Customer Success groups are proliferating across the business landscape faster than can be imagined. The named, designated role of Customer Success Management that began with a software company in 1997 has grown far beyond the software industry. The numbers of open Customer Success executive positions worldwide continue to skyrocket. But in all the increase and expansion, key questions remain to be answered. Is Customer Success a distinct profession?
Strategy: What is the stated definition/mission of your company’s Customer Success team? What results are you chartered to produce and why? From that foundation, how is the group’s performance to be measured? In many companies, neither the mission nor the metrics are clear or aligned, and this unfortunate scenario can have long term effects on the development of the team’s full capabilities. If your mission isn’t what you want it to be,
what can/should you do about it?Process: What does the operational workflow of the group look like? Where is the external Point of Engagement with the customers? Within the overall corporate organizational chart. where are the internal Points of Engagement? What are the relationships between CS and Sales? CS and Marketing? Product/Dev? What authorities and influences should the Customer Success Executive have? What data should the group be reporting and where?
The Customer Success Blueprint is the result of over 8 years of
research conducted by The Customer Success Association. Senior members of the worldwide Customer Success Community will be present to share their direct personal experiences in the Q&A period and afterward.
