Customer Success Moving from Art to Science

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The role of Customer Success is dramatically changing as SaaS solutions drive pervasive accountability to ensure the customer gets value from your solution. In this presentation Paul Teshima (original SVP of Customer Success at Eloqua) walks through 13 years of learnings and a framework for a Customer Success Maturity Model, in the hope to take what was once an art and turn it into more of a science.

Customer Success:
Moving From Art to
Science
Paul Teshima
Co-founder and CEO
Nudge
@pteshima
neednudge.com
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

How Many of You:
Are Billable?
Have a Quota?
Ever Received a Cape From a Customer?
neednudge.com 3
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

“Looking back it always
seems like a well thought out
plan, but really it was just a
bunch of smart people
begging, borrowing and
stealing resources to help
customers be successful”
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

A Customer Success Maturity Model
Learn to
Scale
Make it
Work, Then
Drive Value
Get to
Product
Market Fit
Grow the
Base
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

0-20 Customers
Get to Product Market Fit
neednudge.com 7
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

A Customer Success Maturity Model
Customers
0-20 20-100 100 – 1,000 1,000+
Stage
Get to Product
Market Fit
Make it Work,
Then Drive Value
Learn to Scale
Grow the
Base
CSMs 0 1-3 <8 By Segment
CSM Role N/A
Product
Engagement
Value
Adoption
Best Practices
Variable
Comp
N/A
50% Corp
25% Renewal
25% NPS
30% Corp
30% Ren/NPS
30% Upsells
30% Corp
30% Ren/NPS
30% Upsells
Systems CRM
CRM
CSP
CRM
CSP
Marketing
CRM
CSP
Marketing
AMs N/A 0 By Quota By Quota
AM Role N/A N/A X-Sell X-Sell
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

Professional Services
Customer Success
Customer Support
User Experience
Market Maturity
Solution Complexity
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

Product Improvements
Product Training/Support
Customer Success Managers
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

How to Build the Business Case?
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

Experiment in Phase 2
1, 1, 1 1/3, 1/3, 1/3
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

 Ensure you look at all
factors to drive product
engagement
 Start building a business
case with what you have
 Every customer matters
do whatever it takes
X Hire a CSM, just yet 
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

20-100 Customers
Make it Work,
Then Drive Value
neednudge.com 15
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

“Culture eats
Strategy for
Breakfast”
- Peter Drucker
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

The Anatomy of a Great CSM
Great at Storytelling Naturally Curious
“Have” Domain
Optimistic, But Cynical
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

CLUBSM
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

“Storytelling works because the
best ones are memorable”
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

Why Do You Need a Customer Success
Platform Now?
SALES CUSTOMER
SUCCESS
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

 Start customer success
storytelling sessions to
drive culture
 Hire for motivation and
teach the skills
 Start implement key CS
practices now, to impact
future growth
X Put account managers on
accounts to upsell
X Let your CSMs become
Tier 1 support
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

100-1,000 Customers
Learn to Scale
neednudge.com 23
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

How Many of You Measure:
Attrition by MRR?
by Customer Count?
By Net MRR?
Average time for new customers to be fully
on-boarded?
neednudge.com 24
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

HOW WHAT
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

I have a hard time
saying “no” to
anyone
CUSTOMERS
SALES
PARTNERS
MARKETING
PRODUCT
SERVICE
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

“Few races are won at the start, but many races are lost there”
- livestrong.com
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

Hold Sales/Services/Partners Accountable
Onboarding Watchlist
< 30 Days 30 – 60 Days > 60 Days
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

Set an Actionable Plan Based on Your
Product Value Lifecycle
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

Find Hunters That
Should Be Farmers
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

Our “Ideal” Customer Lifecycle
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

Avoid the Sample of One
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

Grow Exec Support by Developing a
Customer Success Cadence
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

 Map our your customer
product value lifecycle
 Put pressure on other
groups to do their part
 Develop a customer
success cadence with
your executive team
X Stop CSMs from leaving
the team to other roles
X Hire AMs without domain
and product knowledge
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

1,000+ Customers
Grow the Base
(faster, better, cheaper)
neednudge.com 36
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

As You Grow You Need to Upsell
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima
Source: Pacific Crest SaaS Benchmark Report

Cost to Renew/Upsell 5x Lower Than New
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima
Source: Pacific Crest SaaS Benchmark Report

However New ASP is Still Too Low
Source: Pacific Crest SaaS Benchmark Report
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

Running the Machine
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

The Organization Was Complex
Me
(92)
Consulting
and
Education
(14)
Professiona
l Services
(28)
Account
Mgmt
(4)
Product and
Premier
Support
(34)
Customer
Success
(12)
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

