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Forrester Research: How the Customer Success Industry is Evolving

The most successful Enterprise SaaS companies know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale. In fact, Enterprise SaaS companies that grow revenue - and company valuation - by expanding revenue within their existing customer base also know the key to making this work is to focus on - and operationalize - Customer Success. This presentation by Forrester Research - How the Customer Success Industry is Evolving - is from Pulse 2014, the biggest Customer Success industry event ever.

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Making Leaders Successful
Every Day
Customer Success Evolves
to the Next Stage
Four Steps To Institutionalizing CSM
Kate Leggett
Principal Analyst, Forrester Research
@kateleggett
kleggett@forrester.com
We have entered the “age of the customer”
Source: June 6, 2011, “Competitive Strategy In The Age Of The Customer” Forrester report
We have entered the “age of the customer”
Source: June 6, 2011, “Competitive Strategy In The Age Of The Customer” Forrester report
Our world is moving to a subscription economy
Credit: www.zuora.com
Our world is moving to a subscription economy

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Forrester Research: How the Customer Success Industry is Evolving

  • 2. Customer Success Evolves to the Next Stage Four Steps To Institutionalizing CSM Kate Leggett Principal Analyst, Forrester Research @kateleggett kleggett@forrester.com
  • 3. We have entered the “age of the customer” Source: June 6, 2011, “Competitive Strategy In The Age Of The Customer” Forrester report
  • 4. We have entered the “age of the customer” Source: June 6, 2011, “Competitive Strategy In The Age Of The Customer” Forrester report
  • 5. Our world is moving to a subscription economy Credit: www.zuora.com
  • 6. Our world is moving to a subscription economy
  • 7. © 2012 Forrester Research, Inc. Reproduction Prohibited And the business model for technology is moving to subscriptions January 2014 “TechRadar™: Software-As-A-Service, Q1 2014” 14%
  • 8. © 2012 Forrester Research, Inc. Reproduction Prohibited And the business model for technology is moving to subscriptions January 2014 “TechRadar™: Software-As-A-Service, Q1 2014” 21%
  • 9. © 2012 Forrester Research, Inc. Reproduction Prohibited And the business model for technology is moving to subscriptions January 2014 “TechRadar™: Software-As-A-Service, Q1 2014” 13%
  • 10. © 2012 Forrester Research, Inc. Reproduction Prohibited The subscription model has tipped for many B2B software categories January 2014 “TechRadar™: Software-As-A-Service, Q1 2014”
  • 11. © 2012 Forrester Research, Inc. Reproduction Prohibited The subscription model has tipped for many B2B software categories January 2014 “TechRadar™: Software-As-A-Service, Q1 2014”
  • 12. © 2012 Forrester Research, Inc. Reproduction Prohibited The subscription model has tipped for many B2B software categories January 2014 “TechRadar™: Software-As-A-Service, Q1 2014”
  • 13. And because of this relationships are becoming more important Product Focused Relationship Focused www.zuora.com
  • 14. Good relationships have business value March 2012 “The Business Impact Of Customer Experience, 2012”
  • 15. Customer success managers actively manage customer relationships to reduce churn, increase existing revenue and influence new sales
  • 16. This business value can be easily quantified
  • 17. HOW TO GET STARTED
  • 18. © 2012 Forrester Research, Inc. Reproduction Prohibited Interviews with customer success organizations told us that there are many challenges to overcome Challenge Rating Organizational structure governance Finding the right skill sets Accessing the right data Operationally managing the CSM organization Measuring the effectiveness of the team 18
  • 19. © 2012 Forrester Research, Inc. Reproduction Prohibited ENGAGEMENT STRATEGY ENGAGEMENT PROCESSES ENGAGERS ENGAGEMENT LEVERS Customer success management takes coordinated effort across four dimensions
  • 20. © 2012 Forrester Research, Inc. Reproduction Prohibited ENGAGEMENT STRATEGY ENGAGEMENT PROCESSES ENGAGERS ENGAGEMENT LEVERS Customer success management takes coordinated effort across four dimensions
  • 21. © 2012 Forrester Research, Inc. Reproduction Prohibited Where are you in your growth? 21
  • 22. © 2012 Forrester Research, Inc. Reproduction Prohibited Where are you in your growth? 22
  • 23. © 2012 Forrester Research, Inc. Reproduction Prohibited Where are you in your growth? 23
  • 24. © 2012 Forrester Research, Inc. Reproduction Prohibited Tier your customers 24
  • 25. © 2012 Forrester Research, Inc. Reproduction Prohibited ENGAGEMENT STRATEGY ENGAGEMENT PROCESSES ENGAGERS ENGAGEMENT LEVERS Customer success management takes coordinated effort across four dimensions
