Hi all
We recently acquired a new enterprise customer - it is a huge win. The deal has meant a lot of changes internally for the customer and fostered negative associations with our collaboration. It is a huge operational change within the customer's org.
This is of course a challenge affecting our relationship.
- One of the problems we are experiencing is that the customer wants to continue working like they always did even after explaining the value of the change we bring.
- Another problem is that the end-users and middle managers see us as a supplier, whereas the C-level is buying into the strategical partnership.
- A third problem is the fact that they don't want to give us feedback. Probably related to the fact that they see us as a supplier and don't want to spend time on giving feedback + they don't recognize that their feedback will indeed help them in the end.
At the moment our CSM is working hard to create and develop the relationship by asking questions regarding pains, needs etc., listening, compromising but challenging the old way of doing things.
I would really appreciate any thoughts, ideas and recommendations for one or more of the three challenges listed above.
Thank you in advance
Best
Julie