 Leverage upsells/x-sells
as a growth lever
 Document, train and sell
the value of the
“machine”
X Underestimate the value
of over communicating
X Stop storytelling about
customer success
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

#thebestmarketersintheworlduseEloqua
neednudge.com 45
neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

THANK YOU
Paul Teshima
Co-founder and CEO
Nudge
@pteshima
neednudge.com
neednudge.com

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毕业原版【微信:41543339】【杜克大学毕业证(Duke毕业证)】【微信:41543339】成绩单、外壳、offer、留信学历认证（永久存档真实可查）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。【我们承诺采用的是学校原版纸张（纸质、底色、纹路），我们拥有全套进口原装设备，特殊工艺都是采用不同机器制作，仿真度基本可以达到100%，所有工艺效果都可提前给客户展示，不满意可以根据客户要求进行调整，直到满意为止！】【业务选择办理准则】一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信41543339】文凭即可二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信41543339】即可三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。留信网认证的作用: 1:该专业认证可证明留学生真实身份 2:同时对留学生所学专业登记给予评定 3:国家专业人才认证中心颁发入库证书 4:这个认证书并且可以归档倒地方 5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息 6:个人职称评审加20分 7:个人信誉贷款加10分 8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才留信网服务项目： 1、留学生专业人才库服务（留信分析） 2、国（境）学习人员提供就业推荐信服务 3、留学人员区块链存储服务 → 【关于价格问题（保证一手价格）】我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子我给客户的都是第一手的代理价格，因为我想坦诚对待大家不想跟大家在价格方面浪费时间对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。选择实体注册公司办理，更放心，更安全！我们的承诺：客户在留信官方认证查询网站查询到认证通过结果后付款，不成功不收费！

Case Analysis - The Sky is the Limit | Principles of Management

A. F. M. Rubayat-Ul Jannat

The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread. Key takeaways: Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology. Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location. Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks? Discussion questions: Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology. External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries. Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns. Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.

Comparing Stability and Sustainability in Agile Systems

Rob Healy

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William (Bill) H. Bender, FCSI

Senior Project and Engineering Leader Jim Smith.pdf

Jim Smith

I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines. My experience includes:  Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)  Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.  Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)  Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.  Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.  Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)  Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.  Great knowledge of ISO9001, NFPA, OSHA regulations.  User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau. I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail. Jim Smith 678-993-7195 jimsmith30024@gmail.com

在线办理(Murdoch毕业证书)莫道克大学毕业证电子版成绩单一模一样

tdt5v4b

学校原件一模一样【微信：741003700 】《(Murdoch毕业证书)莫道克大学毕业证电子版成绩单》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。本公司拥有海外各大学样板无数，能完美还原。 1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700 【主营项目】一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！二.真实使馆公证(即留学回国人员证明,不成功不收费) 三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度) 如果您处于以下几种情况： ◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】 ◇面对父母的压力，希望尽快拿到； ◇不清楚认证流程以及材料该如何准备； ◇回国时间很长，忘记办理； ◇回国马上就要找工作，办给用人单位看； ◇企事业单位必须要求办理的 ◇需要报考公务员、购买免税车、落转户口 ◇申请留学生创业基金留信网认证的作用: 1:该专业认证可证明留学生真实身份 2:同时对留学生所学专业登记给予评定 3:国家专业人才认证中心颁发入库证书 4:这个认证书并且可以归档倒地方 5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息 6:个人职称评审加20分 7:个人信誉贷款加10分 8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才

在线办理(UVic毕业证书)维多利亚大学毕业证录取通知书一模一样

tdt5v4b

学校原件一模一样【微信：741003700 】《(UVic毕业证书)维多利亚大学毕业证》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。本公司拥有海外各大学样板无数，能完美还原。 1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700 【主营项目】一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！二.真实使馆公证(即留学回国人员证明,不成功不收费) 三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度) 如果您处于以下几种情况： ◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】 ◇面对父母的压力，希望尽快拿到； ◇不清楚认证流程以及材料该如何准备； ◇回国时间很长，忘记办理； ◇回国马上就要找工作，办给用人单位看； ◇企事业单位必须要求办理的 ◇需要报考公务员、购买免税车、落转户口 ◇申请留学生创业基金留信网认证的作用: 1:该专业认证可证明留学生真实身份 2:同时对留学生所学专业登记给予评定 3:国家专业人才认证中心颁发入库证书 4:这个认证书并且可以归档倒地方 5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息 6:个人职称评审加20分 7:个人信誉贷款加10分 8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才

