Click is often exceptionally hard to do business with, whether contracts, required quantities or effective deployment and support... they lack customer centric it’s at nearly every stage of negotiations, contracts and support execution ( vs philosophy)
The new SVP has a policy that supplied pricing is only valid if the clients accepts Click,s agreement in full with no modifications.
As a private equity owned assets, the executive teams has a GTM strategy to increase company with decisions, many of which directly penalize the direct sales team. The expanding partnerships with SAP and SFDC often have no limits on the discounting that each partner can excercise to win the business. SAP often discounts 90% and the direct team ends up with less than 1/2 of the remaining 10% of the opportunity. SFDC either mandates Click leave the competitive deal (which Click often does) providing SFDC a unobstructed playing field and leaving the Click direct sales team with no credit or compensation for an opp they were competitive in and often the preferred solution for the WFM piece.
Click’s target sweet spot for rob and cost effectiveness is 500+ technicians... that market is small and with 3-5 validopportunities a year... opps are limited, so the above issues significant challenges for the current # of AE’s.
Customer service has a great ideal and poor execution. Customers are often in multiple escalations for extended weeks if not longer with minimal resolution... providing little relief to critical service operations.
R&D in Israel creates numerous timing issues for US based clients and often prove ineffective. The differences in support attitudes often produces and a client perspective of indifference resolving the client’s issues quickly.
Numerous changes in executive team, wholesale swap out over the last several years. Current executive team has minimal understanding of the data behind overview numbers so they draw faulty conclusions and ... actively choose to stay uniformed of the more detailed information.