  • 26. © 2012 Forrester Research, Inc. Reproduction Prohibited Define and standardize your processes • Onboarding and product adoption • Who is using product? Who is not? • What features are being used? • Are stickiest features being used? • Processes to drive adoption 26
  • 27. © 2012 Forrester Research, Inc. Reproduction Prohibited Define and standardize your processes • Best practice education • What is the business goal of your customers? • What value they are getting from your product • How well are they aligned to best practices? • Engagement meetings / Quarterly reviews • Standardize the processes to quantify and communicate business value 27
  • 28. © 2012 Forrester Research, Inc. Reproduction Prohibited Define and standardize your processes • Managing at risk customers • Do you have a definition of at risk? › Lack of product use › Difficulties with product (tickets, calls) › Lack of engagement • What are the processes to follow for at risk customers? • What is the intervention timeline? Who is responsible? 28
  • 29. © 2012 Forrester Research, Inc. Reproduction Prohibited ENGAGEMENT STRATEGY ENGAGEMENT PROCESSES ENGAGERS ENGAGEMENT LEVERS Customer success management takes coordinated effort across four dimensions
  • 30. © 2012 Forrester Research, Inc. Reproduction Prohibited Where does your CSM group live? 30
  • 31. © 2012 Forrester Research, Inc. Reproduction Prohibited Where does your CSM group live? 31 Low-level of product complexity Not responsible for new sales Responsible for ongoing success of accounts
  • 32. © 2012 Forrester Research, Inc. Reproduction Prohibited Where does your CSM group live? 32 Low-level of product complexity Responsible for ongoing success of accounts Work hand-in-hand with sales, but not responsible for new sales Goaled on retention and expansion measures
  • 33. © 2012 Forrester Research, Inc. Reproduction Prohibited Where does your CSM group live? 33 More complex product “Trusted advisor” with good product and domain knowledge Focused on customer satisfaction and retention Must have good relationship with sales
  • 34. © 2012 Forrester Research, Inc. Reproduction Prohibited Where does your CSM group live? 34 More complex product “Trusted advisor” with good product and domain knowledge Focused on customer satisfaction and retention Must have good relationship with sales No standard measure of success – renewals, revenue expansion
  • 35. © 2012 Forrester Research, Inc. Reproduction Prohibited Where does your CSM group live? 35 More complex product and more mature organization Clear delineation of responsibility: the CSM owns the customer, Sales is responsible for new business, customer service is responsible for support
  • 36. © 2012 Forrester Research, Inc. Reproduction Prohibited Where does your CSM group live? 36 More complex product and more mature organization Clear delineation of responsibility: the CSM owns the customer, Sales is responsible for new business, customer service is responsible for support Goaled on customer retention
  • 37. © 2012 Forrester Research, Inc. Reproduction Prohibited Who makes a good customer success manager? 37 Passionate for serving customers Relationship builders Well organized and good listening skills Good at conflict resolution Proactive and can- do attitude Technical enough Best practice knowledge Domain expertise Work at all levels of an organization Account managers
  • 38. © 2012 Forrester Research, Inc. Reproduction Prohibited ENGAGEMENT STRATEGY ENGAGEMENT PROCESSES ENGAGERS ENGAGEMENT LEVERS Customer success management takes coordinated effort across four dimensions
  • 39. © 2012 Forrester Research, Inc. Reproduction Prohibited What data do you need? 39 Customer Goal Inactive users Provisioned users Contract Terms Renewal Realized economic value Audit records Feedback Advocacy Support feedback Customer feedback Active users Measures of success Features Alerts Calls and tickets Onboard ing
  • 40. © 2012 Forrester Research, Inc. Reproduction Prohibited What do you do with data? Integration Validation Visualization Analytics Exploration Workflow Data Insights Action
  • 41. © 2012 Forrester Research, Inc. Reproduction Prohibited The Advanced Playbook LOB Data Enterprise Insights Outside-in Action • Customer360 • Alerts • Surveys • Automated Email • Health Scorecards • Playbooks • Workflow • Embedded Apps • External Sponsor Alerts • Automated Customer Presentations • Mobile • Data Science
  • 42. © 2012 Forrester Research, Inc. Reproduction Prohibited ENGAGEMENT STRATEGY ENGAGEMENT PROCESSES ENGAGERS ENGAGEMENT LEVERS Customer success management takes coordinated effort across four dimensions
  • 43. Thank you Kate Leggett Principal Analyst kleggett@forrester.com @kateleggett Thank you
  • 44. Download Your Free Copy Now