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Become a Customer Success Professional in 2024🚀 Welcome back! still discussing the responsibilities of a CSM. Today, let's have a recap on the responsibilities of a customer success manager: ♻ Relationship Management ♻ Onboarding and Training ♻ Customer Advocacy ♻ Retention Strategies ♻ Product Knowledge ♻ Churn Management ♻ Customer Feedback & Analysis Next, we will discuss other responsibilities like; 👉 Proactive Customer Support and 👉 Metric and Reporting What did you miss? Read previous posts to catch up ✍ 💫 Which of these stands out for you? #CustomerSuccess #LinkedInEngagement #SuccessManager #letsconnect #relationshipbuilding #onboarding #customersupport #saas #customerservice #customerfeedback #fintech #startups #CustomerRetention #CustomerExperience #ListenToYourCustomers #retentionstrategies

The path to customer's success can feel dark and scary. The post sale customer facing world in B2B SaaS is not for the faint hearted, it can be very brutal. If your feelings get hurt easily - do NOT enter. I cannot even count- -- The number of times the CSM/onboarding mgr. hears & responds to: "your product lacks the most critical features" -- The number of times the CSM/support mgr. hears & responds to: "your product has too many bugs/ is difficult to use/ broken" -- The number of times the CSM hears & responds to: "your product did not help us attain the most important outcome, we may not renew" -- The number of times the CS leader hears & responds to: "your onboarding/ support/ success/ product team is useless - they make promises but never deliver" Even for the relatively mature products with a strong customer success org. culture - we have customers who take time or misunderstand or find it difficult or think it's broken or get stuck in difficult business situations. And yes they tell us, along with with the emotions they feel as they are not able to get the job done. So it is fair. Anything that a customer perceives is fair and needs to be rectified. We continuously evolve, do more, do better that is a large part of customer success roles. Even when the words are harsh and the comments brutal, we show real empathy and bias for action. That is the role. So again, if your feelings get hurt easily - do NOT enter. #customersuccess #job #csm #customersuccessmanager #customersuccessmanagers #customeronboarding #linkedin #management #startup #startups #founder #founders #CXO #cxos #CSleaders #customersucessleaders #supportmanager #accountmanager #b2b #saas

🚀 The Crucial Role of Revenue Operations Managers/Directors in Driving Business Success 🚀 In today's ever-changing business landscape, Revenue Operations Managers/Directors are becoming indispensable players in shaping companies' future. As the concept of Revenue Operations (RevOps) gains momentum, these roles are at the forefront of optimizing business processes and ensuring sustained growth. The Role of Revenue Operations Manager/Director At the heart of a company's revenue growth strategy lies the Revenue Operations Manager/Director. Their primary responsibility is to align the efforts of sales, marketing, and customer service departments—the key players in revenue generation (please note RevOps supports more than these roles; however, just highlighting some key departments). To achieve this, they devise and implement strategies that enhance operational efficiency, drive revenue growth, and unite all departments in pursuing common goals. Working closely with the executive team, they ensure that the RevOps strategy aligns with the overall business objectives, keeping the company on track to meet its revenue targets. Molding the Team Revenue Operations Managers/Directors play a pivotal role in shaping the team dynamics within an organization. They cultivate a culture of collaboration and open communication, breaking down silos that often hinder progress between departments. Promoting transparency and cross-departmental cooperation ensures that everyone is working harmoniously towards the shared objective of revenue growth. Moreover, they actively invest in staff development. Understanding each team member's unique skills and potential allows them to delegate tasks effectively and provide tailored training and development opportunities. This fosters a well-functioning RevOps department and boosts employee satisfaction and retention. The Impact on Business The Revenue Operations Manager/Director creates a more efficient and customer-centric organization by providing a unified view of the customer journey. Leveraging data from all customer touchpoints, they generate valuable insights to optimize customer experience and fuel revenue growth. Furthermore, streamlining processes and enhancing operational efficiency can reduce costs and increase profitability. The combination of higher revenue and reduced costs significantly impacts the company's bottom line. In conclusion, the Revenue Operations Manager/Director role is indispensable in the current business environment. As more companies recognize the value of a coordinated and data-driven approach to revenue generation, the demand for these roles will continue to grow. Whether you're a business seeking to optimize your revenue growth strategy or a professional considering a career in RevOps, understanding the role of the Revenue Operations Manager/Director is a great starting point. Embrace the power of Revenue Operations to drive your business toward a successful future! 📈💼 #revops