Public Speaking Tips to Help You Be A Strong Leader.pdf

Pinta Partners

In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking. Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/

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在线办理(Murdoch毕业证书)莫道克大学毕业证电子版成绩单一模一样

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Customer Success Moving from Art to Science

3. neednudge.com 4

4. “Looking back it always seems like a well thought out plan, but really it was just a bunch of smart people begging, borrowing and stealing resources to help customers be successful” neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

8. A Customer Success Maturity Model Customers 0-20 20-100 100 – 1,000 1,000+ Stage Get to Product Market Fit Make it Work, Then Drive Value Learn to Scale Grow the Base CSMs 0 1-3 <8 By Segment CSM Role N/A Product Engagement Value Adoption Best Practices Variable Comp N/A 50% Corp 25% Renewal 25% NPS 30% Corp 30% Ren/NPS 30% Upsells 30% Corp 30% Ren/NPS 30% Upsells Systems CRM CRM CSP CRM CSP Marketing CRM CSP Marketing AMs N/A 0 By Quota By Quota AM Role N/A N/A X-Sell X-Sell neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

13.  Ensure you look at all factors to drive product engagement  Start building a business case with what you have  Every customer matters do whatever it takes X Hire a CSM, just yet  neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

16. A Customer Success Maturity Model Customers 0-20 20-100 100 – 1,000 1,000+ Stage Get to Product Market Fit Make it Work, Then Drive Value Learn to Scale Grow the Base CSMs 0 1-3 <8 By Segment CSM Role N/A Product Engagement Value Adoption Best Practices Variable Comp N/A 50% Corp 25% Renewal 25% NPS 30% Corp 30% Ren/NPS 30% Upsells 30% Corp 30% Ren/NPS 30% Upsells Systems CRM CRM CSP CRM CSP Marketing CRM CSP Marketing AMs N/A 0 By Quota By Quota AM Role N/A N/A X-Sell X-Sell neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

21.  Start customer success storytelling sessions to drive culture  Hire for motivation and teach the skills  Start implement key CS practices now, to impact future growth X Put account managers on accounts to upsell X Let your CSMs become Tier 1 support neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

23. How Many of You Measure: Attrition by MRR? by Customer Count? By Net MRR? Average time for new customers to be fully on-boarded? neednudge.com 24 neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

25. A Customer Success Maturity Model Customers 0-20 20-100 100 – 1,000 1,000+ Stage Get to Product Market Fit Make it Work, Then Drive Value Learn to Scale Grow the Base CSMs 0 1-3 <8 By Segment CSM Role N/A Product Engagement Value Adoption Best Practices Variable Comp N/A 50% Corp 25% Renewal 25% NPS 30% Corp 30% Ren/NPS 30% Upsells 30% Corp 30% Ren/NPS 30% Upsells Systems CRM CRM CSP CRM CSP Marketing CRM CSP Marketing AMs N/A 0 By Quota By Quota AM Role N/A N/A X-Sell X-Sell neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

34.  Map our your customer product value lifecycle  Put pressure on other groups to do their part  Develop a customer success cadence with your executive team X Stop CSMs from leaving the team to other roles X Hire AMs without domain and product knowledge neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

40. A Customer Success Maturity Model Customers 0-20 20-100 100 – 1,000 1,000+ Stage Get to Product Market Fit Make it Work, Then Drive Value Learn to Scale Grow the Base CSMs 0 1-3 <8 By Segment CSM Role N/A Product Engagement Value Adoption Best Practices Variable Comp N/A 50% Corp 25% Renewal 25% NPS 30% Corp 30% Ren/NPS 30% Upsells 30% Corp 30% Ren/NPS 30% Upsells Systems CRM CRM CSP CRM CSP Marketing CRM CSP Marketing AMs N/A 0 By Quota By Quota AM Role N/A N/A X-Sell X-Sell neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

42. The Organization Was Complex Me (92) Consulting and Education (14) Professiona l Services (28) Account Mgmt (4) Product and Premier Support (34) Customer Success (12) neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

43.  Leverage upsells/x-sells as a growth lever  Document, train and sell the value of the “machine” X Underestimate the value of over communicating X Stop storytelling about customer success neednudge.com All Rights Reserved Paul Teshima 2014 @pteshima

46. THANK YOU Paul Teshima Co-founder and CEO Nudge @pteshima neednudge.com neednudge.com

Editor's Notes

Move/Edit Tactics between Quarters with the customer Change the red fill to the right of each to yellow or green as Tactics are completed

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