# data[].attributes.body
Thank you @Liz, for making an easy to read session sheet for us to review!

# data[].attributes.body
Who owns implementation? Product or CS in relation to onboarding new clients?

Is there a difference between implementation or even data integration/implementation and product/user training?

# data[].attributes.body
Automating as much as possible (onboarding, training, etc.)within the product. Allowing CSM role to be rebalanced to focus on strategic tasks, providing counsel, driving business, partner to product team.

# data[].attributes.body
Think of creating a persona based NPS not a WHOLE audience, because different views provide different use and feedback.

Consider HOW administering the NPS (email vs in app)

Have an action plan on WHAT you plan to do with it

# data[].attributes.body
Journey Maps & Service Blueprints

Determine the value stream or phases to understand what the journey has been from the beginning, to the end

Buy more? Stay? or Leave?

Establish Required Behaviors of the team

Work with product on a sprint system or backlog of CS pending activities can be included in review

Have CS act as active QA in areas of expertise along with active Clients (could be added to ChurnScore)

# data[].attributes.body
Quorum

They were in high growth mode. Hiring many CSMs regularly (1 per month)

Hired CSM Opps Manager

Plummer (data systems)
Analyst
Process improvement

Surveyed CSMs
Gathered data
Learned that data points were creating noise.

Outlined a number of paths to value for customers

Used data to identify at risk clients, auto journeys

I have been wrong more times than I have been right, but in all we're moving in the right direction. WE're trying things and we're learning to iterate quickly

CS Ops at Quorum lives in CS, not in Ops.

# data[].attributes.body
Speaker talked through this Power Point: file:///Users/natacha.fortis/Downloads/Vyopta_BIGRYG_Behavioral_Economics_and_Customer_Success.pdf

# data[].attributes.body
Same PP as above.

# data[].attributes.body
Org Map:
Multi-thread points of contact - build stronger relationships.
~ID POC's -include their info.
~Who od POc's report to
~Who reports to them?
~What is internal landscape?
User List:
~Power users - Use cases
~Other relationships -other executive relations?
Team members who have relationship with contacts with your customers.
Contacts Outside org.
~personal contacts, prev ees. etc
Cross-Sell opportunities

Tooling:
Build a Universal Format
sharing of info to new CSP.

How do dig into finding this information:
LinkedIn
Sales Nav
Deiscover Org
Lea IQ
Hunter.io
D&B Hooovers
UpLead
S&O Capital
Crunch base.
Company website
News alerts****
Outreach Strategy:
Account Prioritization
Highest ARR
Largest ee count
Multithreading for renewal
growth opportunities
Directional Prioritization
Find TOP down
main POC out
Hot outreach vs  Cold outreach
As by name
Symbiosis - Clear asks and value on both sides - how it help them as well
Pre write the outreach for them
Be polite but persistent. Curious - ask why -
When to use this?
-Onboarding
-EBR or growth opportunity
-Renewal
-POC lost -
Build this in prices - starts with onboarding and continue to build out throughout the relationship.

# data[].attributes.body
https://docs.google.com/document/d/1yPd1_wz0KDhdPgf4c5JfbbWiI2LEIqObw5JiC9ZMEn8/edit?usp=sharing

# data[].attributes.body
happy Customers = Revenue which helps with Budget to build a team of value and purpose

# data[].attributes.body
Weekly Standups to Daily Standups

Shifted Bi-Weekly to Weekly sessions

All Staff weekly on Fridays with action staff highlighting what's happening, as opposed to monthly meetings that seem so far apart.

1:1 Meeting Shifts
Balancing the load of communication

Zoomed out? Try phone instead

Encourage time away

How do you further connect with team?

1. Turn on Your Cameras

2. Don't be afraid to connect to the person, not always about the business

How are you communicating with your team?

