Contents

Introducing Customer Success Building a Customer Success Team

The Definition of Customer Success --------------------------------- 3 Selling the Customer Success Vision to Your Management ------------ 35
The Importance of Customer Success Management ---------- 4 Customer Success Adoption Trends -------------------------------------------- 36
Customer Success vs. Account Management -------------------- 5 Rise of the Chief Customer Officer ---------------------------------------------- 37
Customer Success vs. Customer Support ------------------------- 6 Customer Success Job Roles & Responsibilities ---------------------------- 38
Embarking on a Customer Success Management Journey -- 7 Qualities of a Winning Customer Success Team --------------------------- 40
Customer Success Goals ------------------------------------------------- 8 Tips to Improve the Value Your Customer Success Team Delivers --41
Do’s and Don’ts of Customer Success -------------------------------9 How to Create Customer Engagement ---------------------------------------- 42
Customer Success as a Growth Hacking Strategy -------------- 10 Strikedeck: A Customer Success Platform for Growth ------------------- 43

Applying Customer Success

Developing a Customer Success Strategy ------------------------ 11

The Customer Success Journey -------------------------------------- 12
Customer Success Processes ------------------------------------------ 14
Scoring Customer Health ------------------------------------------------ 20
Using Customer Success Automation ------------------------------- 22
Customer Success & Predictive Analytics -------------------------- 24
Customer Success Reviews --------------------------------------------- 27
Customer Success Management Best Practices ---------------- 32

1
Introducing Customer Success

2
? The Definition of Customer Success

Active management of CHURN

customer relationships
S

EXISTING REVENUE
NEW SALES
“For example, if somebody is paying you $ 15 a
month for your product, that’s great. You want
them to pay $15 a month for as long as possible.
C

But wouldn’t it be even better if they paid you $15,

then $18, then $25, then $30 a month?”

3
 The Importance of Customer Success
With the emergence of the subscription economy, in which products are purchased as services, monthly operational costs can be
rationalized more easily than large capital expenditures, as they are amortized over a long time period, instead of charged all at once.

Software offerings like human capital management, eLearning, and sales force automation are almost exclusively sold via the SaaS
delivery model, as their product is service based. Industries such as media and entertainment, publishing, and computer storage are all
moving in the direction of adopting subscription models as well.

Customer Success management is the solution for establishing strong relationships with your customers, and gaining a quantifiable
return on investment. By helping your customers realize the increased value from your product or service, they are more likely to
increase the number of licenses they purchase, resulting in increased revenue. Most industries now recognize the growth potential of
Customer Success, as there are over 250,000 jobs open for various CS roles.

4 Reasons why you should kick-off Customer Success management in your company:

1. Customer Success teams achieve and elevate the 3. Software can be complex. If your product has
expectations of your new customers by fulfilling multiple use case scenarios, you need someone to
the promises made by your Marketing and Sales work with your customers right from the start to make
teams. Your customers will feel valued when they have sure they get off on the right foot. A CS team provides
someone to turn to who is willing to work with them the enduring relationship based service that Support
closely to solve any issues. teams cannot.

2. With an increasing number of your competitors 4. A good Customer Success process reduces churn
applying Customer Success management techniques and increases your revenue. This is extremely
in their companies, they will be eager to capture your beneficial for you - a churn reduction of 4% can double
lost leads. A CS team will help prevent customer your MMR.
poaching.

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A
M
M

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C
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C
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 Embarking on a Customer Success Management Journey
Customer Success management is not about technology, or account management. It is a disciplined approach that emphasizes:

The right customer experience strategy

Defining and following standardized engagement processes

Hiring the perfect profile, and managing the team during daily operations

Empowering Customer Success managers with key customer data including

usage, finances, feedback, and much more so that they can have the
right conversations with their customers

7
 Customer Success Goals

Value for the Company Value for the Customer

Breaking down the commercial value of Measuring for the value of a customer via
customer relationships via metrics like metrics such as the duration of period it takes
monthly recurring revenue (MRR), for successful implementation, growth of the
bookings, referrals and references,etc. program for the customer, and whether the
value if product is maximized.

