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Customer Success Needs to Grow (Up)

  1. Customer Success Needs to Grow (Up) Peter Armaly Emily Murphy With: Moderated by: TO USE YOUR COMPUTER'S AUDIO: When the webinar begins, you will be connected to audio using your computer's microphone and speakers (VoIP). A headset is recommended. Webinar will begin: 12:30 pm, PST TO USE YOUR TELEPHONE: If you prefer to use your phone, you must select "Use Telephone" after joining the webinar and call in using the numbers below. United States: +1 (562) 247-8422 Access Code: 837-339-304 Audio PIN: Shown after joining the webinar --OR--
  2. More than ever, consumers want a voice within a community of others who all share a common interest and purpose. Vanilla Forums enterprise cloud- based community software is used by top brands around the world to help them to better engage customers, drive loyalty, empower advocates and reduce support costs. 2
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  4. About Peter Armaly Peter Armaly is a Senior Director and Advisor for Oracle SaaS Customer Success. He is responsible for program design and execution of skills enablement for the customer success organization and in that capacity he works closely with senior executives both internally and externally. Peter is a highly accomplished marketing and customer success practitioner/leader who leverages his background by speaking and blogging about the challenges and opportunities around developing sophisticated customer-centric approaches. In addition to Oracle, Peter has been instrumental and influential in architectural and leadership roles at TSIA (Technology and Services Industry Association), BMC Software, CA Technologies, and Eloqua. Peter lives in Toronto but spends an extraordinary amount of time in the air. About Emily Murphy Emily earned a Bachelor of Arts from the University of California, Santa Cruz, for her major in Film and Digital Media and minor in Literature. With experience in writing, publication, and teaching, she continued her work after college as a research writer and an online blog contributor. She has now joined the Aggregage team and is the Editor for several sites in our network, including Supply Chain Brief, Logistics Brief, and Customer Experience Update. 4
  5. 5 Agenda Customer success facts Headlines In the news Sales and Services relationships Customer success needs to own revenue Customer Success - its own worst enemy How to fix
  6. 6 This presentation is not about Oracle products or services and does not represent the company’s views or its practices. This presentation is about Customer Success as a service practice from an industry point of view and how it generally relates to and interacts with other organizations within the business enterprise. What you will hear today are the thoughts and ideas of Peter Armaly based on his 30-odd years of experience in high tech (18 of them in various customer success- related roles) working for a variety of vendors and with a multitude of customers of all organizational rank. Disclaimer
  7. 7 • 70% of companies have a formal customer success practice (TSIA) • 6th most promising job for 2019 (LinkedIn) • 28% of a customer’s decision to renew is based on trust; 45% for customers of longer than 5 years (Accenture) • Customer Success Platforms Market Worth $2.664 Billion by 2024 The growing prevalence of Customer Success
  8. Why customer success should matter now more than ever
  9. But what’s with these headlines? if product is king, marketing is the queen Sales says Services slows down their deals Most organizations feel the pain of sales and delivery not being in alignment
  10. Does this look familiar?  Attract  Convert  Close  Delight
  11. The horizon needs to be longer Purchases Adoption Advocacy Renewal/Expansion Onboarding 01 02 050403
  12. The customer needs to be seen this way Awareness Evaluate Need Research Delivery Use/Adopt Maintain Advocate Recommend Buy
  13. But why has the Sales org always been king?
  14. But, that conventional dynamic no longer makes as much sense
  15. The problem is compounded
  16. 16 • Not enough customer intel • Funding • Increasing customer expectations • Increasing C-level expectations • DNA Customer Success struggles
  17. 17 Ask the hard questions of customer success • How is its performance measured? • How does it impact revenue? • What’s its value to the company? To the customers? • Why should it be treated differently from other customer-facing units? • Who or what funds customer success? • What’s the ROI? What needs to happen
  18. 18 What more needs to happen • Raise expectations for CSMs to match those of customers • Up-level skills • Domain knowledge • Business expertise • Swagger • Ability to think on feet about how a solution might be suitable to address a customer challenge
  19. 19 Objections often heard The two roles are built differently • Sales requires a more extroverted character, one that is driven by an innate competitive instinct to win • Customer Success requires a more introspective character, one that is driven by an innate desire to help
  20. 20 Process and data - where the two roles should meet Process  Weave disparate cross-organizational processes together Data  Lots of it • But only if it adds to the overall story about the customer • And only if it participates in some downstream action that benefits the customer • In other words, if the collected data does not improve a process or improve a deliverable that the customer receives or feels, then that data is most likely of little value for the company
  21. 21 A customer relationship without data and insights is just a relationship without commitment
  22. 22 Besides data, you know what’s needed? CSMs who have share similar DNA with salespeople but with at least one important molecule of distinction. Being able to comfortably ask this question, without thinking too hard about it… “How can we first measure, prove, and communicate to customers the value they’ve received before we talk with them about why they should renew? Let alone what they might need next?”
  23. Then collaborate on what future value could look like There’s a process for that Measure the value Talk about the value Get the customer to validate the value
  24. 24 As a quick aside, Customer Success isn’t the only one singled out – look at Marketing’s struggles over the last 50 years
  25. 25
  26. In today’s economies, companies need all teams to prove economic impact, including customer success
  27. 28 Better data = better analysis = better outcomes Prevailing metrics almost everyone is tracking (85% according to latest research from Deloitte) • Renewal rate • Up-sell and cross-sell • ARR Are those good things to track? • Of course, but they’re not going to tell you very much about the customer beyond their financial investment. And in this cloud age, how does that differ from the way things were tracked 10, 20, 30 years ago in the on-premise world? You don’t need a customer success org if these are the metrics you’re going to hyper-ventilate about. Sales can take care of these.
  28. 29 So what should you do? 1. You must track those metrics, but to understand why those metrics are what they are, you need to understand more: Telemetry data • Product and product experiential data • Environment data (systems, integrations, etc) • Relationship data (engagement, Voice of the Customer) • Process data (and change readiness) • Customer data (their business, their markets, their trajectory) • Support experiential data
  29. 30 And… 2. Then you need to do something with all that data • Correlate it to derive insights • Benchmark it • Action the findings; use it to infuse your dynamic customer success plans with empirically-backed recommendations and execution steps • Leverage it to drive the customer’s ability to adopt more of the product • Leverage it by sharing anonymized results with other customers • Evangelize the message – give gifts! • Share the stories/insights with Product teams • Share the stories/insights with Sales • Share the stories/insights with Marketing so they can become more of a partner • Document the customer’s experience in the CRM (or whatever tool or method you use to describe the account)
  30. 3. Raise the hand for revenue What else?
  31. 4. Now that you’ve got the data, you’ve produced the insights, you’ve been able to prove it across a set of other customers…. Challenge your customers and challenge yourselves to do more Anything else?
  32. If you’ve done all that
  33. 34 Only then can customer success say it deserves a seat at the table • It will have demonstrated the ability to deliver value for customers through success plans and adoption guidance • It will have demonstrated the ability to share customer insights with internal stakeholders, including more accurate portrayals of a customer’s propensity to renew and expand investments • It will have demonstrated the ability to drive significantly higher levels of renewals and that the accounts in which they operate are expanding to a much greater degree than those in which customer success is absent
  34. Q&A Emily Murphy With: Moderated by: Senior Director and Advisor of Customer Success at Oracle Linkedin page: /in/peterarmaly/ Twitter ID: @peterarmaly Email: Peter Armaly Editor, Aggregage Linkedin page: /in/Emily-millard-murphy/ Twitter ID: @CXupdate Website: