager will tell you their product is only a success when their customers succeed by using it. Rightfully, they feel frustrated by lackluster adoption or usage of the amazing product they delivered to market. In many companies, such failures are pinned on a certain group or even

As we have seen, digital transformation makes it possible for companies to reimagine customer experience. Many industries have been disrupted by a new wave of companies that redesigned customer experience through the whole value delivery chain. Think of Uber and Airbnb as perfect examples of consumer companies that completely redesigned

Nurture and Personalize Based on Product Usage SaaS companies must commit to boosting their customer experience to survive. A personalized customer experience is difficult to achieve for multiple reasons. Companies must change how they think about customer experience, then redesign their organizations, policies, GTM strategies, and customer acquisition processes. Furthermore,

In the beginning of the software revolution, and the early days of SaaS, the software development models resembled processes of the past century. These processes were based on concrete and easily understood requirements and assembly lines, as in the automobile industry. Agile methodologies in the early 2000s changed how companies

Value (Golden) Features and Value GapThe customer lifecycle encompasses a complete company-customer relationship, from start to finish. In a sense, the customer lifecycle is like your complete life history, and includes birthplace, family history, childhood events, high school years, college, early career, starting a family, birth of children, retirement, and

As we touched upon earlier in the book, the customer acquisition process in the on-premise and early SaaS eras was predominately sales-driven. Sales teams were primarily responsible for driving revenue. As information about products became more available, companies started bringing marketing closer to sales in order to close the gap

Becoming a customer experience company is a challenging and continuous goal. You can — and should — always improve the customer experience; it’s not something you can achieve and put aside. Customer expectations change constantly, and switching cost are low, even in the enterprise markets. That brings us to the core

Changing customer expectations, along with consumerization of the business buying experience, are ushering in a new customer experience era in SaaS (enterprise software). In Part II, we outlined primary factors that impact how companies can fulfill customer expectations by creating personalized customer experiences. This evolution changes how companies organize and

Now let’s explore how a product-led GTM strategy affects the four major phases of the customer lifecycle: acquisition, adoption, retention, and expansion. First, we will explore the initial phases (acquisition and adoption), and then we will dive into the follow-on phases (retention and expansion). 9.1 The Four Steps

A product-led GTM strategy is all about optimizing the customer acquisition process through personalized customer experiences and engagements. Designing those personalized customer experiences the right way is key to scaling and making the customer acquisition process more repeatable. You can achieve this goal by combining customer segmentation, customer journeys, and

> Peter Drucker, one of the most famous management consultants of the last century, once said: “You can’t manage what you can’t measure.” There is plenty of material available on SaaS metrics; we will reference a few valuable resources in this section. However, it’s important to keep in

A product-led GTM strategy provides a new framework for how leading SaaS organizations think about taking products to market and acquiring, retaining, and growing customers in a repeatable, scalable way. Top management must get behind this approach to ensure the whole organization is supporting personalized customer experiences. We’ve discussed