Practice Improvement Value for Others

Encouraging continuous and rapid improvement by Breaking down the commercial value of
investing in our people, our processes, and streamlined customer relationships via metrics like
daily operation is essential. We need a set of criteria and monthly recurring revenue (MRR), bookings,
metrics to monitor to keep progress on track. referrals and references, etc.

8
 The Do’s & Don’ts of
Customer Success
Do: Answer Every Complaint
The aim of your job is to answer any of queries in order to help
your customers experience maximum product value. No matter
the topic and the tone used, whether it is a complaint or
compliment, answer each and every message you get. It is the
least you can do since they have taken the effort to reach out
and provide feedback.
Don’t: Make Promises You Cannot Keep
If you tell a customer that an order will be on time, it had better
be there by that time. If you cannot give a guarantee, then do
not make that promise to the customer. It is better to say it will
be there by Friday, and deliver a few days early, than
disappoint the customer.

Do: Extend Help, Even If It Is Not Your Product

Even if the assistance needed is for a product that is not your own, extend a helping hand regardless. Customers
remember the people who help them; the goodwill you engender by solving their problem will yield positive returns.
Don’t: Forget To Draw The Line & Know When To Stop
It can be tempting to answer emails at any time of the day, especially if you are engaging in an online support function. However, for
your own best interest, take time to step back and disconnect. You don’t want to get burnt out answering emails all day long because it
will show in your interactions with the customer. You need time to relax in order to begin each day with a fresh start.

Extra: Throw In A Bonus, If You Can!

It is always a good idea to go the extra mile, and show some love to your customers. For instance, when someone pre-pays for 12 months at
once, throw in the 13th month free as a surprise. Your customers will love it!

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 Customer Success as a Growth Hacking Strategy

Focus on CHURN REDUCTION and RETENTION as

much as acquisition

Customer Lifetime Value (CLTV)

Leveraging Customer Advocacy

Customer Loyalty
“Experts suggest requesting testimonials and
feedback from successful customers to get the
Upsell / Cross-sell most from their advocacy.”
Opportunities

10
Applying Customer Success

11
 Developing a Customer Success Strategy

Who are your most

Who are your least successful customers?
successful customers?

Who are your most

difficult customers?

Do any of the answers

above differ by
customer size, revenue
band, industry or
channel sold?
Who are your easiest
customers to support
and/or help drive
adoption?

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Who is Your target market?
Define the desired outcome for each of your products,
separated by customer segment.
Who is the target group of the Sales Team?

Who are they having the most success selling to?

Record the level of

Note that success milestones that
map out the customer’s path towards their
engagement required on your
desired outcome. side to help them reach each
Success Milestone.

Create a plan of time, data, and/or Tailor plans for each customer
event-based actions for the different
stages within a customer lifecycle.
segment & product

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 Step 1: Find Out How to Solve Customers’ User Adoption & ROI Problems
G f !

User Behavior Methodology

Be aware of all the drivers and barriers that Find out the methodology used by your
affect user adoption within your customer’s customers to introduce your system, and
organization. the way they manage ongoing user
adoption.
Why is your system not utilized by the staff
and why are your customers not achieving You will probably find that user adoption
their goals? and ROI problems are management
issues, not user-resistance.
Identifying root causes is critical.

Analysis Skills and Perspective

Take note of the problem you need to address, and

determine whether it is an organizational change, CS
related performance issue, or rather a technical, sales,
or Customer Service issue.

While conducting the analysis, having someone with the

expertise and proven track record of driving &
sustaining user adoption and organizational change is
ideal.

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 Step 2: Develop Your Customer Success Management Strategy

Do You Have A Successful CSM Function?

How can your Which helpful resources

customers actually can you provide?
solve their problems?

Self Service VS. Personalized Services

Video, Text, or Visuals Build, Buy or Partner

Lower in cost but lower in effectiveness as well. Build - If you want to develop internal user adoption and ROI
expertise within your company.
For lower value customers - Develop basic toolkits to build up their
internal user adoption and ROI programs. Buy - If you want to bring in expertise when needed

Partner- If you want to maintain focus on the technical expertise in

the company, while ensuring your customers are receiving the
required service to sustain ROI long term.

