Before we get started, if you’re an NPS purist, you need to know that I’m going to violate norms you hold near and dear in this article. I do suggest you have a solid understanding of how to use NPS the standard (right?) way, so you should check out the recording of a webinar Tracy
Since Customer Success Management isn’t just about reducing churn by retaining customers, but also growing their use of your product over time, I often talk about everything from churn mitigation to Customer Nurture campaigns. When I talk about all of those things, I’m almost always asked which they should focus on first; retention or nurture.
Allison introduced this framework for managing risks at Gainsight’s annual Pulse conference earlier this month. We’re making it available to the community for the first time in this blog post. In the past, we introduced the concept of Code Red as an approach to tackling risk in our customer base. In our original Code Red
Customer Success is the new trend worldwide and many SaaS and non-SaaS companies are now discovering the challenge of global expansion. This is brand new territory for most businesses, with very little guidance and expertise available. I have been working for many years now successfully building and developing Customer Success teams across Europe and I
Everyone in the Customer Success world is primarily focused on – in one form or another – monitoring and managing Customer Health. This is the one that everybody is talking about and thinking about. Everyone understands how important this is. And there’s a lot of information about customers that can help you understand and manage
In the Customer Success world, the idea of handing-off a customer from one group to another is a big deal. Whether it’s from Sales to Onboarding or Onboarding to Customer Success, these handoffs can make or break the customer’s experience with you. I’ve even written about the less-often-discussed nailing of handoffs between Customer Success Managers (CSMs)
Customer Success is not just an organization, but is really a philosophy and requires the whole company to be behind it. If that isn’t true, then the odds of being successful at this are pretty small because like most organizations, Customer Success does not live on an island. Retention truly depends on every part of
I get asked all the time how you will know if your Customer Success initiative is, well, successful. First, you have to focus on your customers and remember that they have a desired outcome. Solve for that and know what it takes to get them there. Measure and monitor to ensure they’re successful along the way;
I’m often asked what the best ways are to test whether you are satisfying customers, but I think those questions are actually misaligned with what we really should be focusing on. Before I go on, I have to say that I still say things like “make the customer happy” (even though I wrote this article) and “improve
One of my favorite Customer Success sayings is: “Not only is the customer not always right, they’re almost always wrong.” When Dan Steinman, Chief Customer Officer here at Gainsight, came up with that saying, he did so to be provocative and to make a point. Now, to bring it back around and put everyone at ease,