There’s a lot to talk about in customer success about churn, and about upsells. Together, they are one of the most critical topics in recurring revenue business models.To all that, I wanted to add one very tactical insight: of the 1000s of customers we closed when I was running EchoSign … while we lost a few over time for many reasons, indeed we lost some great customers … we never lost a single one I actually visited. At least not on my watch. Not one.Why is that? Is it my scintilating conversation? My electric personality? No, and no.
via I Never Lost a Customer I Actually Visited | saastr.
As content marketing gets more popular, people are coming up with their own notions of what everyone should be doing.A lot of these notions are myths, and if you keep following them, you will hurt your traffic.What are the 7 myths you should be avoiding? In this post, not only will I break each one down, but I’ll also tell you what you should be doing instead.
via 7 Popular Content Marketing Myths You Need to Stop Following.
One of the biggest issue email marketers have is simply making the email subscriber feel connected. So I will show how 6 little things could eventually hurt the efforts of everyone with a list.Writing from an email reader’s view, you are sure to get a laugh from this article.If you’re looking to destroy your email list within 30 days, than this article is just for you. If you want to prevent that from happening, than this article is for you too!So let’s learn the 6 Ways To Destroy Your Email List, written from an email subscribers point of view.
via 6 Ways To Destroy Your Email List.
SEO has changed over the years, and what worked once doesn’t necessarily work now. Some of the old tactics you are using not only will keep your traffic stagnant, but they may actually cause your traffic to drop.What should you do?You should stop using the tactics I discuss below and start using the new solutions I’ve outlined for you:
via 7 Obsolete SEO Tactics You’re Wasting Your Time On.
A little while back, I did what turned out to be a very popular piece: If You Do Sell [Your Company] — Do it a Local Maximum.A wise friend of mine commented on it afterwards. “You’re absolutely right. Selling your company at a non-local maximum is incredibly frustrating. But you know what’s 100x worse? Decelerating. Once a SaaS business decelerates, it becomes almost hopeless. No one will buy you, fund you, or join you.”He certainly had a point. The good thing about SaaS is the revenue recurs. The bad news, is it always has to be recurring by a materially higher absolute amount each quarter, each year. You can’t go from $4m ARR one year to just $5m ARR next. You can’t go from $15m ARR one year and then $20m the next. If this is the best you can do … then you’re on a slow and painful march to irrelevance and atrophy.But …
via What to Do If Your Business Decelerates | saastr.
Traditionally, “Time on Page” has been the most common metric used to measure engagement with the content of a page. But Time on Page tells you one thing and one thing only – how long a visitor had a web page open for.The trouble is, most users will often open a new tab, read for a short time, then minimize their browser or even go off and do something else while keeping the browser open.All of this is normal browsing behavior, but it gives rise to one major point: “Time on Page” tells us nearly nothing about how and how long visitors actually interact with your online content!Instead, “Engagement Time” is the metric that we should all be talking and using.Engagement Time is also a metric that’s unique to ClickTale and shows literally the time visitors were actively engaged with your site, like reading your content, looking at your pictures, watching your videos and browsing your products.
via Time on Page vs Visitor Engagement Time |.
This may be the most popular AVC post of all time based on the amount of traffic it gets month after month after month. I think I may rewrite it at some point because while I still believe the basic ideas here are correct, some of the math has changed due to market pressures and it deserves a rewrite. With that caveat, here it is.——————————————–The most common comment in the long and complicated MBA Mondays series on Employee Equity is the question of how much equity should you grant when you make a hire. I am going to try to address that question in this post.First, a caveat. For your first key hires, three, five, maybe as much as ten, you will probably not be able to use any kind of formula. Getting someone to join your dream before it is much of anything is an art not a science. And the amount of equity you need to grant to accomplish these hires is also an art and most certainly not a science. However, a rule of thumb for those first few hires is that you will be granting them in terms of points of equity ie 1%, 2%, 5%, 10%. To be clear, these are hires we are talking about, not co-founders. Co-founders are an entirely different discussion and I am not talking about them in this post.Once you have assembled a core team that is operating the business, you need to move from art to science in terms of granting employee equity. And most importantly you need to move away from points of equity to the dollar value of equity. Giving out equity in terms of points is very expensive and you need to move away from it as soon as it is reasonable to do so.We have developed a formula that we like to use for this purpose. I got this formula from a big compensation consulting firm. We hired them to advise a company I was on the board of that was going public a long time ago. I’ve modified it in a few places to simplify it. But it is based on a common practive in compensation consulting. And it is based on the dollar value of equity.
via Reblog: Employee Equity: How Much – AVC.