Post by account_disabled on Jan 3, 2024 6:38:02 GMT
Who don't know, since 2015, Rock already organized its marketing and sales teams into 4 main segments: Small Business: Clients of up to 50 employees Mid Market: Clients of 50-200 employees; Company: Clients with more than 200 employees ; Partner: Resales, agencies and digital marketing consultancies. However, until then, only customer acquisition was segmented. The Customer Success, Support and Operations parts were not. We began to segment the company and treat each part as a separate business unit and with its own acquisition cost, lifetime value, churn and NPS indicators. In addition to segmenting, we also focus a lot on setting up an efficient personalized professional recruiting and training machine.
Before we did not yet have scalable training for the teams, but in a short time Special Data things were getting right. Improving acquisition and retention at the same time If altering one of the vectors was already difficult, can you imagine how complicated it was for us to attack churn and accelerate acquisition at the same time? To achieve this, we had to take several combined actions. It gave a lot, a lot of work! Some of the main changes we implemented were: Train new managers for teams that they did not yet have; Train our first Sales Trainer; Finding an optimal HR manager (the arrival of Flávia to take care of our HR was also another important point); Project all training for all company teams.
At the end of the second quarter, we already had a segmentation prototype running throughout the entire company and some growth hypotheses. We moved teams around a lot and made some small progress. The full migration for the new model only happened at the end of Q3. A few of us, with greater segmentation and specialization, managed to have clear and predictable income and retention goals by segment. From the second semester onwards, it seemed like magic was happening and things were still moving forward according to plan. On the acquisition side, the sales team was still hitting its targets and producing consistently.
Before we did not yet have scalable training for the teams, but in a short time Special Data things were getting right. Improving acquisition and retention at the same time If altering one of the vectors was already difficult, can you imagine how complicated it was for us to attack churn and accelerate acquisition at the same time? To achieve this, we had to take several combined actions. It gave a lot, a lot of work! Some of the main changes we implemented were: Train new managers for teams that they did not yet have; Train our first Sales Trainer; Finding an optimal HR manager (the arrival of Flávia to take care of our HR was also another important point); Project all training for all company teams.
At the end of the second quarter, we already had a segmentation prototype running throughout the entire company and some growth hypotheses. We moved teams around a lot and made some small progress. The full migration for the new model only happened at the end of Q3. A few of us, with greater segmentation and specialization, managed to have clear and predictable income and retention goals by segment. From the second semester onwards, it seemed like magic was happening and things were still moving forward according to plan. On the acquisition side, the sales team was still hitting its targets and producing consistently.