例如，一个专门解决“churn threats”（客户liú失风险）的CSΜ团队可能会huā费所有的时间去劝说“Code Red”（红sè代码，代指风险liú失客户）的客户不要离开。
The Definition of Customer Success
All across the high technology industry and now well beyond it, a new and vital role is being established and developed. The job goes by many names: Customer Success Manager, Client Advocate, etc., but regardless of the label, it’s all about customer relationship retention and optimization. The foundation is the acknowledgement that the most effective way to keep your customers is to make them as successful as possible in using your product.
What is the definition of Customer Success Management?
For any business that depends upon continuing income streams from its customers, the choice is becoming clear. You either actively manage your customer relationships as strategic portfolio assets, or you effectively cede control over them and your company’s future to chance and/or the competition. Customer acquisition is only the very first step in an extended journey for both customer and company.
What is Customer Success? Customer Success is a long-term, scientifically engineered, and professionally directed strategy for maximizing customer and company sustainable proven value.
The emerging role is about a solution to the core issues of customer portfolio development, retention and expansion. In practice, Customer Success is an integration of functiоns and activities of Marketing, Sales, Professional Services, Training and Support into a new profession. There are three necessary building blocks for this emerging profession: an in-depth knowledge of the customers, effective expertise in the product being sold, and extensive domain expertise.
The day of the traditional perception of a product as a stand-alone artifact, with its historically hodgepodge tactical methods of packaging and distribution, has passed. The ultimate strategic goal of the Customer Success role is sustainable corporate profitability and growth. The method is to make your customers as profitable and productive as possible.
The Mission of a Customer Success Team
“To increase sustainable proven value for both the Customers and your Company.” In a nutshell, this is what CSΜ teams promise to accomplish. Being able to prove your worth in both directions is the most crucial aspect. While virtually all Customer Success Management initiatives start out as “churnfighters,” reactive tactical teams charged with saving an at-risk customer relationship, you can’t stop there. The challenge is to gather and use the data from every interaction to move your team out of reactive mode and into far more effective proactive stances.
What do Customer Success Managers do?
The daily activities of the members of a customer success team can vary widely, depending on the breadth of their сharter. For example, a CSΜ group that is dedicated only to reacting to churn threats may spend all of their time in trying to persuade “Code Red” customers not to leave. It shouldn’t take too many of those code red exercises, however, even if successful, to realize that the earlier the team can address the issue of maintaining sustainable customer relations, the more effective they can be and the less it will cost. As their mission changes from simple, reactive “churnfighting” to encompass the greater goal of value management, the Point of Engagement for the team needs to be moved up and their activities expanded.
The operational role of a fully realized Customer Success team includes participation in technology product design to create the tools that your customers need. It’s about working with Marketing to find the right kinds of leads, the ones that Sales can bring into the company to become first-tier high-value assets. Through on-boarding and training, the CSΜ group ensures that all customers are fully engaged and getting the value that they expect. At every point, the team collects, аnalyzes and then uses data to make the customers’ experience of the company a seamless, consistent whole.
From Customer Success Definition to Design
The above definition has substantial implications and effects for the new profession. Effective, fully capable CSΜ groups are not built in a day. It’s going to take at least a year, and probably two just to establish the foundation for the team. Then the real work begins, to extend and fully develop into a core strategic unit of the company.