Cust Engagement

Post Covid, 6 Ways TechCEOs Can Jumpstart Customer Engagement

COVID-19 has been one of the biggest global challenges of our generation. Customer behaviour is changing at a staggering pace, and digital adoption has become necessary for survival. When the pandemic eventually recedes, your customers will have to continue to adapt and accommodate new business models, attitudes and behaviours in engaging markets. Leaders must take immediate action to meet customer expectations in the post-crisis era.


As a TechCEO, You have a unique opportunity in engaging differently with your customers and help them navigate this crisis.


Last month we covered how TechCEOs can respond to the Covid-19 event and take control of your business in H2 2020. Now, let’s explore how TechCEOs can engage their customers differently and deepen their relationship.


Let’s be clear. By now customers have accepted the fact they are bang in the center of a prolonged recession, at the same time they are seeking a level of certainty which allows them to move forward with caution and renewed hope.


Most important thing they want from any vendor is to assist them in establishing a sense of clarity. As a TechCEO, if your selling team has reach across a broad swath of customers, industry verticals, and geographies you can help your customers by providing evidence-based perspectives. There is a clear opportunity for vendors to make sense of rapidly shifting conditions and bring clarity to their customers.


As a TechCEO, you can offer your customers some of these information:

  • Assess impact on customer businesses and potential areas to offer support.
  • Create near-term commercial messages that help customers more effectively manage their business through the pandemic and aftermath.
  • In lieu of data-backed perspective, engage customers with a hypothesis-led approach. 
  • Position and arm sellers as “Sense Makers,” helping customers understand rapidly shifting dynamics.


Let’s elaborate.


Customer Engagement Strategies

1. Help re-visit the long-term plan or strategy. 

“How is your long-term strategy changing or evolving given current conditions?

Have you had discussions with your customers to understand the impact of this recession on their business strategy? As frightening as the current crisis may appear, if you can help your customers respond better to it will decide how well their organisations will thrive once the economy starts recovering. You will deepen your relationship with clients if If you can give them ideas whereby they can utilise the slowdown to step back and take some strategic measures that will pay off in the long term.


2. Explore hypothesis on coming changes to customer or market behaviour. 

“Here’s what we’re seeing and what we think it means. What do you think? Would you agree?”

To some extent if you can put yourself in your customer’s shoes and help them analyse their current situation, outlook, the forces shaping the next normal, and the new organisational structures that can help them keep pace with the changes – it will be really welcome. Instead of pushing your products and solutions, if your selling team can spend some time in engaging and visualising the changes in your customer business and test some hypothesis, it will go a long way in developing an empathetic relationship with client stake holders.


You could launch a survey, consolidate reports and gather vital data points and assemble it meaningful ways to make an impact to your customer assessment journey. 


3. Explore likely impact to business processes (e.g. workflow, supply chain). 

“Which processes will likely change as a result of COVID-19, and which won’t? Here’s what we’re seeing.”

One silver lining with Covid situation is that it has shown businesses how to manage better and achieve greater speed, quality, and cost control. Gone are the days of waiting around for best practices to emerge. CEOs recognise the need to shift from adrenaline-based speed during COVID-19 to speed by design for the long run. The winners are experimenting now, and boldly. 


You could explore with your customers as to which key processes are in for a major revamp. For example, redeploying talent, improving productivity in specific areas, developing new products quickly, shifting and adjusting operations can be explored in detail to adapt to current situational needs. You could be of help to your customers in some way.


4. Address previously agreed-upon strategic initiatives. 

“Which strategic initiatives will you likely have to revisit or re-prioritise as a result of these changes?”


Post pandemic, most organisations are being forced to address these 3 important questions: Who are we? How do we operate? How will we grow? Most customers are focussed on helping stabilise the company in the near term, creating the right conditions for growth as we emerge from the crisis, and building the resilience the company will need to get through the next several cycles. 


You could engage in conversations to discuss how strategic priorities are shifting with this sudden change in fortunes and how companies are responding to the situation. 



5. Help customers develop and prioritise actions for a range of upcoming scenarios. 

“Let’s lay out the range of actions you might take for each step of the following three phases, depending on how conditions develop: near term protection, mid-term recovery, long-term new normal”


For one of our clients we immediately engaged in a conversation that went like this:

Look after employees first, followed by customers and suppliers. It will pay off in the long run, as each group will certainly remember how you treated them during this difficult time. The profits and dividends will come later if you make the right decisions and moves now.

We helped them establish clarity in communicating short term execution of long term plans and not short term guidance. 

