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    Workbook CCSM101CustomerSuccessKeyConcepts

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    srini
    The document provides an overview of key concepts in customer success. It summarizes the macro market changes that drove the evolution of the customer success role from a focus on products to an emphasis on recurring services and subscriptions. It identifies the five hallmarks critical to a comprehensive customer success strategy: focusing on customer engagement, organizational alignment around customer outcomes, developing a common language, learning from churn, and creating an early warning system. The document demonstrates an understanding of common customer success terminology.

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    Workbook CCSM101CustomerSuccessKeyConcepts

    Uploaded by

    srini
    53 views13 pages
    The document provides an overview of key concepts in customer success. It summarizes the macro market changes that drove the evolution of the customer success role from a focus on products to an emphasis on recurring services and subscriptions. It identifies the five hallmarks critical to a comprehensive customer success strategy: focusing on customer engagement, organizational alignment around customer outcomes, developing a common language, learning from churn, and creating an early warning system. The document demonstrates an understanding of common customer success terminology.

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    The document provides an overview of key concepts in customer success. It summarizes the macro market changes that drove the evolution of the customer success role from a focus on products to an emphasis on recurring services and subscriptions. It identifies the five hallmarks critical to a comprehensive customer success strategy: focusing on customer engagement, organizational alignment around customer outcomes, developing a common language, learning from churn, and creating an early warning system. The document demonstrates an understanding of common customer success terminology.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    53 views13 pages

    Workbook CCSM101CustomerSuccessKeyConcepts

    Uploaded by

    srini
    The document provides an overview of key concepts in customer success. It summarizes the macro market changes that drove the evolution of the customer success role from a focus on products to an emphasis on recurring services and subscriptions. It identifies the five hallmarks critical to a comprehensive customer success strategy: focusing on customer engagement, organizational alignment around customer outcomes, developing a common language, learning from churn, and creating an early warning system. The document demonstrates an understanding of common customer success terminology.

    Copyright:

    © All Rights Reserved
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    of 13

    CCSM- 101

    M A STERING CUSTOM ER
    SUCCESS KEY CONCEPTS
    Workb ook
    LEA RNING
    GOA LS
    Sum m a rize the m a c ro

    1 m a rket c ha ng es tha t
    d rove the evolution of the
    Custom er Suc c ess role.

    Id entify the five ha llm a rks

    2 c ritic a l to a
    c om p rehensive Custom er
    Suc c ess stra teg y.

    Artic ula te why Custom er

    3
    Suc c ess should b e
    c onsid ered a c ore
    c om p a ny op era ting
    p hilosop hy.

    Dem onstra te a n

    4 und ersta nd ing of c om m on


    Custom er Suc c ess
    term inolog y.

    2
    TA BLE OF
    CONTENTS
    TOPIC PAGE
    HOW DID IT ALL START? 4

    THE AGE OF SUBSCRIBERS 5

    THE SUBSCRIPTION ECONOMY 6

    CHURN 7

    5 HALLMARKS OF CUSTOMER SUCCESS 8

    MAKING SUCCESS HAPPEN 9

    KEY CONCEPTS & TERMINOLOGY 10

    3
    HOW DID
    IT A LL STA RT?
    Th e Big Ch a n g e: From Prod u c t t o Serv ic e
    THE PRODUCT ERA THE SERVICE ERA
    - Dem a nd exc eed s Sup p ly - Sup p ly exc eed s Dem a nd
    - Foc us on the sup p ly c ha in - Foc us on the c ustom er
    - Six sig m a - User exp erienc e d esig n
    - Internet c ha ng es everything - Cloud + Mob ile c ha ng es everything
    - System s of Rec ord - System s of Eng a g em ent
    - SAP, Ora c le, Cisc o, Mic rosoft, - Sa lesforc e, Am a zon, Ap p le,
    Intel Mic rosoft
    - B2B ena b les B2C - B2C ena b les B2B
    - Custom er Sup p ort - Custom er Suc c ess

    Sh ift t o a s- a - serv ic e m od el a ffec t in g ev ery en t erp rise


    Cred it: Geoffry Moore

    4
    THE A GE OF
    THE SUBSCRIBER
    Tod a y, everything from soc ks to c a rs to softwa re is a va ila b le
    a s a servic e. New a nd existing c om p a nies a re a d op ting
    sub sc rip tion- b a sed revenue m od els in resp onse to c ha ng ing
    c ustom er exp ec ta tions.

    We're no long er in The Ag e of the Custom er. We ha ve entered


    the next a g e - The Ag e of the Sub sc rib er - a nd the d efining
    them e of the new a g e is und ersta nd ing b usiness outc om es
    a nd d elivering rec urring va lue.

