Customer success operations – some answers

I was asked by Brook Perry from ’nuffsaid if I would be interested in contributing to an article she was working on with others to get feedback on a set of questions covering customer success operations. Being close to my heart I agreed. I’ll update this post with a link to the article once it publishes so you get the input from others, but here are my answers for now.

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I’ve taken a short break from work and as you do when you have time, I’ve been thinking. For one, about this site, it’s activities and it’s purpose. I thought I would try and capture it in this doodle (DanelDoodle actually), which is in itself a function of many aspects of this site and my activities. This is a good representation for now and this post contains all the categories I write about for that reason. A good baseline for future progression and supplement to my welcome post.

Another shift the pandemic has accelerated – enterprise sales

B2B selling was already changing before COVID-19. I’ve written before about how I think customer success practices with their emphasis on product usage is changing sales to be more data and impact driven and more receptive to the user, not just the purchasing unit. This change is not unique to enterprise software sales – think about how you purchase cars these days, I did and it involved very few sales people or even physically seeing the car. VC Andreessen Horowitz looks to startups for inspiration and new research from McKinsey provides data points.

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Customer Success is not about tech or human touch but about the right touch

By touch I mean the way and frequency of times a customer is touched by representatives of a company, whether by technology (think BOTS, automations, etc.) or a human. I would also argue for less touch as there is a danger of bureaucracy creeping in to this fledgling profession, which comes on top of customer touchpoints that are already cumbersome.

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The supremacy of business outcomes in a low code no code world

You may know of the new low code / no code approach to developing technology solutions (good primer if not). Simply put, it offers a development platform to users that requires little to no coding capabilities to build applications. There are benefits to this but also challenges which is why its important to consider the adage, just because you can, doesn’t mean you should. In this post, I consider the importance of business outcomes, choosing the right platform, governance and pitching your solution.

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Balance customer success at scale with high touch when new demand spikes

I’m extremely lucky to work in a space that supports remote working, where demand is booming. COVID-19 has driven demand in the opposite direction for many, effecting their very existing. For the lucky few, it can also be something of a double edged sword. Supporting your customers the right way regardless, is crucial.

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Cloudy with a chance of churn and how to retain your SaaS customers

One of the first things a customer will question in a downturn, is where they can cut or reduce recurring payments or OPEX. They will look for any reason, rational or otherwise. Licensing commitments aside, if you are a SaaS business and have been doing your job well, they should find only reasons to stay. Going forward, you can also do things to keep them committed.

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Corona as a catalyst for teamwork customer success and AI

I wouldn’t be the first to jump on the Corona Virus bandwagon, if that’s what I was trying to. No, I’m simply observing the ways I see others doing so, with varying degrees of success, and for good and bad reasons. Mostly it’s a way to conflate the unintended impact it is having, or where it is catalysing efforts and could impact several areas I personally have an interest in.

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Workplace collaboration has an outcomes challenge – get intentional to overcome it

With the coronavirus, workplace collaboration is getting a big boost. Just check Zoom’s stock price in the last two months. Workplace collaboration is hardly new but it does have a slew of new angles, technology vendors, experts, etc. The ingredient often missing in all the hubbub (literally and in the market) are effective outcomes.

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For citizen development to work address innovation culture first

I’m seeing more and more signals driving this trend which has only been around a short while. Gartner describes citizen development thus.

Its precursor was the consumerisation of IT. One of the key aspects of this trend was that decision making on the use of software in organisations was increasingly being taken by business users, not IT.

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