Neocase: A SME-SaaS Case Study (Part 1)
Here’s an interview with Hervé Pluche, President and CEO of
Neocase Software. In this dicussion, we focus on the challenges of building a SaaS business, especially one that has a major SME focus. We go into a lot of details of precise segmentation, solution selling methodology, and other strategic marketing issues, which I hope, you will benefit from listening to. Note also, that this is an European company, coming into the US market later in the game. I hope this will be encouraging for my readers in Europe, India, Asia and Russia.
Hervé has spent over fifteen years in the US and Europe working with companies as diverse as Autodesk, ADAC, Great West and SBC Communications to fundamentally change their strategy and customer results. With management experience under his belt from Avanti Partners, a leading pan-European venture capital firm, and Telecom Italia and Bain & Company, Hervé is driving Neocase’s continued growth. Hervé is a graduate of the Stanford Graduate School of Business.
SM: Please describe your SaaS business value proposition.
HP: Neocase, a provider of customer service software solutions, maximizes the productivity and quality of service through collaboration, self-service, knowledge management, partner centers and advanced workflow management. Designed for quick implementation, easy use, and optimized for Microsoft Dynamics CRM 3.0, Neocase is deployed either on-demand as a service or on-premise, as needed.
SM: What is your target customer? (Please provide a good segmentation
perspective, including Size, Industry, etc.)
Neocase’s target customer-base can be broken down into many segments, including:
• Business Departments: Contact Centers, Help Desks, Service Organizations, Support centers
• Industries: High tech, Financial Services, Retail & Healthcare
• Company Size:
o Annual Revenue: Under $100m
o # of Employees: Under 500
• Economic Buyer
o Title: CFO, COO
o Responsibilities: Big picture, Profitability, Financial goals.
o Concerns: Investment, ROI & Payback period
• Decision Maker
o Title: SVP/VP/Director/Operations/Contact Centers/Customer Services/Support
o Responsibilities: Managing call center employee productivity, customer satisfaction, cost savings goals – reduce dependency on agent interactions.
o Concerns: Customer wait times, efficient case management and quick case resolutions, case resolution quality
• Users
o Title: Support Managers, Customer Service Account Managers
o Responsibilities: Day to day customer interaction, resolve uses as quickly as possible
o Concerns: ease of use, how will improve their day to day work life, resolve customer issues quickly
SM: Let me stop here for a moment, and refer you to a book:
Solution Selling: Creating Buyers in Difficult Selling Markets
Part 2 →
This segment is part 1 in a 2 part series
Jump to part: 1, 2