    5
    THE SUBSCRIPTION
    ECONOM Y
    Th e Fin a n c ia l Risk Ha s Sh ift ed

    Credit: Totango

    Sim p le Sa a S Ec on om ic s Exa m p le

    Let's a ssum e it c osts $18 to a c q uire a new c ustom er


    ( CAC - Cost of Ac q uisition) . And you m a ke $1 in revenue/ m onth
    from tha t c ustom er. You won?t rec oup CAC ( b rea k- even) until
    m onth 18.
    So if tha t c ustom er lea ves a fter 12 m onths, you would inc ur a
    d irec t fina nc ia l loss of $6.
    In a d d ition, you would ha ve a n unha p p y ex- c ustom er telling
    others a b out their exp erienc e - whic h would , in turn, d rive future
    CAC hig her, p erp etua ting the p rob lem .
    This is not susta ina b le.

    6
    CHURN
    In the sp ring of 2005, Ma rc Benioff, CEO of
    Sa lesforc e, wa s on top of the world . Sa lesforc e
    wa s on a roll.
    After a whirlwind , five- yea r run up to a suc c essful
    IPO the future looked b rig ht.
    Sa lesforc e ha d nea rly 20,000 c ustom ers. The
    rec ent num b ers showed a n 88% inc rea se in
    b ooking s. They were on a tra jec tory for hyp er
    g rowth. Thing s were g ood .
    They ha d a g rea t p rod uc t. The p rob lem wa s tha t it wa s rela tively
    exp ensive a nd still viewed a s a nic e- to- ha ve b y c ustom ers.
    Da vid Dem p sey wa s in c ha rg e of renewa ls in Sa lesforc e's Europ ea n
    b usiness. Wha t Dem p sey sha red in his p resenta tion to the lea d ership
    tea m , on tha t fa teful d a y, wa s tha t Sa lesforc e wa s losing c ustom ers
    a t a ra te of 8% - p er m onth!
    The ra te of new c ustom er a c q uisition ha d b een m a sking a
    fund a m enta l wea kness in the Sa lesforc e b usiness m od el - over the
    c ourse of a yea r, nea rly every c ustom er wa s lea ving .
    Sa lesforc e's b usiness resp onse to this situa tion wa s to la y the
    found a tions for wha t b ec a m e known a s Custom er Suc c ess.

    Ch u rn d est roy s su b sc rip t ion b u sin esses.

    7
    5 HA LLM A RKS OF
    CUSTOM ER SUCCESS
    Desc rib e why ea c h of the ha llm a rks a re im p orta nt.
    1. Foc u s on c u st om er en g a g em en t .

    2. Crea t e org a n iza t ion a lig n m en t t o d eliv er c u st om er


    ou t c om es.

    3. Dev elop a c om m on la n g u a g e.

    8
    5 HA LLM A RKS OF
    CUSTOM ER SUCCESS
    4 . Lea rn from c h u rn .

    5. Crea t e a n ea rly w a rn in g sy st em .

    9
    M A KING
    SUCCESS HA PPEN
    "Su c c ess is n ev er ow n ed , it is
    ren t ed , a n d t h e ren t is d u e
    ev ery d a y ."
    - Rory Va d en, Author of New York Tim es
    Best Seller, Ta ke the Sta irs

    1. Custom ers a re now b uying outc om es.


    2. Custom er Suc c ess is help ing your c ustom ers to a c hieve their
    d efinition of suc c ess throug h the use of your p rod uc t or servic e.
    3. Custom er Suc c ess = Outc om es + Exp erienc e.
    4. It?s a tea m effort.
    5. Suc c ess m ust b e p a rt of the Org a niza tiona l DNA.

    1 Set t h e rig h t
    exp ec t a t ion s 2 Deliv er
    v a lu e 3 Dem on st ra t e
    v a lu e

    Su c c essfu l c u st om ers w ill:


    - Sta y with you for long er.
    - Sp end m ore m oney with you over tim e.
    - Tell others a b o ut you.

    10
    KEY
    CONCEPTS
    In your own word s, d esc rib e ea c h key c onc ep t.
    Id ea l Cu st om er Profile

    Cu st om er Jou rn ey

    Su c c ess Pla n

    11
    KEY
    CONCEPTS
    En g a g em en t Mod el

    Exec u t iv e Bu sin ess Rev iew

    Pla y s a n d Pla y b ook s

    Risk Ma n a g em en t

    Voic e of t h e Cu st om er

    12
    123 N 321 E
    New Yor k Cit y,
    NY 10007
    em ail@w ebsit e.com 809 La u rel St ., Su it e 1162
    h t t p:/ w ebsit e.com Sa n Ca rlos, CA 94 070
    1-555-555-5555
    13

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