In the modern SaaS economy, adoption metrics abound. Sure – they measure something that VC investors care about, and sometimes something that product recommenders and even decision-makers want to track. But does adoption speak to business impact?One thing for sure: when it comes to business impact, adoption metrics are pure vanity. A business doesn’t measure return on investment by asking how much time its employees are spending as “users.” Horror stories abound of products that suck up time due to their own internal inefficiencies, sending employees on wild goose chases to figure out what to put in that so-called “required field,” or how to coax a shiny new SaaS product into spitting out a coherent report on what it did for you — or, more likely, what you did for it. At its worst, a focus on adoption invites corruption, as the SaaS vendor needs to make a claim that their goodness is spreading throughout your organization and the buying committee needs to justify, and feel good about, their purchase.Join Chris and Corey as they talk with Mike Genstil, co-founder and CEO of VisualizeROI, and analyze the practices and dilemmas of determining adoption, the difference between theoretical value and harvestable value, what a QPR has to do with renewal, and the role of a VP of Value.About Our GuestMike Genstil is co-founder and CEO of VisualizeROI, an innovative company that enables B2B sales and marketing professionals to easily create and share visually compelling value propositions with prospects and clients.