Latest Thinkingsuccess methods
All of our latest thinking on the tools, process, ideas and skills you’ll need to be a successful customer success manager.
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?
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?
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.
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.
We all need plans, we all make plans, we all use and are subject to plans. So how do you make sure you have a good plan, the right plan, a tested plan. How do you capture the learnings from executing your plan and how do you keep improving your ability to plan and adapt as the world changes around you?
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?