We discussed with their leadership team as to how as a company they can withstand the crisis, and how strong will it be in the long term, considering its competitive position, growth potential, and returns on capital? It help them a lot.


6. Create near-term commercial messages that help customers respond smarter. 

Your selling team should help develop points of view based on your customer/ prospect company’s perspective in markets served and relay this to customers. Helping your customer assess patterns in how they are inadvertently mismanaging their responses to the crisis and not pro-actively engaging their markets is a big help. Your team should let buyers know that commercial opportunities will exist where assumptions and rapid decision making are driving customers’ business responses.

If you can encourage your customers to respond as a relevant thought leader with a sharpened focus linking their value proposition with the most critical and timely concerns of their customers.



P.S.Whenever you’re ready… here are 3 ways I can help you grow your tech business:
1.   Grab a free copy of useful stuff that can help you grow your tech business. More in our blog.
  • 10 Steps TechCEOs Can Take Now to Bounce Back Click here.
  • Should Tech firms consider Re-Branding to Drive New DemandClick here
  • Do TechCEOs Get ROI from Marketing Click here
  • 3 Mistakes to Avoid In Your Tech Business To Grow Revenue Click here.
2.   Schedule a 15 Minute assessment call with us – Click here.
We have worked with a bunch of tech companies and have offered them systems, strategies and coaching to attract and convert clients. We help you install sales and marketing systems that automate stuff and help flood leads and drive higher revenues and margins. Talk to us.
3.    Join our TechCelerate Implementation Program and be a Case Study
I’m putting together a new coaching case study group at TechCelerate this month… stay tuned for details. If you’d like to work with us on your client-getting and scale plans… just reply to this message and put “Case Study” in the subject line.
Life is short. Take action now and grow. Best Wishes.
Communicate a message

Sales, Scale And Your Company Valuation

Sales and scale are important factors in determining a tech firm’s valuation. 


Though it’s difficult to get this right, it should definitely be on top of your agenda to increase valuation. Organic revenue growth can act as an indication of a well-conceived value proposition and effective go-to-market strategy. Scale, on the other hand, provides the tech firm with an increased ability to achieve a higher profit to revenue ratio.


The combination of sales and scale will equate to a higher EBITDA as a percentage of net revenue.


From a buyer’s perspective, a successful organic sales track-record creates a level of confidence that organic revenue growth will continue to increase. Scale provides the buyer with a platform which will allow them to realise synergies and efficiency. Combined, sales and scale play an integral part in driving the multiples a buyer is willing to pay. Moreover, sales and scale will help increase the base EBITDA to which the multiples are to be applied.



When forming a strategy on the most effective way to increase sales, buyers usually start reviewing the Tech firm’s value proposition. Aside from the value proposition, there are four key components to increasing sales within a Tech firm model; sales talent, go-to-market strategy, compensation and ongoing service.


1. Sales Talent

The first to check is right business development talent. The second step is continued development of sales talent. Business is in a constant state of flux. As such, the sales arm of a Tech firm should remain abreast to new developments that could impact the Tech firm and the industries in which they serve. Development of the sales team shouldn’t solely be the responsibility of the Tech firm.


You should get them trained and coached on a regular basis by experts who can inculcate both capabilities and skills. Sales enablement should be part of your development agenda.

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Market of One

Selling To Market of One

In any tech market these days, there’s really first place, second place, maybe third and then the rest.​

Who wants to be rest?

When you think about markets such as fast food, consumer, tech or business, what are the first names that come to your mind? McDonald, Uber, Apple, Microsoft? 

The seconds, thirds and the rest simply don’t exist.​​

​If you are the rest, it is so darn difficult to get attention, attract prospects and get them interested in what you do.​​​​​

Ideally, you want to create your own kingdom and own it. Don’t you?

The point is there are only one or two names that will leap to mind in any category.
They own the category.​​​

They are the category.

And that’s where you want to be with your business. But how can you get to be first?

The answer to being first is not to simply “become visible”. You want to be visible in a way that is trusted, sought after, highly paid, in demand and authoritative.

Your aim is to be visible with authority. So visibility isn’t enough.

But you have another, even bigger problem. The bitter truth is that most markets are really crowded. The leader in any category has often been established for years, if not decades and will be difficult to replace.

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Having Clarity

Why Having Clarity Helps Drive Revenue Growth?

Anthony’s (not the real name) Company is a provider of Consulting, Advisory and Managed Cloud (AWS and Azure) Services to large enterprises.


