In the past two years of work, I have solved nearly 100 needs, but the number of needs to be solved has increased to 100. We receive more than 100 new needs every week. What is even more surprising is that at least 100% of these needs are reasonable. The dispersion of needs is very serious and presents a long tail state. This means that there are few needs that exceed 100 customers, some needs that are needed by 100 customers, fewer needs that are needed by 100 customers, and the most needs that are only needed by 100 customers.
2. The fundamental of the "good guy" type of exhaustionthe stability, security korean phone number and continuous free iteration of the system are the basis for ensuring renewal. Therefore, we go all out to accept and realize customer needs. In order to sign a contract with a customer, if there is a demand that is not met, the sales team will often write these demands into the contract and promise the customer to solve it before a certain point in time, which forms a reverse-schedule project. In order to shorten the implementation cycle and ensure that the customer can run the system smoothly, the implementation team will try its best to solve any obstructive problems.
This usually also means that the system needs to be upgraded and iterated, thus becoming a reverse-schedule project. In order to increase the renewal rate, the customer success team will adopt the strategy of "exchanging demand for renewal" during the renewal period, that is, promising to solve the customer's needs at a certain point in time, which also leads to reverse-schedule projects. In order to "please" customers and internal teams (including sales, implementation and customer success), I went all out to iterate on requirements. I was unwilling to reject anyone because I was afraid that saying "no" would make them disappointed or angry.