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 The Customer Success Journey
Customer Acquisition
Your customer acquisition strategy is critical to account maintenance, expansion,
and renewal. Effort from the Product Management, Engineering, and CSM sides in
order to meet customer expectations can be reduced by having unique use
conditions that only call on those teams when necessary.
However, time and resources can be wasted if there is too much interfacing
between teams, which can hamper the CSM team’s progress. Having a
collaborative relationship between Customer Success and Sales is more helpful
in avoiding customers with misaligned needs that result in a poor fit.

User Onboarding
Onboarding is the first step in familiarizing the customer with your product, and allows them to start seeing value from its use. It is important to identify
risks early, and address them as soon as possible to get your user started on a positive note. Consider the following for your ongoing risk assessment:

● What is the customer executive sponsor status, and engagement levels of the department leadership?
● What are the plans for project governance, employee engagement, and change management?
● What are the plans for your business process redesign? How do you keep track of progress?
● When are the dates scheduled for onboarding training? What are the target dates for the customer journey?
● How is the management of initial support issues handled? Who owns the process from start to finish?

In a high-touch model, onboarding is handled through a personal interaction between the CSM and customer. In a high volume environment,
technology is used to create content, reusable templates, and clickable walkthroughs. Webinars and automated emailing tools help manage customer
interactions and engagement while CSMs deal with exceptions such as low levels of adoption. To manage onboarding at scale, a CS software platform
should be implemented if it is able to track usage data and automatically trigger alerts.

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Product Adoption
In order to maximize customer value, it is crucial to expand the number of active users, and increase the feature usage of your product. Support
engineers can advise on effective product usages, marketers can promote training resources, and product teams can make sure in-app
notifications drive feature usage known to raise adoption. Apart from consumption metrics, identify relationships between feature adoption and
Net Promoter Scores. This lets you emphasize the features that unlock value and lead to renewal. Identifying and empowering a good executive
sponsor will also encourage the re-engineering of business processes that will kickstart adoption, e.g. using your product’s new dashboards
instead of their old spreadsheets.
Account Expansion
Upon successful onboarding and adoption with full license and feature usage, an increase in revenue opportunities can follow. In order to hit
your milestones, take the opportunity to seek advocacy in the form of expansion. Ideal goals include upselling more licenses and consulting
services, or cross-selling to another department. By sharing real-world use cases, you can also inspire your customer to pursue new
opportunities. Peer-to-peer engagements, comparisons, and discussions can be an effective Customer Success tactic.
Subscription Renewal
Subscription renewal is the ultimate goal of Customer Success. Options for early renewal, with quotes issued well in advance, should be included
with time allocated for any last minutes changes or negotiations. Customers with full license utilization and high feature usage are excellent
candidates for upsells during the renewal process. Conversely, accounts with unused seats and low utilization could represent a significant
challenge, just for renewal, so offer incentives, and make sure to ask what would make the difference between a yes and no.
Additional risk factors might include:

● Change in customer use conditions or trends

● Change in any key customer contacts
● Technical issues with the application, installation or configuration
● High incidence of support tickets or escalations. A high number of tickets may actually be positive if managed well. A large number
of outstanding tickets is a risk factor.
● Low NPS or CSAT scores

Having a clear view of the customer’s definition of success, a mutually agreed success plan, and a process to execute at scale puts your CSM
team on a path that is very likely to yield positive results.

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 Customer Success Processes

N D R
Identify and mitigate potential risk before a customer officially comes onboard.

E S P
Match executives on your side to executives on their side.
This is especially helpful in driving the advocacy of the organization, as well as resolving escalated issues.

S A R
This practice drives visibility of your most important customers.
Account teams (sales & post-sales) brief staff on account progress and the SWOT analyses.

R A
With the RAs, you drive visibility, accountability, and resolution of escalated accounts.
This includes clearly defined escalation paths, and weekly status meetings to review progress.

