Latest Thinking

success methods

 

All of our latest thinking on the tools, process, ideas and skills you’ll need to be a successful customer success manager.

The Why Of Scaling Customer Success

Efficiently scaling your success team to deliver increasingly valuable customer outcomes and higher levels of satisfaction is an ever more critical capability for SaaS companies to master.
Delivering customer outcomes and satisfaction will drive renewals, expansion and advocacy. This is the fundamental proposition behind customer success. What then are the key ‘whys’ of scaling and how do they feature as part of a well defined scaling strategy?

The Customer Justice League – What Makes For Great CSMs?

Customer Success Management is exploding. Originally the preserve of forward thinking B2B SaaS companies, CSMs are sweeping across the corporate landscape like a superhero virus, infecting companies with hitherto unknown customer facing super powers. Building a CSM team is a superb opportunity to create your own customer Justice League. What then makes for a superhero CSM?

Royalty, Aristocracts And Commoners. Is This How You Segment For Customer Success?

It’s a tricky business, segmenting your customer base for customer success outcomes and the CSM effort to be invested. But fear not, the application of the right questions, asked by and of the right people can lead you swiftly to a plan of action. Do this and you’ll have a very high chance of improving how you serve your customers whilst staying in pursuit of your own success as a business.

How Do I Get Started In Customer Success?

Getting your first job at anything is always tough but luckily in customer success you can almost certainly use your current job to start getting experience and practice. In the process you might just find you also get better at the day job and get more satisfaction in the process.

The Best CSMs Are Thoroughbreds Not Pack Horses

CSMs are increasingly seen as broad utility players in an organisation. Responsibilities can include pre-sales, sales, implementation, support and training. These are all often considered good uses of a CSM’s time in addition to their responsibilities for the success of a company’s customers. In cases like this however are we losing sight of the primary role of CSMs and in danger of turning them from thoroughbreds into pack horses?

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