Windsor Tech (not real name) serves as a consultant, an implementor and service provider for enterprises client and how those customers migrate work load from on-prem infrastructure to AWS and Azure cloud. Anthony is uniquely qualified to demonstrate how to clients can transform their IT by creating clarity throughout the entire company by getting everyone laser focused on the real drivers of revenue growth.


Yet, Anthony is struggling to grow his tech business revenue beyond $3.7M. Though Anthony is early in the cloud life cycle he has to compete with big boys such as IBM, DXC, Accenture and many other mid tier players to win business.


Anthony is selling into South East Asia and is also dabbling into Middle East and US markets.


When we met Anthony, the first question we asked him was the following.

What is your revenue growth strategy? Is it market expansion, market exposure or gain marketshare?

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Customer Journey

Customer Buying Journey beats MarTech Anyday!

Between a customer first visiting your website or connecting with you in Linkedin and being closed is a journey filled with opportunities to differentiate a company from the competition.


Too often technoprenuers focus their initiatives, including digital marketing, on one thing: lead generation.


What they usually forget is that lead generation is usually the effect. An outcome. Whereas the cause is a unique (tailored) process that leads your prospects through a unique buying journey for which they are willing to listen, spend more time and even pay for your services as a customer!


“In a crowded and noisy market, if you treat your prospects well, lead them on a journey and give away your wisdom, and at the end you get paid for your commodity.”

One thing technoprenuers should understand and learn is about the value of a process as a means to avoid commoditisation. A unique process that is tailored to be in line with your customer buying journey is also a way to get paid sooner–you can demonstrate value from the very beginning.

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Setting Sales Goals

Setting Sales Goals, Ideals, And The Power Of Make-Believe

Success begins with setting goals. Without goals, your team lacks the key elements it needs to win — a direction to follow and the encouragement to stay motivated in Sales.

When it comes to goal setting in selling, there is a right way and a wrong way to do it.

Setting goals that are actually achievable and measurable is vital, not only to our success but to our confidence. And it all starts with what we base our goals on.

Moreover, goals lend clarity and purpose to your organization. They enable your team to track collective and individual performance. Goals also help assess the efficiency of tools and methods, and formulate strategies for improvement or growth.

Ideals guide us but aren’t achievable.

For many technoprenuers, coming up with big ideas is our bread and butter. In our imaginations, the sky’s the limit, and we can envision a future that might seem impossible in the present.

Having big dreams is part of what’s made you as successful as you are. While others might dismiss big dreams as “make-believe,” for you, it’s what keeps you fascinated and motivated and always growing. Having ideals helps you to envision your bigger future. But when you’re goal setting, it’s important to be able to distinguish make-believe from reality.

Our ideals are crucial. They help us look ahead and keep us inspired. Goal setting, however, requires that we extract achievable, measurable goals out of the abstract ideal. Ideals themselves are not achievable. But concrete goals are.

Measurement vs. make-believe.

The goals we set, based on our ideal vision of the breakthrough we want to achieve, must be measurable. They must be based on a specific number or specific event. An example of a measurable goal is “multiplying my revenue by 10x over the next five years” or “winning 15 new accounts by Q2.”

If your goal is too abstract (“improve my business,” “increase revenue”), it exists only in the realm of the ideal and will remain forever out of reach. When setting goals, remember—if it’s not measurable, it’s make-believe. Setting a non-specific goal means that you’ll never know for sure whether you’ve achieved it. If it’s too general, you’ll have no way of determining if you’re there yet or how far you have left to go.

Setting specific goals and executing detailed strategies for achieving them resulted to an average academic performance improvement of 30%.

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Revenue Strategy

How can technoprenuers connect revenue strategy to execution plan?

With a new year starting the timing is right to shift the focus to executing your revenue strategy with precision and achieving the planned outcomes. We have clearly see that technoprenuers who spend quality time in putting together a focussed revenue strategy and execution plan are far more successful that those that simply wing it.

It does not matter if you are a 20 person or 200 person tech shop. Having a plan and focussing your activities in the right direction will yield results.

Here is a sample revenue strategy and execution we put together for one of the mid sized tech firms that wanted to 2X revenue within next 12 months. We simply chopped off a geography and 2 products from the basket!


The tolerance for under performance is diminishing each year as technoprenuers understand that revenue growth (and sales) is a science not an art form and good planning and implementation methodologies do deliver results.

If you cannot plan and see how to make the money at the start of the year
the results are most unlikely to be there at the end of the year.

Technoprenuers spend considerable amount of time and effort in running their business but spend very little time in planning and translating that plan to quarterly action plans.

Often they find it cumbersome and tedious. Sometimes they simply do not know how to put this together and translate it into an execution plan.

