Challenges with Enterprise Client Engagement Post-Payment and Driving Adoption

Adarsh · 2026-02-03T07:14:38.216Z

Hi Guys. Had a question for folks in CS, Adoption, expansion and likes. So in our case we are able to get large enterprise clients to pay fairly easily. But after the payment, they get lethargic, slower replies from their end. This becomes a blocker since we want to push adoption. Is this something that you guys face as well? Is there some first principle issue that I'm missing here? Would appreciate any comments or recommendations on my scenario.

Challenges with Enterprise Client Engagement Post-Payment and Driving Adoption | RevGenius

7 comments

· Sorted by Oldest

Aditya S.
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Faster adoption = quicker immediate spends. Most organisations like to space out long term opex as a buffer. If you are seeing these scenarios with a high percentage of your clients, it might need some introspection and readjustment to delivery timelines. It could enable stronger solutioning and potential higher long term revenue as opposed to immediate? Receivables are always tricky to handle especially when initial or base payments are timely.
Adarsh
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Got it - this is very interesting
Manuel H.
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Sounds like there is a potential disconnect between decision makers (i.e. those signing the order forms) and users. Are the same people you are “selling” to the ones using / interacting with the product? If not, who is using the product and how does their usage drive value back for the budget holder? It’s not unusual for companies, even in 2026, to buy “shelfware” or “JustInCaseWare”, and sometimes at staggering dollar amounts. However, that creates immediate renewal risk.
👍1
Adarsh
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This could also be the reason - especially in our case as the procurement was done by leadership. But the adoption was supposed to be done by operators. Although we are focusing on training the champions but there seems to be no urgency for it. Could be the shelfware thing you mentioned.
Manuel H.
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Yeah, I’ve seen this a few times in my fractional CCO practice, and it is addressable with structure and process both in pre-sales and post-sales.
Adarsh
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Ik I am asking for a lot but could you give me a bird's eye view on things that I can do currently to help with this. No details just an overview of sorts.
Manuel H.
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Very high level:
1.
Understand from the budget holders why they are buying, do they have defined goals for your solution, how do those map to company objectives, etc. Most successful products contribute to two things: increase revenue or decrease costs. Which bucket do you fall into?
2.
Talk to the users / adopters. Are they part of the decision making process or does this get handed down to them from up high? If they aren’t part of the decision making process, what are their motivations for using or not using your product. You may need to “bribe” a few of them if there is an adversarial relationship, i.e. offer a $100 gift card for an hour of their time (only if they won’t talk organically) and ask very specific question about how their work is evaluated (don’t make this about your product, make it about them).
3.
Once you complete that listening tour, you should have a decent idea of what’s holding people back.
Of course, there is a lot more nuance to this and that’s where experience comes into play, but high level, this should get you started.

Aditya S.
·
·
Faster adoption = quicker immediate spends. Most organisations like to space out long term opex as a buffer. If you are seeing these scenarios with a high percentage of your clients, it might need some introspection and readjustment to delivery timelines. It could enable stronger solutioning and potential higher long term revenue as opposed to immediate? Receivables are always tricky to handle especially when initial or base payments are timely.
Adarsh
·
·
Got it - this is very interesting
Manuel H.
·
·
Sounds like there is a potential disconnect between decision makers (i.e. those signing the order forms) and users. Are the same people you are “selling” to the ones using / interacting with the product? If not, who is using the product and how does their usage drive value back for the budget holder? It’s not unusual for companies, even in 2026, to buy “shelfware” or “JustInCaseWare”, and sometimes at staggering dollar amounts. However, that creates immediate renewal risk.
👍1
Adarsh
·
·
This could also be the reason - especially in our case as the procurement was done by leadership. But the adoption was supposed to be done by operators. Although we are focusing on training the champions but there seems to be no urgency for it. Could be the shelfware thing you mentioned.
Manuel H.
·
·
Yeah, I’ve seen this a few times in my fractional CCO practice, and it is addressable with structure and process both in pre-sales and post-sales.
Adarsh
·
·
Ik I am asking for a lot but could you give me a bird's eye view on things that I can do currently to help with this. No details just an overview of sorts.
Manuel H.
·
·
Very high level:
1.
Understand from the budget holders why they are buying, do they have defined goals for your solution, how do those map to company objectives, etc. Most successful products contribute to two things: increase revenue or decrease costs. Which bucket do you fall into?
2.
Talk to the users / adopters. Are they part of the decision making process or does this get handed down to them from up high? If they aren’t part of the decision making process, what are their motivations for using or not using your product. You may need to “bribe” a few of them if there is an adversarial relationship, i.e. offer a $100 gift card for an hour of their time (only if they won’t talk organically) and ask very specific question about how their work is evaluated (don’t make this about your product, make it about them).
3.
Once you complete that listening tour, you should have a decent idea of what’s holding people back.
Of course, there is a lot more nuance to this and that’s where experience comes into play, but high level, this should get you started.