“For a writer, you definitely do not want to be in the mainstream. You want to be on the edge because that’s where the vantage point is. That’s where you can see”.
– Ruth Ozeki
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In this article I look at India's ailing situation, history of chip manufacturing and how the future holds. A brief summary is as follows: 1. India was always in need of a robust semiconductor policy which now seems to be in place 2. The first chip manufacturing facility was set-up in 1984 but a controversial fire brought it down and with that, the hope for India, at least at that time 3. India did woo a lot of companies like AMD around 2007 but the deals fell flat due to policies, infrastructure and utilities gap 4. Now with a budget outlay of $10 billion for setting up semiconductor facilities in India and the promises of deals coming out of the Semicon India 2023 conference, India seems to have taken the right step in this direction.
The world of chip manufacturing is exceedingly interesting: One Company, TSMC, produces 90% of the most advanced chips in the world. A Dutch Company, ASML, designs and manufactures one of the greatest and the most complex machines ever conceived by the human mind - The EUV lithography machine priced at USD 200 mil to USD 300 mil per piece. The Asian economies of South Korea, Taiwan, Japan and China are leading the pack in terms of chip manufacturing 4. The US is seen to be lagging behind the chip manufacturing race due to talent shortage 5. India has a long way to go in this field. The first step is to get started.
Customer Success and Customer Support are both important functions within an organization, but they have distinct roles and objectives however these two terms are seen to be interchangeable in todays day and age. One of the prime examples are how jobs are posted on LinkedIn and how roles around support, client support and after sales support are incorrectly featured as Customer Success. Infact “Success” as a term has gathered a bit of traction where you even see HR roles being rebranded as People Success or Employee Success role. This article seeks to clarify the difference between Customer Success, a role pioneered by the advent of SaaS Models and Customer Support, a function that has been in existence for a long time now.
Customer Success and Customer Support are both important functions within an organization, but they have distinct roles and objectives however these two terms are seen to be interchangeable in todays day and age. One of the prime examples are how jobs are posted on LinkedIn and how roles around support, client support and after sales support are incorrectly featured as Customer Success. Infact "Success" as a term has gathered a bit of traction where you even see HR roles being rebranded as People Success or Employee Success role. This article seeks to clarify the difference between Customer Success, a role pioneered by the advent of SaaS Models and Customer Support, a function that has been in existence for a long time now.
There is a reason why Silicon Valley is and will remain the leader for startups, innovation, entrepreneurship, talent and technology. The valley is a culmination of all these factors. Its a place where every small idea can have astronomical potential, where people mentor the young and the inspiring and where the government and policy makers join hand to ensure such a spirit thrives in perpetuity
Customer Success today forms the back- bone of the SaaS enterprise handling around 60 percent to 80 percent of revenues, depending on the growth stage of the firm. It also serves as a vital bridge between the internal functions (product, sales, marketing) and the Customers. For a firm to scale its business and operations, the Customer Success function must lay down processes and drive the required behavior. Since Customer Success is a new-age function and is sometimes seen from the lens of customer service and support, the founders are also primed to see the function from the same view point which can prove detrimental to the firms growth. Hence, the role of the function must be seen in the light of its capability to augment the firm in its quest towards rapid growth and sustainability.
Software as a Service (SaaS) has become one of the most critical models of software deployment within firms. As per the Boston Consulting Group, SaaS represented about 28% of the total enterprise software market and that number is expected to reach 45% by 2023. With this tremendous pace of growth, there are added challenges posed within a SaaS firm to maintain their Customer Acquisition Cost (CAC), retention cost and growth cost. In order to optimize all of these, its imperative to scale operations and Customer Success as a function plays an important role in meeting these cost objectives. This article dived into the design principles and methodology on how the Customer Success has to scale to maintain the highest levels of customer engagement
The age-old partnership between sales and marketing has always been a strategic priority for business since the age of enterprise. In the SaaS world, where product is the king, the close collaboration between product management and customer success management has rapidly garnered strategic priority. With product led sales and customer journey being seen as strategic levers for growth and competitive advantage, how these functions need to collaborate is a question on everyone’s minds
Facts: World Population: Approximately 8 billion No of people using the internet: Approximately4.5 billion Mobile Internet users: 4.28 billion Internet penetration in the world: 63.2% Growth rate 2000 to 2020: 1266% No of members on LinkedIn: 720 million There are a lot of inferences one can derive out of these statistics and one of them …
Digital Transformation is an organizational imperative and has been a core component of the overall corporate strategy. This article covers the transformation journey of New York Times, the newspaper that has more than 5 million subscribers, is one of the largest newspapers in circulation and a digital transformation case study.
With the advent of Subscription Based Model laid down by SaaS based companies, it became increasingly obvious that the number of companies / users subscribing to these products saw exponential growth. Revenues were based on recurring subscription and hence renewals of accounts became top priority. Growth was see to be driven by upsells and cross sells along with new account acquisition. This necessitated a fundamental shift in the operating model of the SaaS companies and thus Customer Success Organization was set-up.
Digital transformation along with the progress and technological, break throughs during the 4th Industrial revolution has provided immense opportunity for organizations to improve performance and productivity. In this comprehensive study, we will look at Digital Transformation through the lens of the 4th Industrial Revolution, Covid-19 and implication on Talent
This article delves into the world of Smartphone and Social Media Addiction. Some of the key findings are : 1. Social Media addiction is for real and yet not yet fully recognized as a Health Hazard 2. The Dopamine hits that we get from constant scrolling is a reward mechanism and a prime reason for getting us hooked 3. The Invention of the "Infinite Scroll", the feature that supports endless scrolling, is seen to be one of the prime factors of this addiction 4. Teens are the most vulnerable and teen deaths have been reported arising out of feeling of inadequacy from excessive social media usage 5. Parents and Adults are equally hooked 6. Social Media and Smartphone Usage while driving is slowly becoming a standard reason for car accidents and casualties.
Product Management & Customer Success - The New Value Creation Team
The age-old partnership between sales and marketing has always been a strategic priority for business since the age of enterprise. In the SaaS world, where product is the king, the close collaboration between product management and customer success management has rapidly garnered strategic priority. With product led sales and customer journey being seen as strategic levers for growth and competitive advantage, how these functions need to collaborate is a question on everyone’s minds. While organizations have deployed measures to ensure cohesion between the two functions, there are certain areas of improvement that need to be prioritized. One of the chief road-blocks has been the deployment of seemingly disparate systems within their respective functions that do not allow information exchanges. Read more