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Taking on New Territory: The 3 Pillars of Successful Conquest: Simon Johnson

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Business of Software Europe 2017

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Taking on New Territory: The 3 Pillars of Successful Conquest: Simon Johnson

  1. 1. Taking on a New Territory – The Key Take Outs Simon Johnson BoS Europe - #BoS2017
  2. 2. Freshdesk snapshot ● Founded: 2010 in Chennai, India by Girish and Shan ● Mission: To provide software for businesses of all sizes and make it refreshingly easy for them to engage with customers ● Products: Freshdesk (SaaS Customer Support), Freshservice (SaaS ITSM), Freshsales (SaaS CRM) ● Customers: 100,000+ in 145 countries ● Offices: San Francisco, London, Sydney, Chennai, Berlin ● Investors (totalling $160M): Google Capital, Sequoia, Accel Partners, Tiger Global Management
  3. 3. Key take out #1 – Business Strategy Why are you considering taking on a new region?
  4. 4. Key take out #2 – Leadership The WHO is the single most important piece to the puzzle
  5. 5. Ideal profile and experience… • Local market knowledge • Generalist • Evidence of getting stuff done • Great communicator and relationship builder • Success with size of target customer
  6. 6. Key take out #3 – Lead by example Those who can, do… those who can’t, manage 
  7. 7. #1 Get to know your customers
  8. 8. #2 Build genuine relationships
  9. 9. #3 Locate for Success
  10. 10. Key take out #4 – Building your team Hire people willing to build and evolve processes
  11. 11. Can they survive in a start-up?
  12. 12. Think Process… not Oracle!
  13. 13. Blended staffing
  14. 14. Encourage diversity
  15. 15. MONEY, MONEY, MONEY
  16. 16. Key take out #5 – Be patient This is really hard, and takes time and support
  17. 17. Encourage visibility and debate
  18. 18. Have constant communication with HQ
  19. 19. Advice for CEO’s and Founders… 1. People not respecting meeting start times and end times 2. Too much time spent doing admin tasks 3. Assumption that everything has to be done how it is done in other regions
  20. 20. Advice for Regional Leaders… 1. The desire to work as one team… but invariably operating as two very different teams 2. New team not taking time to build relationships… and then trying to make organisation and process changes 3. Remote Leaders ‘going quiet’

Business of Software Europe 2017

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