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 R &C F
This includes a weekly review of the renewal and churn forecasts, as well as an analysis of churn drivers.
Churn analysis should include the entire staff, and a plan to mitigate further issues.

A R
Streamline the renewal process with this policy in each contract.
Include renewal notifications (30 and 60 day notifications), renewal confirmations,
and cancellation processes via auto renewal systems.

O - -M
This allows you to manage many customers easily.
O2M provides an opportunity to partner with the marketing team and
plan how to drive adoption and customer love at scale.

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 Scoring Customer Health
Defining "Customer Health"
1. Can the score be used as a prediction of renewal/churn? Should it be?
2. What is the frequency of fluctuation (RED one day, Green the next)?
3. Which values are taken into account? Is it quantifiable, or qualitative?
4. What are the various elements that make up the overall score?
5. Should any of those elements be subjective, or do they all need to be objective and concrete?
6. Are all the elements equally important? How do you change weightage allocations?

The above questions are some of the important aspects to think about when constructing your Customer Health formula. Throughout the
process, this list of questions will expand to include additional criteria you would like to emphasize.

Customer Health Inputs

● Product usage ● Discount level
● Depth of usage - % of product used ● Survey results (NPS, CSAT etc.)
● Breadth of usage - # of licenses ● Marketing participation – references, case studies, speaking
● Usage of the stickiest features of your product engagements
● Growth of the account in terms of revenue or licenses ● Product feedback
● Customer lifetime ● Community involvement
● # of renewals completed ● Invoice history
● # of upsells completed ● Length of time between end of onboarding & first renewal
● How often do they call support? (for new customers)
● % of spend that is non-recurring ● Executive relationship
● # of Support tickets ● Overall relationship
● Potential Churn level ● Are C-level execs users of your solution?

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There are so many factors that affect overall customer health, so much so that the list above will never be complete. The challenge is to narrow down
the list to a manageable number that is helpful, lending itself to be possible to track and implement. If a metric is untrackable, then there is no use in
including it in your health algorithm. Once you automate the data collection, you can expand the number of elements to include more automated
ones, and fewer subjective & manual criteria.

How many Customer Health Models are needed?

You will probably want to have more than one scoring model, to account for various external factors.

You may find yourself asking: Should I have a different model for customers in the first quarter and
those who are more than a year old? Should I score my high-touch, strategic customers differently
than the no-touch, self-service customers?

There is no need to worry about these specifications right now; these are refinements that can be
completed at a later date, once you have built the foundation.

When recurring revenue becomes larger than new business sales, the requirement for more accurate
renewal forecasts will increase greatly. At this stage in the business, it would be expected that the
renewal forecast should be significantly more accurate than the new business forecast.

This is the time to break down health models for each segment, and use more specific criteria for
each group. Timely and accurate health scores by account will drive accuracy into your renewal
forecast, and allow you to easily prioritize the activities of your Customer Success and/or Account
Management teams.

Since these are valuable resources, prioritizing them and making them more effective has
tremendous value to the enterprise.

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 Using Customer Success Automation

● Understand the areas of the Saas application that are frequently used together, as well the areas that users
struggle with, to determine their propensity to buy or upgrade

● Identify usage patterns that indicate the customer is receiving limited value that correlates with a high
likelihood of churn.
TRACK ● Use Big Data techniques to process large amounts of usage data, and correlate the behaviors with sales
USER opportunities and revenue risks for specific user base segments

BEHAVIOR

● Likelihood of purchase ● Likelihood of recommendation to others

● Likelihood of success of trial use ● Likelihood of success in using the product

● Likelihood of conversion from free to paid ● Measure of influence within company

● Likelihood of upgrade potential ● Measure of influence outside of company

ANALYZE & ● Likelihood of churn ● Potential connections and contacts

SCORE

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 ● “In-app” messaging - provides help right in the product interface
● Direct “chat” with a company representative
● An invitation to webinar or company event
● An email giving recommendations for use of the product or additional product information
● Support widgets, inline polls, and NPS Surveys located within the product
● Video tours and click through navigation
MESSAGE

● Actions can trigger the company’s sales and support teams through the Customer Success/CRM system
which can serve as a central repository for the customer data.