For those who are struggling to put together a plan, here are some outline that can help you along the way.

In Agility Nexus revenue planning process, we focus on 4 areas – core strategy (where to focus to achieve our numbers), product/ solution portfolio, sales and marketing.

1) Core Strategy – In developing our core strategy we look at our desired revenue numbers, share holder expectations, how fast we want to achieve it and what resources we have to get there. We also look at markets, competition, product/solution lifecycles, our position and a future paced outlook to achieve our results.


2) Revenue Planning – We then move onto a detail plan that goes one step down into mix of segments, product/ solution portfolio, existing customers, new customer acquisition, products, territories and revenue opportunities.


3) Breaking down the revenue plan – this leads us to objectives of the revenue plan (includes both marketing and sales) and what are the requirements (and needs) to get them delivered. We use a 4 quarter, 90D sprint planning process to plan and execute the micro detail of what is required to be completed each day, week, month and quarter. The activities with the customers which steers the direction from where the sales revenue will be derived.


4) Sales Funnel and Process – We then develop (tweak) the sales process and funnel, by applying AICP framework (Attract, Interest, Convert and Propagate) that incorporates customer buying journey, acquisition channels, attraction and conversion tools that brings in paying customers. This also boils down to detailed weekly execution plan.


5) Weekly/Daily Progress Tracking – when you understand the activity requirement for the business, you can then monitor to ensure the activity, and the right activity is occurring. This is the engine behind any revenue results being achieved. We monitor the following key areas with well defined KPIs.

  • Demand Generation activities
  • Sales funnel activities,
  • Client conversations and conversions.


6) Monthly Review & Meetings – Technoprenuers should also review progress, on a monthly basis, with individual team members to the plan, realign them where necessary and remove barriers that will stop them achieving. You should keep the team focused on the right activities and allow them to demonstrate how they are managing prospects and customer base.


7) Quarterly Business Review – keeping the revenue plan active with a runway of one or two full quarters ahead, at any time of the year is a must. Ensuring the activities are feeding the short and medium term objectives of the company.


With the focus on performance, effectiveness and results maintained through quality dashboards, the team will understand how to manage and deliver the planned results. The most important contribution of all is frontline coaching and reinforcement of the activities that deliver success.

If you don’t have one, get started with your strategy and execution plans. It will clearly differentiate you from your competitors and focusses your efforts to achieve maximum results.


P.S. Whenever you’re ready… here are 3 ways I can help you grow your tech business :

1.   Grab a free copy of useful stuff that can help you grow your tech business. More in our blog.

4 Ways to Position Your Tech Business to Attract More Clients Click here.

3 Mistakes to Avoid In Your Tech Business To Grow Revenue Click here.

2.   Schedule a 15 Minute assessment call with us – Click here.

We have worked with a bunch of tech companies and have offered them systems, strategies and coaching to attract and convert clients. We help you install sales and marketing systems that automate stuff and help flood leads and drive higher revenues and margins. Talk to us.

3.    Join our Techcelerate Implementation Program and be a Case Study

I’m putting together a new coaching case study group at Techcelerate this month… stay tuned for details. If you’d like to work with us on your client-getting and scale plans… just reply to this message and put “Case Study” in the subject line.

Life is short. Take action now and grow. Best Wishes.

6 Steps Mid Size Tech Companies Can Take to 2X Revenues Within 12 Months

Over past 3 months, we studied 78 small and mid sized tech companies in South East Asia and and this is what we found out.


P.S. Whenever you’re ready… here are 3 ways I can help you grow your tech business :

1.   Grab a free copy of useful stuff that can help you grow your tech business. More in our blog.

4 Ways to Position Your Tech Business to Attract More Clients Click here.

3 Mistakes to Avoid In Your Tech Business To Grow Revenue Click here.

2.   Schedule a 15 Minute assessment call with us – Click here.

We have worked with a bunch of tech companies and have offered them systems, strategies and coaching to attract and convert clients. We help you install sales and marketing systems that automate stuff and help flood leads and drive higher revenues and margins. Talk to us.

3.    Join our Techcelerate Implementation Program and be a Case Study

I’m putting together a new coaching case study group at Techcelerate this month… stay tuned for details. If you’d like to work with us on your client-getting and scale plans… just reply to this message and put “Case Study” in the subject line.

Life is short. Take action now and grow. Best Wishes.


Why Build Authority Positioning in Your Niche?

Ok, you have built a kickass cloud management, optimization platform. Or you have just built an AI widget with APIs that can connect with gazillion apps.

Now, who knows you in the cloud or AI industry?

