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As you move up in maturity the CS focus changes from the team to the entire company

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Obsessive Customer Focus - key to overall success...company philosophy not a department. Non-silo'd to ensure it is transformative company wide not just customer wided

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https://www.bcg.com/en-us/offices/seattle.aspx

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Just like the previous session mentioned we are very CSM team process focused right now trying to standardize these things captured here. As we do it will be easier to move this to a company wide focus as the data wont be able to be ignored!

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Using data to strongly indicate the necessity of CSM and, really, CS across the company. Using data to provide Insights and inform Discussions.

It is important to identify How CS makes the company money- the data will show this

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We have been grappling with the most important with Dan and the Opps team

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Great visual to show ownership and various participants - highlights how CS is more of a supporting role at times while also readily identifying the key areas CS owns. Helps highlight the key to collaboration.

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Customer Success owns the adoption and renewal

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Cross-collaboration between sales and CSMs - definitely something we have been doing well at Illuminate - something we need to take to the streets and make this a greater reality with more teams: Product, Support, Executive leadership

For better collaboration, increase the frequency of interaction.

Emphasis on Cross Functionality - where there is not a clear cross functionality workflow, collaboration and successful CS integration across teams is difficult.

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Interesting idea regarding tracking lead creation by CSMs. Creates a path for a CSM to, through a strategic conversation, to identify a potential lead and, by passing to sales, help increase revenue. At gainsight, this is tracked and compensation is provided accordingly.

TO SELL IS HUMAN - and a gigantic portion of what CSMs actually. Encourages effort to fully understand a clients need and to skillfully identify new lead

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How do you keep the customer care separate from haggling over price and still own the renewal?

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Not having appropriate metrics for each function - to difficult to track without.

CSM has the highest level of metrics; greater than other positions and, frequently, tied to compensation. Without informed compensation, it can impact overall effectiveness of cross-team collaborations

Illuminate has moved away from these key metrics and, via our new Key goals, identified retention as a metric that can be reviewed for additional roles, such as Sales.

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By owning the renewal dollars, we increase our value to the company.

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Very difficult to make this change, emphasizing funding and support CS and CSM, to actually occur

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If it don't make dollars, it don't make sense

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If it don't make dollars, it don't make sense

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Be clear about what improving the customer experience is actually worth and how it generates value

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Case study on a large software company interviewing 40 stakeholders across the business. Constructive feedback pointing to the need for customer success coupled with them not meeting their renewal goal of 90%. Deconstructing renewal rates gives a guide on how to go about improving performance.

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Can get great renewal rate, but still lose money due to discounts, extra hours etc.

essentially, really break down the renewal rates to understand what exactly is your NET renewal rate.

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Renewal = Resolution Rate x Close Rate x Conversion rate

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Renewal = Resolution Rate x Close Rate x Conversion rate

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Working with key individuals across your company to identify what the customer mapping/journey should look like.

Better the mapping, the better the overall income will be.

IF the client is not growing, they are going. Growth is key!

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Define customer personas, understand their experience working with our company, moments of impact are hugely valuable.

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9 moments that matter in a B2B customer journey

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9 moments that matter in a B2B customer journey

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1. Engage
2. Qualify
3. Evaluate & Purchase
4. Onboarding - where customer success kicks up.
5. Adopt
6. Expand - if the customer is not growing they are going.
7. Retention & support
8. Renew - how proactive are you in providing information needed for customers to renew
9. Refresh -

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People
Process - well defined and documented process to allow us to scale.
Technology - more than CRM, what is the tech infrastructure we have established to help make our team successful? How are we managing the productivity of our team?
Data
KPI (key performance indicator) - you can't fix what you don't measure. CS must be justified continually over time.

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1. Define business outcomes
2. Deconstruct current performance
3. Define moments that matter
4. Use 5 lenses to assess where we are and where we want to go

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Every moment, every interaction with a customer matters. Make sure you are capitalizing on those moments in each stage of the life cycle.

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Leveraging lower touch models decreases labor cost and increases profits.

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Connect strategic plans across the business to optimize results.

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Creating Happiness and identifying how to make this happen. Specific process with its own unique issues.

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Interesting way of creating a community and interesting way of training. Similar to the PS style of university.

Also have created a connected plan, showing each step along the way to and emphasizes the roles of the internal team and external team from A-Z.

