CleverTap Names Miten Mehta as Chief Alliance Officer to Head its Global Partnership Ecosystem

Last Updated: July 23, 2020By

Miten will join CleverTap Global Executive Leadership team and contribute to the strategic growth by leading Channel Partnership and Alliance programs

Miten brings over 25+ years of P&L experience in technology leadership across – strategic alliance and partnerships, corporate development, M&A and product innovation. Prior to joining CleverTap, he worked at Google as a consultant where he supported their strategic partners and customers for Google Cloud Platform (GCP) and community ecosystem program. Previously, Miten was the co-founder of Spinta Global Accelerator, KD, eComLive (acquired by InfoSpace) and MoConDi (acquired by MobileMedia) and served on board / advisory board of companies in USA and India.

CleverTap, the leading customer retention SaaS platform, announced today that Miten Mehta has joined the company as Chief Alliance Officer to lead its strategic alliance and partnership program across Americas, EMEA & APAC regions.

Miten, Xoogler, is a senior digital transformation and innovation leader, who will relocate to Mumbai from Silicon Valley to drive the next phase of growth at CleverTap through strategic alliances with consulting, product and SaaS firms, ISV’s, digital agencies, marketing analytics firms, educational & training Institutes among others.

“Miten brings a global perspective and an impeccable track record of enabling rapid partnership led growth at early to late-stage companies across North America, Europe, and Asia-Pacific to CleverTap leadership team. He will not only provide leadership to accelerate and scale our strategic growth by ramping our alliance program but also co-innovate solutions with partners to address our customer needs in new markets and verticals,” said Anand Jain, Co-founder and Chief Strategy Officer at CleverTap.

“CleverTap enables our partners to grow their client’s digital business through our industry-leading customer retention platform which helps Fortune 2000 brands increase customer lifetime value while reducing churn and customer acquisition cost. I’m excited at this opportunity to add value to our partners and help them expand into new markets and verticals by leveraging the CleverTap platform,” said Miten Mehta, Chief Alliance Officer at CleverTap.

 

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To achieve better sales and profits, most companies could be doing more to cultivate business from their existing customers. However, enthusiasm for customer-retaining strategies must not endanger sound customer-getting efforts. How companies balance the two is the big question. To intensify reaching old customers while still seeking new ones, for many firms, will mean changes in market analysis, planning systems, management incentives, and marketing and/or operations organization. In the rush toward growth, consumer marketers have tended to regard success as stemming from obtaining new customers while unwittingly minimizing the importance of satisfying old ones. It is time for more companies to distinguish between their getting and retaining functions, to assess the balance between them, and to remedy any deficiencies in customer retention. This process requires management to value the potential of current customers and to treat them in special ways to get them to keep coming back. Several major elements should be part of the new marketing mix for customer retention: Product extras Keeping customers frequently requires giving them more than the basic product that initially attracted them. Product extras for individual customers over time can play a sales-expansive role. Reinforcing promotions Product promotion works better when aimed at existing customers. If a marketer knows who these customers are, benefits can be obtained by giving them reinforcing communications. Sales force connections The sales force can play a decisive role in the customer-retention function. At a retail or service counter the salesperson is the focal point of the company's strategy and is the firm to the customer. Post-purchase communication A company must anticipate that some customers will encounter either minor or serious problems after purchasing. If the firm is not ready to hear and correct these difficulties, the customer may not repurchase  or may cancel the the relationship. Whether company or customer is at fault, standby post-purchase activities can be instrumental in saving these customers.

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