This document discusses customer success and outlines key aspects of building an effective customer success organization and process. It defines customer success as ensuring customers continually receive value from a company's products over the lifetime of the customer relationship. The document notes that customer success is critical to business, helps drive product roadmaps, and creates long-term partnerships. It also outlines different organizational structures for customer success teams and provides an action plan for improving customer success processes.

1. CUSTOMER SUCCESS
Jason Noble
July 2015

2. ATEXT BOOK DEFINITION
Customer Success – “a proactive, holistic and organisation level
approach that leverages technology and real-enough-time
visibility into customer health (not just usage data, but any
contextual inputs) to ensure our customers – including those
who directly use (users, administrators, etc) and those who
benefit from the use of our product – continually and increasingly
receive value from our product over the course of their lifetime
as a customer”.

3. PUT SIMPLY
Customer Success – ensuring our customers are getting
increasing value from our products and services and that they are
sticking around.

4. WHY
Customers gaining the maximum value from our products
Feeding into our product roadmap and vision
Creating long term partnerships with customers
Part of our culture, not just a team
Multi-disciplinary function

5. BUSINESS CRITICAL FUNCTION
At the heart of any technology services business
Most customer value (recurring) comes after the initial sale
Replacing churn with new customers gets harder with scale
Keeping our customers happy

6. KEY ELEMENTS
Customer development and acquisition - including sales process
Billing and payments
Customer on-boarding
Technical and functional support
Customer experience management and feedback
Customer engagement and expansion
Customer renewal and retention

7. 4TYPES OF ORG STRUCTURE
In order of product complexity and maturity:
1. Firefighter - very early stage as starting point
2. Sales oriented - better suited for lower touch deployments
3. Services oriented - for higher touch businesses, peer role
4. Integrated - CCO model, owns existing customer revenue

8. TEAM STRUCTURE EVOLUTION
Integrated Model

9. OUR CUSTOMER SUCCESSTEAM
Account management (renewals) - focused on getting the
renewals, servicing the key accounts and issue prioritisation
Performance management - focused on adoption, delivery of
client performance campaigns, as strategic partner to the clients
On-boarding and professional services - and implementation
Support - technical and functional
Training - initial and on-going

10. CUSTOMER ACTION PLAN
1. Customer audit - knowing our customers (renewals, churn etc)
2. Dry-runs for all customer touch points
3. Feedback and usage - processes, systems, metrics and trends
4. Customer segmentation - by value (to determine approach)
5. Team - processes and new hires
6. Stakeholder meetings and consultations

11. CUSTOMER ACTION PLAN
7. Review self-service capabilities (including training)
8. Team feedback - levels of empowerment and accountability
9. Daily customer review processes - don’t let customers ask twice
10.Agree customer success KPIs
11.Customer success dashboard - fully visible

12. KNOWING OUR CUSTOMERS
Customer churn
Renewal value
Revenue forecasts and growth rates
Product usage
Support feedback - ratings
Customer satisfaction - surveys and NPS