Suggestions
Kevin Chiu
Cofounder Of Catalyst Working On Something New
Building something new…
Highlights
My head of finance recently mentioned to me that they had cut $750,000 in tech spend. $100,000 of it was recent, no hesitation. It made me wonder how CS teams could better prevent these situations.
I wrote down all the not-so-obvious risk signals that people don’t really talk about that would be fairly easy to implement and help de-risk. 👇
Examples:
1️⃣ Did you get customer alerts for spiked page views & usage on the Seat Management / Billing Page? They’re certainly not spending more time on there for fun. (Adding seats is easy, counting seat spend & seat type is longer)
2️⃣ If you were doing a ruthless evaluation of your own product, how differentiated is your workflow from the customer's entire tech stack? Are you tracking their tech stack with enrichment data or are you waiting for your CSM to capture that manually in the next QBR? That delta in time could be the reason you lose another customer.
3️⃣ If you are selling a standalone single feature product, i.e., calendaring, do you know if your customer has other full suite platforms that offer calendaring as a free upgrade? GCal rolled this out for free.
4️⃣ What other departments in the company use competitive tools? Here's a common thing I see. Sales uses Outreach & the CS team uses Mixmax or some lighter weight email tool. What do you think the rev ops team is gonna do when the finance team starts breathing down their neck? Only 1 winner there.
5️⃣ Is your CS team threaded with the finance team early enough to provide ROI & comparison use cases? Finance leaders are always thinking, "Why can't we do that in SFDC? OR Why can't we do that in XYZ?"Are you ahead of that messaging?
6️⃣ Are you tracking how many ‘critical' workflows your product is embedded into? If they unplugged it today, how many things break?
7️⃣ How many direct in-app save workflows do you have built in? So many CS teams are reactive. Create playbook, send alert, wait for alert to be completed (it never is). How do you think PLG companies drive customer saves? As soon as that seat is removed or canceled, an entire automated workflow happens to get that customer to stop what they are doing.
8️⃣ Performance data. Is the company hitting revenue targets? Easy to track for public companies. Harder for private companies though there are products like Sensor Data that do this for certain industries. If your customer isn’t hitting revenue targets, they’re likely not growing. What do you think happens next?
9️⃣ If you sell into venture-backed organizations, when was their last fundraise? Unless they’ve already hit economies of scale & are profitable, their burn clock is ticking in a harder-to-fundraise climate for Series B+ companies who are still earning their last round's valuation.
🔟 Employee count decreasing & job posting removals in bulk.
To really do CS right, you have to go beyond measuring "are they using the product" and does the survey say the user is "happy."
#sales #customersuccess #ceo #cfo
I’ve lost count of the number of CS leaders that let me know they’ve been fired for poor retention. At the same time, I can’t remember the last time a product or engineering leader was fired for the same reason. Or a CEO.
Critical board-level business metrics (ARR, NRR, GRR) are not delivered solely by one person or team.
A CS leader can only control what they can control.
- They can’t control if their competitors have better products.
- They can’t control if the market thinks their product is a nice-to-have.
- They can’t control if their budget has been shrunk in half by the CFO and are now barely scraping by w/ headcount to implement a technical & complex product with long time-to-value.
- They can’t control if the product is buggy and unreliable.
- They can't control if the customer shouldn't have been sold in the first place and was outside core ICP.
What can they control?
♦️ Understanding customer-required outcomes in the sales to CS handoff process and understanding how they evolve throughout the Customer Maturity Model (aka customer goals change quarterly along with where they are in your value realization journey). ♦️ Delivering on those outcomes unique to the customer persona (a BTL individual contributor has different outcomes than an ATL decision maker) ♦️ Delivering multi-channel campaigns to each customer persona and A/B testing delivery & conversion. (aka, stop sending the same cookie-cutter emails that people don’t even read) ♦️ Tracking if the plays they are running are actually working or not. ♦️ Tracking customer health in a way that aligns with forecast methodology. Real health is not solely defined by usage and NPS alone. The reality is that the feature they are using... can be used somewhere else. Usage must be explicitly correlated to the decision maker's quarterly OKR. You must be solving real business problems if you want to be 'sticky.'
An important pressure test question to ask yourself:
What does my customer's CFO think about the product positioning and value messaging? Are my CSMs and content/messaging programs aligned to that?
If they tried today, could they replicate your value somewhere else, cheaper? If so, there is major risk here awaiting you.
♦️ Recording CSM calls and training them on a weekly basis. Ensuring CSM teams are leveling up in Command of the Message, negotiation techniques, happy ears, give/get, deep discovery, etc. ♦️ Running proper renewal inspection with rigor and process. (aka not using next steps fields that are outdated). If the VP of CS is not doing the above, then perhaps it’s time to replace them. If the VP of CS is doing the above.. then you don't have a CS problem.
You have a business problem.
#sales #customersuccess #ceo