Have you established your presence at least in your target market?

If you are not systematically and methodically establishing yourself as an authority, at least in your target market, you are ignoring the true power behind the marketplace. This is the axiom behind authority marketing.

As a technopreneur, if your firm is not able to sharply differentiate itself from others around you, you are just another company in the mix.

But if you do, then you are on your way to becoming an authority in your niche or chosen field.

An authority has all the knowledge stored away. An authority who disperses his or her knowledge in a way that people rely on and seek is a celebrity.

Authority positioning affords your business to leverage its experience to gain an elevated expert status within the specialized confines of their industry. You become an educator and advocate for the success of those who rely on you;

then, your audience can find (and trust) you.


Fast-Tracking Your Authority

Strategies used to optimize your position as an expert celebrity include highlighting local (or regional) press, writing books and other authoritative and informative materials, and distributing your writing so that it becomes widely available.

You must provide your target audience with so much content and proof, showing that you understand and empathize with their needs, so that you are the only choice in their minds. This could be done by being interviewed on podcasts your target audience listens to, or even starting your own podcast so you can open huge doors of opportunity for your business by interviewing influencers in your industry.

For example, one of my clients, for whom I’ve helped position a youtube strategy, has told me that their youtube is now syndicated on different platforms, increasing its exposure. My client also uses the platform to approach prospects with the ask to interview them, opening the door for future conversations about my client’s expert services.


Think about this: If you were looking for a Digital firm to help your business get closer to cosmetics users who are predominantly teenage girls, how would you make your decision?

With the first Digital company, you meet them at your local tech group and think they pretty friendly, at least from what you can see in early morning networking meetings!

With the second Digital firm, you notice they were recently featured in your local chamber of commerce retail summit, wrote a popular ebook on how to structure user experience (UX) for omnichannel retail consumers and has a weekly podcast you listen to about recent developments in retail technology.

Who would you choose?

Both may do a fabulous job, but we are all so busy that we tend to make decisions based on who seems to be the most qualified, and this is tied to visibility. In fact, the accountant who has established himself as an authority has vastly improved his “perceived value” in the marketplace.


Placement And Positioning

In the real world of business, I have found that respect comes not from media savviness but from the ability to make your knowledge into something useful for others. The primary way business owners can generate widespread respect for their authority is through understanding the technology and methods they work with and generating solutions from them.

Being able to generate and distribute applications for what you know will garner substantial unassailable value.

Authoritative entrepreneurs must display not only a tolerance but a thirst for change. When others are unsure of their response to change, the authoritative business owner must maintain a consistent viewpoint that portrays a protocol in place to allow change to be integrated into the business.

Look for ways to document your knowledge. It may be recording your thoughts with your phone about a specific problem you recently solved for a client. Guess what you can do with that?

Transcribe the recording and repurpose it into a blog post, your next email update to your clients, a social media post — the list goes on! See how easy this can be? But the first step is getting started and deciding to keep it up, even if it’s only once a month!

Remember: Building your authority should be your No. 1 priority.

Marketing Automation

Why You Need Marketing Automation To Grow Your Tech Business?

It makes perfect sense to use “human” or “manual” marketing with – your top 20-30 accounts. In theory, this frees you up from the time vampires who are sucking your time away with marketing that probably won’t have a good return on investment.

But, what about the rest of your clients and prospects from various other sources? How do you nurture your relationships with them? This is where we turn to the other method of marketing. We’ll use automation to market to the rest of our list.

We start by thinking about the people on our list as our “flock”. We need to move beyond seeing clients simply as contacts and start seeing them as relationships that need nurturing. These are relationships that we are responsible for.

Why? Because these are the relationships that will bring us the most business. These people will help us, by us helping them.

When some technopreneurs market to their contacts, they can “burn the list”. This is basically sending out a bunch of useless garbage to your contacts, causing them to not want to hear from you. To leave the list.

We want to get away from this model by creating a consistently valuable experience for your flock so that they can be guided by you when they face a problem that you can help them with.

Think: when you send your flock some marketing, are you helping educate them? Are you building relationships by sharing in personal things about you? If neither of those are true, then reassess the marketing campaign.

You’re helping to shepherd them to a good solution whenever a solution that you offer is there. If you’re not the right solution, that means helping them find the right solution.

Twenty years ago you could get by without automated marketing simply because nobody had it. Today, with all of the things people can give their attention to (let’s call those distractions), it’s impossible to be effective at marketing without using both people and automation.

Why do you need both manual and automated marketing? Let’s take a look at what each one looks like if used on its own.

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