vmartinez

 

How often should you be having onboarding calls with your clients to check on their progress?

 

• As often as specified by your service agreement with them
• As often as deemed necessary, as specified by them
• Once a week
• Once a month

 

Which of the following tasks should you go through in preparation for your first call with a client? Choose all that apply.

 

• Review their “General Setup Tasks” project to see if they had made any progress.
• Confirm that there are only 2-3 “Goal” projects listed.
• Review their social media profiles.
• Review their current website.
• Confirm their renewal terms with HubSpot.

 

Which of the following best describe the experience of working with Enterprise client (as opposed to what you would experience with Professional clients)?

 

• Enterprise clients typically have larger teams
• Enterprise clients are not as technically savvy
• Enterprise clients usually have larger, more complex tech stacks
• Enterprise clients are sometimes slower to get up and running with the tools
• All of the above

 

 

True or false? Your team should insist on having all major stakeholders join planning meetings and consider having the CMO, IT, Sales managers, and other internal departments involved in the first few calls. Securing this buy-in up front will set the whole organization up for success.

 

• True

 

• False

 

 

Scenario: Your champion at a client’s firm is pushing back against changing their marketing automation strategy, even though your research and discovery clearly show their approach isn’t effective. Instead of being receptive to your ideas, the idea of changing too many processes makes them uncomfortable, especially since they personally built many of the old processes. What should you do?

 

• Suggest that you part ways amicably. A client who doesn’t listen to your suggestions or allow you to do your job won’t be happy, no matter how much you try to help. If they don’t acknowledge that they have a problem, you can’t do anything to help them.
• Be patient and tie your recommendations back to your client’s goals for the implementation. Change is difficult to handle, and pushback is a natural part of the process. Understand why the client is reluctant to change a particular process, and explain why you believe change would improve their experience.
• Drop the suggestion and move on. You’re better off focusing on ideas the client is already excited about. Even if you find a significant opportunity for improvement, remember that your goal is to focus on nurturing your business relationship with the client. By keeping them comfortable, you’re guaranteeing that they’ll enjoy working with you.
• Be patient and drop any idea that makes the champion uncomfortable. Undoing any of the previous work would make your champion look bad in front of their managers, and your priority is to build the business relationship. Focus on easier fixes that don’t fundamentally alter any of the systems your champion worked hard to create, even if they’re ineffective.