Product details

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Case
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Reference no. 9-815-044
Subject category: Entrepreneurship
Published by: Harvard Business Publishing
Originally published in: 2014
Version: 16 February 2016
Revision date: 13-Apr-2016

Abstract

Lawrence Coburn and Pankaj Prasad, co-founders of the event solution startup DoubleDutch, have to make a significant decision about their young company's sales function. DoubleDutch's key product was a mobile application (app) and event management platform that customers could use to better engage and connect with their event participants (eg attendees at a conference, employees at a quarterly sales meeting), and also to obtain detailed information from these participants to deliver a better future experience, understand how the event was received, and receive large amounts of valuable data. The company was growing quickly and rapidly adding new customers, but Coburn and Prasad wanted to make sure that in the drive to add new customers, existing clients whose contracts were expiring were not 'slipping through the cracks' when it came time to renew. But who within the company should be responsible for renewals? Sales? The customer success team that helped customers develop and deploy the product? Or an entirely new team dedicated solely to renewals?
Locations:
Industry:
Size:
< USD50 million, start-up
Other setting(s):
2011-2014

About

Abstract

Lawrence Coburn and Pankaj Prasad, co-founders of the event solution startup DoubleDutch, have to make a significant decision about their young company's sales function. DoubleDutch's key product was a mobile application (app) and event management platform that customers could use to better engage and connect with their event participants (eg attendees at a conference, employees at a quarterly sales meeting), and also to obtain detailed information from these participants to deliver a better future experience, understand how the event was received, and receive large amounts of valuable data. The company was growing quickly and rapidly adding new customers, but Coburn and Prasad wanted to make sure that in the drive to add new customers, existing clients whose contracts were expiring were not 'slipping through the cracks' when it came time to renew. But who within the company should be responsible for renewals? Sales? The customer success team that helped customers develop and deploy the product? Or an entirely new team dedicated solely to renewals?

Settings

Locations:
Industry:
Size:
< USD50 million, start-up
Other setting(s):
2011-2014

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