• Amy Grenham

HOW TO DELIVER MORE CUSTOMER SUCCESS IN 2020

Updated: May 14

Key strategic advice from Customer Success industry experts


Q: What happens when you ask your industry colleagues, customers and co-workers to recap their year and share their knowledge of delivering Customer Success?


A: You get an awesome response from proven Customer Success professionals, generously gifting their insight and experience. Take a moment to look at what our 14 experts have to say and we guarantee that there will be information here that you can put into practice and will help you deliver even more to your customers and to your business in 2020.

ADAM JOSEPH

/ Director of Customer Success, Gainsight




Define what Customer Success means to your customer.

2020 has to be the year that we really define what 'Customer Success' means. Each customer will have a different opinion on what they are trying to achieve from your product, service or solution (i.e. their desired outcome); without a proper understanding of how they will be objectively holding you accountable will leave you susceptible to poor NPS, downgrade and churn. Build Success Plans based on these goals and be zealous in your pursuit to make it happen - ensure that you continually demonstrate value and use Executive Business Reviews to "sanity check" your understanding and whether the targets are still valid.



WILL DAVIDSON

/ Vice President - Sales, Salestrip




Everyone needs to know what Customer Success means.

Ensure everyone in your organisation understands what Customer Success means to your business and your clients. Customer Success is something we are all responsible for.



MEGAN BOWEN

/ Vice President - Customer Success, Platterz




Your Playbooks need to be living documents.

Developing playbooks for sales, customer success and customer support teams ensures client-facing teams act with intention and consistency to create the ideal customer experience.

This exercise forces the team leader to walk a day in their team’s shoes and see if their prescribed actions actually make sense out in the wild.

They are meant to be a roadmap for individuals to understand the why behind each activity and help set expectations of what success looks like in their role. They should be living documents that are constantly evolving as you learn and should include scripts, talking points, policies, standard operating procedures

and best practices.

If you don’t have established playbooks for your teams that you are continuously improving,

consider starting!



ERIC DRESHFIELD