Post by account_disabled on Mar 5, 2024 11:03:38 GMT
They offered that “over the next months, the adoption of a driven approach to customer success is poised to transform the way enterprise-scale companies deliver long-term customer value.” .» I think we're still in that 24 month window, so let's see where we are today compared to what they proposed. 1. Dynamic and adaptive customer success today, customer success teams primarily join customer relationships after the sale/purchase has been completed. It's not ideal, as those transfers and introductions are often clumsy, and sometimes they simply don't happen. If they occur, there may be several people from different teams involved in the transition meeting, creating a lot of confusion for the client. I have seen this happen. The next thing customers do is ask, “who should I contact if I have a question?” this is deloitte's prediction. "We predict that, in the coming year, the role of customer success will grow to be truly dynamic , with the ability of customer success resources to flex across multiple domains of the customer experience as needed, regardless of whether the customer you are in the early stages of the sales cycle or years into using the product. This dynamic relationship will require a more flexible staffing model that includes a group of overlapping customer success resources that are not dedicated to assigned accounts, but are available to go to where the customer need is greatest at any given time. The dynamic model allows customer success to adapt to serve more customers, and also creates an opportunity for these overlapping resources to become highly skilled specialists to respond at high-impact moments throughout the customer journey, such as onboarding, renewal or resolution of incidents.
Dickey, what do you think is the current state of customer success teams? Are they really dynamic, as deloitte suggests? First, several companies have already adopted a pool-and-pod model, where customer success specialists step in when necessary. Second, customer success teams are already involved in the early phases of the sales process. The pool-and-pod customer success model, now primarily based on skills versus availability, helps the service provider bring the right Buy Bulk SMS Service customer success manager (csm) to the right task. This model is now the norm and a natural progression for service providers looking to offer a better and broader service to their clients. We also see post-sales customer service teams, including customer success, getting involved in the sales process at an earlier stage – when the customer is still a prospect – across the board. Potential customers are much more likely to convert to customers if they see that customer success teams are committed to solving customer problems. In sales-led go-to-market moves, instead of the handoff being a switch, it becomes a collaborative effort between sales and customer success. Customer success involvement gradually increases as customers move through the sales process, and more specialized csms become involved.
In product-led go-to-market moves, applying customer success principles to free/freemium users helps convert them into paying users. Of course, customer success leaders who don't use productivity or automation tools may find it much more difficult to get csms on board from the beginning. Automation techniques can help scale customer success to prospects and customers in both sales- and product-driven moves. 2. Customer success as a packaged product when thinking about the production of service offerings, customer success does not necessarily enter into that thought process. I'm not sure I can think of customer success as a packaged product. Of course, there may be specific consultative offerings you may have or undertake that would be outside of standard customer success responsibilities (see beginning of article!), but do these offerings fall to customer success managers? Deloitte notes that it has seen some of these offerings established within companies, including: “creating product management capabilities with customer success teams; building multiple offerings tailored to specific customer segments; and packaging multiple components of customer success, professional services, support and learning together will become widespread.” to this end, deloitte predicts… «…that companies will need to build structured engagement mechanisms between the multiple teams involved and establish strong feedback loops.