By Burke Alder
Once a deal is signed, the ink is dry, and the kick off meeting is scheduled, it’s time for your customer success managers (CSMs) to drive a proactive approach to an awesome customer experience.
The Hand Off of People’s Goals and Needs
Often this means looking back at the SOW (Statement of Work) to see what was sold and then working with the implementation team to get those goals off the ground first. It’s easy for CSMs to get caught up in the excitement of a new logo and the fast-paced energy of new customer kickoffs, but sometimes this comes with a price—key individuals and their specific needs and goals can get lost in the shuffle. Make sure your hand off clearly passes on key goals and needs for each person in the buying process. This is where you move from logo to people oriented customer success.
Go High and Wide
The approach of ensuring each individual customer is recognized is something we refer to as “going high and wide”—making sure everyone associated with a brand has a strong and solid relationship with your customer success team. This strategy doesn’t just stop at executives or Project Managers, either. It’s critical for every single person in a customer organization, from executives to end users, to understand the value of a product and how it impacts their company. On this same note, it’s equally as critical for CMSs and other key stakeholders at your company to understand exactly what these customers are looking for and how to deliver long-term growth and satisfaction.
4 Key People You Need to Make Successful
You need to know and deliver value to the right people across the organization. Every person defines value differently. For some, it’s clear-cut ROI. For others, it’s ease of use or increased efficiency. It’s the responsibility of customer success teams to break through to what value means for every person in a customer organization, and then deliver on that promise. Let’s take a look at what this could mean across several different stakeholders:
Executive contacts can help drive change and value for your partnership at any stage of the customer journey. Oftentimes executive relationships are driven by a high ROI, employee satisfaction, and maybe even increased media attention. It’s not uncommon for customer executives to develop strong relationships with internal executives, putting customer success at the forefront of many executive meetings and discussions.
2. Decision Makers
Decision makers are the ones who sign off on any renewals or upsell opportunities. These can include individuals like CFOs, CIOs, CTOs, or even Vice Presidents who are interested in product ease of use, deliverability, and results for their individual teams. It’s important to get to know the decision makers during the early (and late) stages of the sales process to really hone in on what they are looking for from your product, but perhaps more importantly to maintain the relationship long-term as they continue to seek value and results.
Influencers include project managers, directors, and other key stakeholders who use the product Go to the full article.