● Automated customer data collection by a Customer Data Platform that records insight in real time of
customer and prospect behavior.

● Sales Force Automation and Customer Service systems will initiate sales or customer actions based on the
information collected from the prior steps in the cycle.

● The sales and support teams will be well informed of the successes and issues the customers have by
ACTION gathering intelligence on their actions and the automated steps already administered by the system.

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 Customer Success & Predictive Analytics
How do we use analytics and behavioral data to predict customer frustration in the future, and prevent it
before it happens? The following steps help you connect your data to your Customer Success.

STEP 2:
STEP 1:
TRACK EACH PART OF YOUR
TRACK PRODUCT VALUE METRICS
COMMUNICATION WITH THE CUSTOMER
- Understand what defines a success - Map the different channels.
customer & the group of customers
- Record the purpose of the
that most benefit from the product.
communication, interaction level, and
- How did your customer KPIs improve outcome.
thanks to your efforts?
- Customer relations and
- Start measuring the value of your communication over time is a key
customers gained from your product. factor in creating a happy customer
who gains from use of the product.

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 STEP 3: STEP 4:
CREATE A CUSTOMER SCORE TRACK CUSTOMER CHURN DATA &
RECORD IT WITH CUSTOMER SCORE

The Customer Score should reflect a - Connecting churn data to ‘Customer

function of: Score’ adds relativity to the
measurement.
- Customer Communication
- Overtime, build up a long list of
- Product value
customer scores with flags that indicate
- Activity level within your product whether they are still using your service.

The score will be the number you will - For those who left, conduct an analysis
work with to measure the customer’s of their customer journey and review
success. their scores at each key juncture.

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 STEP 5:
REFRESH YOUR STATISTICAL SKILLS
- Calculate the factors of each action/event that caused your
customer to churn.

- Note that the result is a probability.

- As your product evolves, add new parameters as they become

relevant. These new parameters will affect the score of your new
customers relative to the older ones who did not use the features
that the new parameter represents

- By predicting churn, develop a system of alerts that are

triggered when customer activity follows a negative trend.
Actions can be set in the alert system to trigger emails, change
the platform messages, and launch a retention campaign.

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 Customer Success Reviews

What is a Quarterly Business Review (QBR)?

A QBR is a simple and powerful process for any company, during which past activities
are reviewed to guide future planning and forecasting.

The key to an effective QBR is that the executive team must conduct it with full In Every QBR, You Should:
transparency, with the intention of assessing past successes and unmet goals, in
- Establish “checks and balances”
order to plan for the efficacy of future efforts.

- Build up processes to ensure existing

But first, what exactly is a QBR and how should existing business teams think about
customer revenue and growth are met
this practice? QBRs can be done in an in-house CS teams context, as well as between
a CSM and customer.
- Discuss previous goals, including
successes and failures
According to Steven Rosen, Executive Coach, “A quarterly business review
consists of a formal review meeting between a front line manager and one of - Plan for the next quarter, including goals
his/her sales representatives. The purpose of such a meeting is to review the last to meet & key metrics
quarter’s performance and to discuss plans for the next quarter.”

QBRs are regular, scheduled reviews of the Customer Success efforts over the past
quarter with managers, as well as clients, and generate strategies on customer
renewals, how to move through upcoming challenges, and discuss what worked in
the previous quarter.

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 MAKE THE PROCESS ESTABLISHED, EASY AND EFFICIENT

Create set steps for what is expected from each participant of the QBR - for those
leading the Customer Success QBR, as well as those giving feedback/requests.

Who are the expected attendees? What Which materials should be prepared
are their respective roles? (Leader, beforehand? Which reports will be
Presenter, Moderator, Note taker, etc.) needed?

What is the format of the Customer What numbers/metrics should be

Success QBR, and which tools will be analyzed? (Focus on the previous
utilized? quarter, but also next year.)

