Here’s the scenario – a major client just booked a profitable project with your company. You’re super excited to get started, and your teams are working hard to complete it on time. Unfortunately, midway through, you realize that you’re burning through staff-hours and not getting the results that your client wanted through the applied project management. Once the project is over, you look back and see what went wrong. However, before you have a chance to make changes, a new client signs up, and the cycle starts again.
Does this sound familiar? If you’re like most SaaS customer service companies, it should. All too often, businesses take a catch-up approach to project management and analysis. Rather than planning ahead and anticipating needs, these companies perform autopsies after the fact. Unfortunately, this method can lead to high customer churn rates.
Instead, it’s better to look forward, not backward. Instead of looking at the rearview mirror, start looking through the windshield. To help us understand the value of this approach, we’re talking with Mark Robinson, CEO of Kimble Applications. Kimble helps SaaS companies create automated processes to streamline operations and deliver better results. Here are some pointers.
Processes Dictate Systems, Not Vice Versa
Because SaaS companies are all about technology, it’s tempting to want to use the latest and greatest programs and tools. However, while they may seem appealing at first, are they really solving a problem or a need? If not, then what’s the point?
Part of Mark’s work at Kimble is helping companies understand the movements behind each system. Yes, you have a high-tech CRM, but what good is it if the sales team doesn’t use it efficiently? So, rather than throwing technology at the problem, you have to take a process-focused approach first. Once you understand the steps each team member should be taking, you can find the right tools and project management to accommodate them.
Change Management Happens at the Top
Another reason so many SaaS companies experience high customer churn rates is that, even when adjustments are implemented, they don’t take hold for very long. This is because the people who champion these changes aren’t the ones influencing everyone else.
So, if you want your company to adopt better processes and streamlined operations, the management team has to be the first to onboard and activate. From there, it’s much easier to keep everyone else on track and avoid falling back into old habits.
Analysis and Adaptation Don’t Stop After Launch
Finally, too many SaaS companies view the going live date as the endpoint of a project management. However, that’s only one component of a much larger picture. If your churn rate is high after six months or a year, that’s an indication of low activation and something is wrong on the project management. Yes, you onboarded your clients and helped them master the software, but they’re still not achieving their goals.
One of the issues here is measuring the wrong metrics. Rather than focusing on user interactions, you want to get to the core of your delivery. For example, if your software is meant to save time on invoicing, how is that coming along? How many hours were your clients spending before compared to now? If the difference is negligible, you’ll need to adjust accordingly.
Overall, you should view each project management as an ongoing part of your business. By doing so, you can improve your customer service experience and reduce churn. If you want to find out more about these elements, check out the latest episode of the SaaS CX Show here. You can also learn more about Kimble Applications at www.kimbleapps.com.