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No useful data for the client, no playbook or guide for methodology.

CREATE a partnership who helps explain and deliver the playbooks and methodology guides. Sharing data, helping identify overall success for the client.

Illuminate can and should do better helping clients and CSMs better identify where a client actually falls

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We cannot solve today's problems with the same kind of thinking we used when we created them.

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Customer Success at Scale: Profitable - Predictable - Reproducible.

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Customer Success at Scale: Profitable - Predictable - Reproducible.

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Global Renewals Team separate from the Global Customer Success Team.  The Customer Success Team is responsible for the retention and keeping their clients happy. You are impacting the renewal everyday with every interaction. AE is brought in when needed on the account for a transaction, but CSM ultimately owns the renewal.

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Balance between monitoring the number and health score on a regular basis, but not wanting to negotiate prices.  Customer reaches out for help to the CSM, but the AE for sales or money conversations. Ensuring the customer gets the value for what they signed up for his the job of the CSM. It isn't about owning the number, it is about making the customer want to do business with you!

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Try to pilot any changes with a handful of clients.

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Traits needed include customer empathy and people who will take the extra step to make our customers happy.
We can teach you our product, but not some of those soft skills.

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sales, technical track, Genesys advisors with larger customer, not a single answer...depends on the individual

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What does the CSM do? What does the AE do? The clearer you can be the better. The culture at Box, people come to the table with a respect for their colleagues and leading with positive intent.

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Invite the CSM to attend sales functioned to be recognized. Work in progress and not enough! We have talked about a formal recognition program. We let our customers do it for us. Use NPS results and the CSM goes to the customer to affirm what the client is saying. A lot of time the NPS mentions the CSM as the key to their success. A good salesperson calls out the great things the CSM does.

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Where do we currently fall?

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1. empower on the product
2. engage with company/customers 3. advocate in market/industry

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connect senior customers to new customers as "mentors"

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connect senior customers to new customers as "mentors"

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connect senior customers with new  customers as "mentors"

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- empower on the product (outcome: retention/renewal)
- engage with company/customers (outcome: product expansion)
- advocate in the market industry (outcome: customer market expansion - leads + sales velocity)

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We (Illuminate) are doing this through regional meetings and our conference. But we can def. improve more sharing/interaction between customers to share best practices. Doing panel type webinars/inviting guest speakers also helps.

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So important for us to identify advocates early and throughout the customer journey. Let me know if you know someone who is NOT on this list and should be!: https://docs.google.com/spreadsheets/d/1JDjlSeEF21mxAsMUDiFvOb57IwPoczbaiJR8Ot0keFg/edit#gid=2053046237

FYI - We don't have a "tool" like Influitive to manage these advocates/referrals. Maybe down the line, but Dan and team not ready to move in that direction yet- we have lots and lots of other priorities to take care of first.

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- Ensure buy-in throughout lifecylce, not just at sales time
- FYI We (at Illuminate) are developing an Executive Leadership Advisory Board...more info to come.

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Don't try to guess what your customers want - ASK THEM!

The client will tell you what they are looking for, and from their you can actually create

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Don't try to guess what your customers want - ASK THEM!

The client will tell you what they are looking for, and from their you can actually create a Success Map - in this case, they identified 9 ways clients used their ssystem. From their, they adjusted the implementation to support each of the 9 paths.

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MAKE THE PRODUCT AND IMPLEMENTATION immediatiely show the value - help clients achieve their primary goal quickly, and then keep developing.

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CX - more than UI - measured by subjective means and rolled out via one to many

CO (customer outcomes) - customer specific, 1:1 and measured through hard objective metrics

as CSMs, too often CX and CO are handled by the same person, but CX should be built into the product. CX support more than webinars, but actualy guides in the system, a cleaner easier UI, intiuitive practices, clean and clear support

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NPS scores that will be product specific and will help better identify what needs to be done. Using NPS for evaluation of implementation as well - so address UI, CX, and CO with a similar tool

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Use as a tool to share the customer experince across your organization.

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Make sure that sales is documenting what was discussed during the sales cycle, so that CSMs are equipped with important information that can impact the customer implementation.

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"CSMs are not just relationship managers. They are technical and inform Customer Experience."

CSMs Rock :-)