Last night Salesforce held a global online event where they introduced Salesforce Lightening Experience, a major redesign of the user interface on Salesforce that will be available for Sales Cloud in Fall 2015. I attended a “viewing party” with the Kitchener User Group – 1 of the 100+ such groups around the world that broadcast […]
I would expect that for most subscription type services there can be a reverse bell curve to lifetime. With a blip of churn occurring early. Then customers that stay a subscription cycle or two will end up staying for some time. This is real churn, or at least the churn that is most worrisome, because it is often customers that leave before you recover the cost of acquiring them in the first place.
While in general I believe this to be true, I see it as more of a shift in paradigm in how companies engage with their customers and scale their business. I believe its occurring because customer requirements for engagement are changing. I also think that the blurring occurs differently in the various layers of the engagement, such as marketing, sales, procurement and customer service. Rather than a blending of styles, I believe that the traditional forms of business are learning from each other. I will expand on these ideas in future related posts.
It’s now 5 years since the implosion of the banking industry, fed partly by the short-sighted focus on near term profits and executive bonuses. With this lesson now imprinted in our memory, does it lead us to question if short term shareholder expectations have an impact on a large company’s ability to be innovative and pivot when the market goes off in another direction?