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The 4 Teams Within Customer Success Organizations. At Gainsight’s Pulse Conference on Customer Success, Mike McKee of Rapid7 spoke about the structure of his customer success team.

The 4 Teams Within Customer Success Organizations

He projected a slide, which I’ve copied in the image above, that depicts the way Rapid7 sells a contract, deploys its software, engenders adoption and expands accounts. It’s the best visualization I’ve seen to describe the sales and customer success process and the inter-team collaboration required to be successful. The four parts of his customer success team are: Sales Engineers/PreSales participate in the sales process with account executives to close the sale.Professional Services provides customers software customization and training.Customer Success Managers nurtures and expands the accounts.The Learning Team provides customers ongoing help with best practices, knowledge bases, webinars to maximize product use and drive retention. Here’s how the process works.

In this chart above, the people in the customer success organization are in blue. B2B Lead Generation and Risk Management. Venturefest Oxford 2015 Tickets, Oxford. Invalid quantity.

Venturefest Oxford 2015 Tickets, Oxford

Please enter a quantity of 1 or more. The quantity you chose exceeds the quantity available. Please enter your name. Please enter an email address. Please enter a valid email address. Please enter your message or comments. Please enter the code as shown on the image. Please select the date you would like to attend. Please enter a valid email address in the To: field. Please enter a subject for your message. Please enter a message. Welcome to Ryanair! Investor Relations Contact Details Name: : Justin McAleese Title: Head of Investor Relations Address: Ryanair Ltd., Corporate Head Office, Airside Business Park, Swords, Co.

Welcome to Ryanair!

Dublin Republic of Ireland To register all you have to do is click here, insert the details below into the body of your mail and send. Please include: Your NameJob TitleInstitutionInstitution TypeAddressContact Details To help us send you relevant information please be specific as possible. To de-register from the mailing list Click Here. Analysts Here you'll find contact details for a sample of analysts who actively publish research on the key drivers and metrics behind Ryanair's success: *Corporate brokers to Ryanair Holdings plc Ryanair Holdings plc is followed by the analysts at the brokerage firms listed above. Sales CRM & Pipeline Management Software - Pipedrive. Sales CRM & Pipeline Management Software - Pipedrive.

Promote your Startup. Upload Campaign: Secrets to Become a Social Media Master. With just about everyone on social media today, how do you stand out from the rest?

Upload Campaign: Secrets to Become a Social Media Master

What’s the best way to gain followers, start a conversation, and streamline it all, whether you’re representing a company or your own personal brand? This month’s upload campaign Social Media Secrets addresses just that: We want to know your tips and tricks for making a splash on Facebook, LinkedIn, Twitter and other social media platforms. (Also check out our other upload campaign this month, All Things Steve Jobs). Below are secrets from social media stars Gary Vaynerchuk, Guy Kawasaki & Peg Fitzpatrick, Hubspot and Simplify360 to get you started. View all Social Media Secrets and share yours, too Secrets to Snapchat Snapchat has recently been adding features to transform itself into a social platform that goes beyond just disappearing photos.

Five Things I've Learned about Content Marketing Strategy. Paris, paradis des startups ? - Les enquêtes de demain. EE204 Business Management for Engineers and Computer Scientists. Product/Market Fit The only thing that matters is getting to product/market fit. by Marc Andreesen, June 25, 2007 This post is all about the only thing that matters for a new startup.

EE204 Business Management for Engineers and Computer Scientists

But first, some theory: If you look at a broad cross-section of startups -- say, 30 or 40 or more; enough to screen out the pure flukes and look for patterns -- two obvious facts will jump out at you. First obvious fact: there is an incredibly wide divergence of success -- some of those startups are insanely successful, some highly successful, many somewhat successful, and quite a few of course outright fail. Second obvious fact: there is an incredibly wide divergence of caliber and quality for the three core elements of each startup -- team, product, and market.

At any given startup, the team will range from outstanding to remarkably flawed; the product will range from a masterpiece of engineering to barely functional; and the market will range from booming to comatose. Let's start by defining terms. EE204 Business Management for Engineers and Computer Scientists.