Just like any job, it’s important to quickly and efficiently get Customer Success Managers (CSM) up and running. Subscription Economy companies like yours spend a lot of money to acquire customers, so keeping them delighted, renewing, and wanting to buy more is absolutely critical to long-term success, which is where the CSMs come into play.
At Gainsight we help Enterprise SaaS, Ad Tech, and other subscription businesses implement Customer Success strategies through our articles, presentations, and of course our Customer Success Management technology. …and somewhere along the way, I inadvertently became the Neil Clark Warren of Customer Success (founder of eHarmony for those tracking) matching Customer Success executives with job
Calculating customer health – to show both customer satisfaction and loyalty – is a primary focus for Customer Success managers. A successful customer base is what keeps a subscription business like enterprise Software-as-a-Service and Ad Tech alive and thriving. Which is why I’m excited to share with you the third research paper from Forrester Research, which continues
At PubMatic, our mission is to enable publishers to realize the full potential of their digital assets. Today, we are accomplishing this by providing a cloud-based software platform designed to allow publishers to manage and drive their advertising business in real-time. Because we deliver our platform as a service, we have many of the same
If you are young and just starting out in business, or just restarting your career in Customer Success, it’s a perfectly legitimate question to ask not just “Why Customer Success as a career?”, but also where it might lead. The good news is that the skills required, and that you will develop, to be a
Why would you choose Customer Success as a career? Or even as a stopover in your career? Interesting question and one worth exploring. So, let’s explore. Let’s start by talking about what skills are required to adequately perform this role. After all, no one wants to go in to a job or career that they’re
It’s been a little over a month since 900+ leaders in Customer Success gathered in San Francisco for Pulse 2014. We’ve shared some of the initial numbers and content from the historic event, however, we wouldn’t be much of a Customer Success company if we didn’t survey the attendees and share the results of our
Enterprise technology has historically been built to serve an IT buyer. If you’ve ever filled out an RFP, you would almost certainly have seen a laundry list of requirements using words like controls, administration and compliance. Often missing from that list (or de-prioritized at least) was a focus on user needs, since addressing the business
There’s been a ton of conversation in the past several years about the technology buying power shift from the CIO to the CMO. The arguments supporting this claim are that a) marketing has the budget, b) SaaS has expedited application time to value and c) organizationally, marketers are building “full stack” teams that can handle
We’ve spent a lot of time and energy in the past couple years helping to provide some insights and best practices into the practitioner side of Customer Success Management. We’ve had lots of discussions about how to hire and compensate CSMs, how to score customer health, how to manage your RED/Yellow/Green meetings and many, many