What is the QBR agenda? How long Is there a presentation involved? If so,
should each topic be addressed? ( An are slides needed? Will a template be
ideal duration of a QBR should not provided?
exceed 3 hours)

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 ALL LEVELS OF THE CUSTOMER SUCCESS
DEPARTMENT SHOULD PARTICIPATE

● Review and make sure business on track

● Be prepared with an action plan to address the challenges and the

opportunities in the territory/business.

● Everyone should be fully aligned with the plan of action for the next
quarter.

Executives to Customer Success Managers (CSM)

All individuals should be involved in the Customer Success QBR process, as everyone will play a part in
focusing on retention and customer relationship growth.

It’s important to structure these reviews from the top down, with the highest executive leading their reportees
through the process. This allows the customers to see the progress and direction coming from the top.

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 STICK TO A DEFINED PROCESS

Never skip the process.

Even if the quarter or year went exceptionally well, the
Customer Success QBR time is a good time to reflect on
what made it so successful,and how to keep improving.

APPLY PAST LEARNING

FOR FUTURE SUCCESS
Review successes and misses from the prior
quarter, and what was learned.
QBR Outcomes
Create a plan for the upcoming quarter.

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 Keep track of performance metrics each quarter.

Plan key actions to be taken.

Conduct a review before the quarter ends to prepare & assess progress.

DOCUMENT THE QBR AND IMPLEMENT

THE NECESSARY CHANGES

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 Customer Success Best Practices

1. Segment Your Customers 2. An Early Warning System

Segmentation is one of the key CS best practices, as it helps to An Early Warning System is an instrumental Customer Success
determine which Customer Success model you should best practice. It enables your teams to set up preventive
implement, and the types of actions that should be taken for measures, and apply any corrective measures to prevent
each of your customers. A failure to segment results in an problems before they spiral into major issues.
inefficient and ineffective Customer Success team, leading to
Even if your company does not have the resources to invest in a
poor customer experience.
Customer Success solution, an Early Warning System can be
Start by defining the services that you want your Customer created manually in a spreadsheet. While the manual version will
Success team to perform. Associate a value to each of those not be as robust as a full-fledged system, and will require
services, and then assign the offerings to be provided to each consistent updating, monitoring key highlighted issues will go a
segment, based upon value and ROI of your own efforts. long way in the early stages of your Customer Success efforts.

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3. Process, Process, Process
Processes are critical in any Customer Success interaction. Customer Success leaders should implement processes to manage common
account situations. These include processes for onboarding, training, escalations, business reviews, renewals, and upsells / cross-sells. It is
also beneficial to set up programs for customer advocacy, lifecycle marketing, and Early Warnings.
At an early stage, it is advisable to prioritize development of streamlined processes for escalations, renewals and business
renewals/upsell. These processes should also be somewhat transparent to the customer, so that you can manage their expectations
during each part of the phase. As you scale, all of these processes can be automated with the help of Customer Success playbooks.

4. Business Reviews
Though business reviews are often not prioritized or omitted when teams are going through busy periods, it is important to utilize QBRs as
a Customer Success best practice. Deprioritizing business reviews leaves money on the table, and does not solidify adoption with your
users. If progress isn’t reviewed and best practices optimized, you cannot capitalize on gains made.

A QBR should be conducted to look at the customer’s KPIs and apply metrics to show that business goals are being achieved. If you are
not monitoring your customer’s goals and conveying the successful results back to them, it is tough to expect the customer to renew or
expand.

5. Executive Buy-In
If the executive leadership / management team has not bought into Customer Success, it is nearly impossible for the company to deliver
world-class Customer Success. If you are considering a position as leader, find out from your potential CEO or Board of Directors about
how committed they are to the Customer Success mindset, and how this materializes in alignment of company goals around Customer
Success.
Support of C-class executives is key in funding your budding Customer Success efforts because without their support, there will be more
established functions vying for extra cash flow. Get them on your side by demonstrating value early on, and you’ll always have backing.

