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Industry leaders, Zuora and Totango, present which metrics truly give an accurate picture of the health of your subscription business. Which metrics should you calculate and optimize on - ARR, GEI, CRC or other ratios? Chief Financial Officer, Tyler Sloat from Zuora shares 3 metrics they measure for their company and track against other best-in-class subscription companies. Chief Marketing Officer, Kaiser Mulla-Feroze from Totango, also presents a couple key metrics he finds missing from the boardroom discussions. Visit totango.com to view the entire webinar and hear their insightful commentary that accompanies these slides and Q&A.
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Understanding the Financial Health of your Subscription Business
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Milhões de criaturas estão à beira de um colapso nervoso, sufocadas de angústia, de desespero.Diante desse quadro, nós podemos ser um “recanto de luz”, convidando essas criaturas de Deus à um suave reconforto.
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Industry leaders, Zuora and Totango, present which metrics truly give an accurate picture of the health of your subscription business. Which metrics should you calculate and optimize on - ARR, GEI, CRC or other ratios? Chief Financial Officer, Tyler Sloat from Zuora shares 3 metrics they measure for their company and track against other best-in-class subscription companies. Chief Marketing Officer, Kaiser Mulla-Feroze from Totango, also presents a couple key metrics he finds missing from the boardroom discussions. Visit totango.com to view the entire webinar and hear their insightful commentary that accompanies these slides and Q&A.
Understanding the Financial Health of your Subscription Business
Understanding the Financial Health of your Subscription Business
Totango
Milhões de criaturas estão à beira de um colapso nervoso, sufocadas de angústia, de desespero.Diante desse quadro, nós podemos ser um “recanto de luz”, convidando essas criaturas de Deus à um suave reconforto.
Recanto da luz
Recanto da luz
Val Ruas
itw_0710K
itw_0710K
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Este guião de entrevstas foi apresentado como parte dos requisitos da discilina de Metodologia de Investigação em Educação do MCEM da Universidade Aberta de Portugal pelo grupo Alémar.
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IT can help pave the way for a Customer Service transformation. Your Challenge Customer expectations regarding service are rapidly evolving. As your current IT systems may be viewed as ineffective at delivering upon these expectations, a transformation is called for. It is unclear whether IT has the system architecture/infrastructure to support modern Customer Service channels and technologies. The relationship between Customer Service and IT is strained. Strategic system-related decisions are being made without the inclusions of IT, and IT is only engaged post-purchase to address integration or issues as they arise. Scope: An ABPM-centric approach is taken to model the desired future state, and retrospectively look into the current state to derive gaps and sequential requirements. The requirements are bundled into logical IT initiatives to be plotted on a roadmap and strategy document. Challenge: The extent to which business processes can be mapped down to task-based Level 5 can be challenging depending on the maturity of the organization. Pain/Risk: The health of the relationship between IT and Customer Service may determine project viability. Poor collaboration and execution may strain the relationship further. Our Advice Critical Insight When transformation is called for, start with future state visioning. Current state analysis can impede your ability to see future needs and possibilities. Solve your own problems by enhancing core or “traditional” Customer Service functionality first, and then move on to more ambitious business enabling functionality. The more rapidly businesses can launch applications in today’s market, the better positioned they are to improve customer experience and reap the associated benefits. Ensure that technology is implemented with a solid strategy to support the initiative. Impact and Result The right technology is established to support current and future Customer Service needs. Streamlined and optimized Customer Service processes that drive efficiency and improve Customer Service quality are established. The IT and Customer Service functions are both transformed from a cost center into a competitive advantage.
