Implementing a customer success programme
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This document discusses customer success and outlines key aspects of building an effective customer success organization and process. It defines customer success as ensuring customers continually receive value from a company's products over the lifetime of the customer relationship. The document notes that customer success is critical to business, helps drive product roadmaps, and creates long-term partnerships. It also outlines different organizational structures for customer success teams and provides an action plan for improving customer success processes.
Implementing a customer success programme
- 2. ATEXT BOOK DEFINITION Customer Success – “a proactive, holistic and organisation level approach that leverages technology and real-enough-time visibility into customer health (not just usage data, but any contextual inputs) to ensure our customers – including those who directly use (users, administrators, etc) and those who benefit from the use of our product – continually and increasingly receive value from our product over the course of their lifetime as a customer”.
- 3. PUT SIMPLY Customer Success – ensuring our customers are getting increasing value from our products and services and that they are sticking around.
- 4. WHY Customers gaining the maximum value from our products Feeding into our product roadmap and vision Creating long term partnerships with customers Part of our culture, not just a team Multi-disciplinary function
- 5. BUSINESS CRITICAL FUNCTION At the heart of any technology services business Most customer value (recurring) comes after the initial sale Replacing churn with new customers gets harder with scale Keeping our customers happy
- 6. KEY ELEMENTS Customer development and acquisition - including sales process Billing and payments Customer on-boarding Technical and functional support Customer experience management and feedback Customer engagement and expansion Customer renewal and retention
- 7. 4TYPES OF ORG STRUCTURE In order of product complexity and maturity: 1. Firefighter - very early stage as starting point 2. Sales oriented - better suited for lower touch deployments 3. Services oriented - for higher touch businesses, peer role 4. Integrated - CCO model, owns existing customer revenue
- 8. TEAM STRUCTURE EVOLUTION Integrated Model
- 9. OUR CUSTOMER SUCCESSTEAM Account management (renewals) - focused on getting the renewals, servicing the key accounts and issue prioritisation Performance management - focused on adoption, delivery of client performance campaigns, as strategic partner to the clients On-boarding and professional services - and implementation Support - technical and functional Training - initial and on-going
- 10. CUSTOMER ACTION PLAN 1. Customer audit - knowing our customers (renewals, churn etc) 2. Dry-runs for all customer touch points 3. Feedback and usage - processes, systems, metrics and trends 4. Customer segmentation - by value (to determine approach) 5. Team - processes and new hires 6. Stakeholder meetings and consultations
- 11. CUSTOMER ACTION PLAN 7. Review self-service capabilities (including training) 8. Team feedback - levels of empowerment and accountability 9. Daily customer review processes - don’t let customers ask twice 10.Agree customer success KPIs 11.Customer success dashboard - fully visible
- 12. KNOWING OUR CUSTOMERS Customer churn Renewal value Revenue forecasts and growth rates Product usage Support feedback - ratings Customer satisfaction - surveys and NPS