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Building a Customer Success Team

34
Selling the Customer Success Vision to Your Management

ROI from hiring a Customer Success Operations professional

=
ROI from hiring a Sales Operations professional

Productivity of your
customer-facing team members
What happens when you hire a
Customer Success Manager?
Need to hire more people

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36
 Rise of Chief Customer Officer (CCO)
CCO - An executive who develops both corporate and customer strategy at top company
levels with the aim to maximize customer retention, acquisition, and profitability, as well
as provide authoritative and comprehensive views of the customers.

The role of a CCO is all about customer engagement. This “Our operations departments were focused on
includes listening to their feedback, creating enhancing customer our products and services, our finance teams
experiences, earning their trust, and advocating on their behalf.
on collecting payments, and our sales and
Although many of these are existing functions owned by different
teams, the CCO role unites all these functions to improve business development teams on meeting
productivity, and deliver an improved customer experience. short-term revenue goals. No one was looking
at things from the customers’ holistic
The CCO makes sure the customers’ voice is heard on the perspective. We knew we needed to change
executive management team. They hold influencing power over our culture to better serve the one reason we
decisions involving spending of resources, and how the company
all exist — our customers.”
prioritizes development of the product and service.

- Marc Stigter, Cary Cooper

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 Samples of Customer Success Roles & Responsibilities
Customer Success Executive Customer Success Manager
Acts as the frontline of the company. A problem solver as well as You should possess the best customer management and
active pursuer of leads and existing customers to discover their business consultancy skills. Having a strong passion for
challenges. You will be given an opportunity to learn the customer engagement and expansion of customer use cases,
ins-and-outs of the software and will be able to answer in-depth you have impeccable relational skills and can create a win/win
questions. environment for everyone.

Responsibilities: Responsibilities:

● Identify the technical root cause of issues faced by clients ● Own overall relationship with assigned clients, which
with our product and assist in resolution includes: increasing adoption, ensuring retention, and
maxing satisfaction.
● Be an information source for customers to find out about
the company product, handle inquiries, deal with ● Establish a trusted/strategic advisor relationship with
customer complaints, and provide solutions each assigned client, and drive continued value of our
products and services.
● Liaise with other departments when necessary;
● Develop, prepare, and nurture customers for advocacy.
● Provide excellent and timely customer support to users
● Work with clients to establish critical goals, or other key
● Follow the Quality Assurance procedures and other
performance indicators and aid the customer in achieving
relevant work processes as well as contribute to their
their goals.
improvement
● Work to identify and/or develop upsell opportunities.
● Ensure customers achieve their adoption and success
targets ● Advocate customer needs/issues cross-departmentally.
● Create and manage a custom plan for each customer ● Manage programmatic account escalations

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 Customer Success Vice President
A senior executive to own driving success for our customers. This role includes responsibilities for all Customer Success activities
(e.g., onboarding, services, support, advocacy, adoption, retention) and outcomes (e.g. renewals, upsell, cross-sell etc.).

Responsibilities:

● Driving Customer Success outcomes

● Defining and optimizing customer lifecycles

● Managing Customer Success activities

● Measuring effectiveness of Customer Success

● Enhancing effectiveness and efficiency through technology

● Leading world-class Customer Success team

● Inspiring a Customer Success atmosphere throughout Company

● Ensuring optimum account performance and smooth business processes

● Developing and implementing an effective strategic account plan through

collaboration with other team members

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Qualities of a Winning Customer Success Team

40
Tips to Improve the Value Your Customer Success Team Delivers

D f C S R
Customer Success Management

Professional Services / Customer Service / Technical Support

F L -T V I fI O

- Primary Focus -
Maximizing Customer Value In Every Customer Interaction,
Including Email, Phone, In-person, and In-App

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 B P &C O f
C E
Ad-Hoc Interactions

Impromptu phone calls, email, or on-site engagement whenever issues arise

Bi-Weekly Calls

CSM - Customer interactions with discussions on user experience, product issues, and enhancement suggestions

Quarterly Business Reviews

Meetings involving various teams to elevate product discussions beyond the day-to-day technical issues, and
determine priorities for coming quarter

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