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IT can help pave the way for a Customer Service transformation. Your Challenge Customer expectations regarding service are rapidly evolving. As your current IT systems may be viewed as ineffective at delivering upon these expectations, a transformation is called for. It is unclear whether IT has the system architecture/infrastructure to support modern Customer Service channels and technologies. The relationship between Customer Service and IT is strained. Strategic system-related decisions are being made without the inclusions of IT, and IT is only engaged post-purchase to address integration or issues as they arise. Scope: An ABPM-centric approach is taken to model the desired future state, and retrospectively look into the current state to derive gaps and sequential requirements. The requirements are bundled into logical IT initiatives to be plotted on a roadmap and strategy document. Challenge: The extent to which business processes can be mapped down to task-based Level 5 can be challenging depending on the maturity of the organization. Pain/Risk: The health of the relationship between IT and Customer Service may determine project viability. Poor collaboration and execution may strain the relationship further. Our Advice Critical Insight When transformation is called for, start with future state visioning. Current state analysis can impede your ability to see future needs and possibilities. Solve your own problems by enhancing core or “traditional” Customer Service functionality first, and then move on to more ambitious business enabling functionality. The more rapidly businesses can launch applications in today’s market, the better positioned they are to improve customer experience and reap the associated benefits. Ensure that technology is implemented with a solid strategy to support the initiative. Impact and Result The right technology is established to support current and future Customer Service needs. Streamlined and optimized Customer Service processes that drive efficiency and improve Customer Service quality are established. The IT and Customer Service functions are both transformed from a cost center into a competitive advantage.
Develop an IT Strategy to Support Customer Service
Develop an IT Strategy to Support Customer Service
Info-Tech Research Group
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How to transform your channel sales operations to make them more effective & future-proof.
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Qollabi
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Pitch Deck A pitch deck’s goal is to make an investor excited in you and your business. To do this you need to tell a compelling story in about 20-30 minutes. Here is a good starting point for your pitch deck storyline Fill in the details with your answers to the last section and talk the story out loud. You should iterate on the order and the content to get it flowing right. As a general rule, put your companies strengths higher up the order. OPENING SLIDE BUSINESS DESCRIPTION PROBLEM SOLUTION MARKET SIZE COMPETITIVE LANDSCAPE AND DIFFERENTIATION SUSTAINABLE COMPETITIVE ADVANTAGE TRACTION / STAGE OF DEVELOPMENT BUSINESS MODEL AND MONETIZATION MILESTONES AND INVESTMENT PROPOSITION TEAM CONCLUSION
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SaaS (Software as a Service) has singlehandedly emerged as the single largest disruption in business model in the last decade. SaaS companies suddenly made available enterprise quality technology to people (and businesses) across the world. SaaS public companies made ~$70Bn (at a ~70% gross profit) while adding ~$700Bn in MCap on the Nasdaq. But there is one thing that sets SaaS apart. A 70% gross profit means that the every $1 of revenue can add $0.70 to your profits & $9.5 to your enterprise value. Which makes for – Pricing, the single largest needle spinner (after the product and service, of course) in a SaaS companies life. Looking for that one small thing that makes a big change? Start here. Disclaimer: Please note that these are our views are based on our experience in being advisors and working hands-on with various organizations. They are for the limited purpose of educating the leaders of a company. The rationale and the procedure to be followed can vary significantly based on the context, stage, exact nature & size of the business.
[DIY] How to price your SaaS product
[DIY] How to price your SaaS product
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framework fo revaluating enterprises oftware companies-190826155044.pdf
frameworkforevaluatingenterprisesoftwarecompanies-190826155044.pdf
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ssusere3ca261
How to get your price increase communicated, executed, and still keep your customers. A guide for sales executives and their managers or any business owner who needed to pass along a price increase and was scared to do it! Managing the process of implementing a periodic price (or costs) increase can be harrowing, but it should be a normal part business life. All too often though, we see increases deployed with mixed results. The good news is there are steps you can take to ensure your price increase “sticks” and so do your customers. During the series, we will answer some of the most common questions on the topic. We will share our experiences and suggest some smart moves to make, while warning you about a few dumb ones to avoid. Enjoy!
When you need to execute a price increase (and make it stick!)
When you need to execute a price increase (and make it stick!)
MarketCrest
Download the business model template at https://www.stratechi.com/business-model-template/ . Developed by a former McKinsey consultant, the business model strategy template is useful to develop your winning business model. Leveraging Stratechi's business model framework the template goes over mission, markets, customer segments, target geographies, value proposition, products, services, pricing, go-to-market, marketing, sales, distribution, core competencies, values, and organizational strategies.
Business Model Strategy Template
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Stratechi.com
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When you need to execute a price increase (and make it stick!)
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Business Model Strategy Template
Business Model Strategy Template
Strategic Plan & Business Models - Value Proposition
Strategic Plan & Business Models - Value Proposition
2011 autumn e business models 2
2011 autumn e business models 2
Business Plan Template
Business Plan Template
Presentation for the Demo
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