Slack, Email, Phone

Guidelines around Slack, what should it really do? Don't let it become the new water cooler

If its important, send an email

If its a notification, slack is best

Goal of INBOX 50 in email instead of INBOX 0

Consider project management of tracking email as a line item in a calendar

# data[].attributes.body
https://docs.google.com/document/d/1k5Nxe4LEzyQR8FDtY9d9G7k4H46sAWT516OcoHIxzGo/edit?usp=sharing

The Winner of the Debate? Those Against CS owning the Renewal

(BOO!!!)

# data[].attributes.body
Consider daily stand ups, human time

Move weekly meetings to bi-weekly

Consider activities or challenges that are virtual (fridge contest, music video)

Slack Guidelines for quick notifications

# data[].attributes.body
Have to implement a CRM, can't know what clients need without

CS helped with escalations of product issues

CS represents the VOC or voice of the customer, working with product often on escalation, QA, etc.

Forming this bridge helps with retention

How to Avoid Friction Between Product and CS

Start with what info is necessary and in which context

Then work together on understanding the language differences of CS vs Product

A product manager and CS managers can help to refine this

Start with common values or Norms between the two teams

Product and VOC displays in Retention, if clients renew or stay, it is because CS listened, product produced, and clients stay.

# data[].attributes.body
One leader Lucy
CS Associate - small -tech touch
CS Manager - mid - varied

Enterprise CSMs - internal promotions, look for background in account management

mid market, mid level - more creative hiring (technical curiousity)
Do lightweight demo of product in interview process

Antoinette

SMB
MidMarket
Enterprise

What attributes?
Active listening
Resilient
Strong time management skills

Automate as much as possible. Guide CSPS to key areas of concern etc. What needs a human touch.

Every risk type is treated the same way via journeys.

ChurnZero = centralized data, allowed for more proactive approach

CS Ops
Part of Operations team.
Build and scale repeatable processes
Collaboration with sales ops, cs, marketing

Signs ready for CS Ops:
Using a lot of different tools
Too many people managing too many different processes
Moving to more data driven approach to journey management
Need for clean data

Always get CSMs and CS leads into change. They own it and have input.

Get leaders involved in speaking with customers

Take time to plan out how you see your organization growing based on your customer base. Make a quarterly growth plan. Don't be afraid to pivot. You're going to have to iterate. Work smart not long

# data[].attributes.body
How do you know? How can you tell?

You can just feel it

Churn is considered a CS problem

Afterthought on decision making and strategic planning

Struggle to get what we need

*We are NOT 2nd class citizens at RP!

# data[].attributes.body
CS won't be taken seriously if you're not working laterally across the org.

Tell the story of the relationship with Data.

Fewer anecdotes, more data

# data[].attributes.body
Metrics depend on size of the customer

Churn figures will vary based on market

Reveals more about the value of delivery not JUST the clients success

Is it really helping clients do what they need to do, change behavior, and help solve problems?

Other Meaningful Metrics of Success Rates at the Board Level

Shifts in market, users, product

Reflection on retention, full catalog of offerings - what are they using?

Trends over time

Qualities of the BEST VP of CS

(Michael fits them all!)

Understands the complete sales cycle, what clients want out of the product or from CS

Having a great handle on data, cannot be anecdotal

How to convince a CEO to invest more into CS?

Most board are seeing retention is super important to the bottom line, growing existing customers

ROI behind it proven to be impactful

No brainer now vs a few years ago

You have to invest in it

# data[].attributes.body
1:Many with engaging and personalized opportunities to help users achieve their goals

There will always been people watching and listening and not always engaging, it doesn't mean they aren't engaged.

Gain, Grow, or Retain

a community for CS leaders, not necessarily managers

(Similar to LLN)

# data[].attributes.body
Podcast as a core pillar of shining a light on customers and that leading to account based marketing, creating referrals and best practices.  Show new partnerships how to succeed.

CS Leadership Office Hours Thursdays 11:30 am ET.  Gaingrowretain.com for more info.