A lot of people want to get into Customer Success BUT don’t know how! Become a CS Manager in 2024: For the next couple of weeks (Wednesdays), I will be discussing the responsibilities of a CSM and How to get in. Starting with Relationship Management and metrics to measure: Relationship management is what an organization undertakes to establish and maintain engagement with its customers and business partners. Management can occur as business-to-customer or business-to-business. Few Metrics to measure Relationship Management: - Customer Satisfaction Score (CSAT) - Net Promoter Score (NPS) - Customer Retention Rate Building relationships in customer success is like cultivating a garden. You need to plant the seeds of trust, nurture them with communication, and ensure they bloom into strong partnerships. As a Customer Success Manager, my secret ingredient is genuine care.   It's not just about solving issues; it's about making you feel heard and valued. 🌱🌷   Credit: Google Engage, share, and let's make LinkedIn a vibrant hub of success stories! 🚀 #CustomerSuccess #LinkedInEngagement #SuccessManagerChronicles #letsconnect #customersuccess #customersupport #saas #customerservice #predictions #fintech #startups #CustomerRelationships #GenuineCare #PartnershipBlooms

I am tired of hearing people say, "Customer Success is broken," like there's one way everyone should be doing customer success, and a handful of people are the authority on it. Spoiler alert: there's not, and it's not broken. Does it need to evolve and get to that next level of maturity in some cases? Yes. Absolutely. This is more often true than not, especially in early-stage startups and for ALL of the functions, not just CS. Does it need to adapt, given the current economic situation? Absolutely. There needs to be more accountability for revenue outcomes than ever before. But it's not broken. Saying something is broken as an entire industry or function is clickbait. It just needs to evolve and keep improving, and that's okay. 

Yesterday, I had a great call about the evolving trends in startups And the conversation focused on the Customer Success function. I learnt a lot. One of the key takeaways was the growing focus on building immediate sales teams, particularly with SDRs and BDMs. Which often delays the growth of the Customer Success (CS) teams. We're seeing more startups focus on what we consider traditional sales to drive initial growth (outbound & inbound). But building out a successful Customer Success team early on is just as important for sustainable success and organic revenue growth. CS team can help with things like: Smoother Onboarding: A CS team helps customers start off on the right foot and have continuous support, making them happier and more likely to stick around. Nipping Issues in the Bud: CS teams can catch and fix problems before they blow up, which means less churn and more loyal customers. Faster Feedback: CS teams can help companies get fast and authentic feedback which helps with product changes and developments. A big focus of ours is GTM roles within the tech space, so having these calls where I can gain some industry insight is super valuable. I would love to have a chat with industry leaders and anyone who needs help with building out their customer success teams. TecFin Search Alan Hector

Every B2B company seems to have a different understanding of RevOps. We’re long overdue a standardised definition for it to realise its full potential. I've been in rooms where everyone had ‘RevOps’ in their title, yet their roles and responsibilities varied wildly. In some companies, it's simply rebranded sales ops. In others, it spans the entire revenue cycle from prospect to advocate. Without a standardised understanding of what RevOps is and isn't, we can't have: 1. Clear career paths for RevOps professionals to follow as they move companies. 2. Consistent mastery of the right tools, skillsets, and processes. 3. A unified vision for structuring and empowering RevOps teams. This ambiguity breeds inefficiency. Skills don't transfer. Institutional knowledge is lost. And revenue operations remains a tacked-on initiative rather than a strategic advantage. The RevOps movement ideally needs a governing body to establish official definitions, capabilities, and operating models. A truly empowered RevOps function creates consistency, accountability, and data-driven decision making. Question is - how are we going to go about this? Who is leading the way right now?

I am excited about what Britt F. Gage is building at of All Trades, and to be a part of the journey. She's gathering a collective of generalist experts with various areas of focus in an effort to change the way we work. More and more, organizations (especially startups) are recognizing their need for multi-skilled & multi-passionate employees. As the way of work changes and employee tenure is greatly reduced from lifelong employment with one organization, the 'specialized' roles for each individual area of the business are becoming less sought after. Generalists are able to flex in and out of the various traditional roles of a business. One day, they may be helping close sales and the next they're doing a deep data dive to understand their customer more. They know the functionality of the back-end tools that keep the lights on and they can create copy for lifecycle marketing. Generalists ebb and flow between the layers of ambiguity in a startup, finding work that will have the biggest impact and results. how We Do is a weekly newsletter put out by the team at of All Trades. After joining this collective in July, I was honored when presented with an opportunity to share my generalist expertise combining customer support & operations and how focusing on the gift of customer feedback can result in more revenue. If you're looking for someone to help in multiple areas of your startup and hoping to find an applicant with multiple skillsets and abilities, look no further - of All Trades has the best partner for you!

During an economic downturn, the most important focus for a #leadership team is protecting and growing the #customers you already have. 🔵 Make #CustomerSuccess part of your company’s DNA. It's never too late to shore up your customer success team 🟠 If you’re still in "design" mode, when customers sign-up and are giving rapid feedback and getting tons of iteration and rough product edges, you aren’t yet ready for a CS hire. 🔵 Technical aptitude and customer empathy is key to a strong relationship between engineering and customer success teams 🔵 Create a steady stream of customer feedback: Anyone and everyone across the company should be encouraged to put information, insights and learnings 🔵 Invite other employees to sit in on customer success calls 🔵 Block time for customer research, understand their business: latest customer news, stock price and/or funding updates 🔵 It’s worthwhile to make a habit of documenting what happened on each customer call 🔵 Turn negative feedback into actionable insights