Practical Customer Success Management : A Best Practice Framework for Rapid Generation of Customer Success.
Adams, Rick.
Practical Customer Success Management : A Best Practice Framework for Rapid Generation of Customer Success. - 1st ed. - 1 online resource (279 pages)
Cover -- Half Title -- Title Page -- Copyright Page -- Contents -- Acknowledgments -- Who Is This Book For? -- Foreword -- Author -- Introduction -- 1 An Overview of the Customer Success Manager's Role -- 1.1 What Is Meant by "Customer Success"? -- 1.1.1 Defining Customer Success -- 1.1.2 Customer Success Management Is about Realizing Value -- 1.1.3 Customer Success Management Should Focus Primarily on Product (or Service) Value -- 1.2 Understanding Outcomes and KPIs -- 1.2.1 Defining "Outcomes" -- 1.2.2 Identifying and Documenting Outcomes -- 1.2.3 Defining "KPIs" -- 1.2.4 Selecting and Understanding Outcomes and KPIs Is Important (But Not Always Easy) -- 1.3 Treating Your Customer as Your Business Partner -- 1.3.1 Customer Success Management Is a Business Partnering Approach -- 1.4 Why Is Customer Success Management becoming More Important? -- 1.4.1 Customer Success Management-A New Role, but not a New Concept -- 1.4.2 Recent Rapid Growth in Customer Success Management -- 1.4.3 Increased Customer Agility Is Driving the Need for Customer Success Management -- 1.5 How Does Customer Success Management Help to Realize Business Value? -- 1.5.1 How Does Customer Success Management Work? -- 1.5.2 What Does Customer Success Management Do? -- 1.6 Where Do CSMs Fit within the Wider Organizational Structure? -- 1.6.1 Customer Success Management in Different Companies -- 1.6.2 Customer Success Management as One Aspect of Customer Experience -- 1.6.3 Customer Success Management Is Still Growing -- 1.6.4 Customer Success Management Is Still Maturing -- 1.7 The 14 Tenets of Customer Success Management -- 2 Readiness for Customer Success Management -- 2.1 What Is Your Organization's Customer Success Strategy? -- 2.1.1 Understanding Your Own Company's Context -- 2.1.2 Creating a Customer Success Strategy -- 2.1.3 Knowing Your Own Company's Success Strategy. 2.1.4 Using Your Success Strategy -- 2.2 What Is Your Role in Helping to Fulfill Your Organization's Customer Success Strategy? -- 2.2.1 Defining the Role of the CSM -- 2.2.2 Understanding Your Own Specific Job Role -- 2.2.3 Teamwork Is an Essential Element -- 2.3 What Assets and Resources Are Available to Help You? -- 2.3.1 The Problem of a Still-Maturing Profession -- 2.3.2 Using Assets and Resources -- 2.3.3 Customer Success Management Software Systems -- 2.3.4 The Problem with Too Much Data Entry -- 2.3.5 Other Resources for CSMs -- 2.3.6 Using Pre-Created Templates -- 2.3.7 Using Tools for Analyzing Information -- 2.4 How Will You Plan and Manage Your Time? -- 2.4.1 Managing Time Is a Critical Skill -- 2.4.2 General Rules for Time Management -- 2.5 Internal Evangelization of Customer Success Management -- 2.5.1 Explaining Customer Success Management to Your Colleagues -- 3 Customer Success Management Tasks, Tools and Techniques -- 3.1 The RAPAE Task Model-A Way to Categorize CSM Activities -- 3.1.1 Getting to the Important Stuff Quickly -- 3.1.2 Categorizing Activity by Type -- 3.1.3 The Benefit of Using the RAPAE Model -- 3.1.4 Iteration throughout the Engagement Lifecycle -- 3.1.5 Spending Time Where It Is Most Needed -- 3.2 Research, Analysis and Planning as Enablers of Action -- 3.2.1 The Secret Is in the Preparation -- 3.2.2 Cutting through the Complexity -- 3.3 Understanding the Critical Path -- 3.3.1 What Is the Critical Path? -- 3.3.2 Widening Out the Concept -- 3.4 Introducing the Practical CSM Framework -- 3.4.1 A Step-By-Step, Repeatable Process -- 3.4.2 Practical Guidance -- 3.4.3 Practical CSM Framework Components -- 3.5 How Should the Practical CSM Framework Be Used? -- 3.5.1 The PCSMF and Cycles of Iteration -- 3.5.2 Tasks, Templates and Outputs -- 3.5.3 Gaining Experience Enables Greater Autonomy. 3.6 Getting in Front of Senior Management and "C" Level Customer Stakeholders -- 3.6.1 The Need to Meet Senior Leaders -- 3.6.2 Who Do You Really Want to Meet? -- 3.6.3 Identifying the Right Customer Stakeholder/s to Meet With -- 3.6.4 Getting Senior Managers to Agree to Attend Your Meetings -- 3.6.5 Working through a Real-World Scenario -- 3.6.6 In Summary -- 4 Practical CSM Framework Phase 1: Preparation -- 4.1 What Is Phase 1: Preparation All About? -- 4.1.1 The Purpose of Preparation -- 4.1.2 Types of Preparation -- 4.1.3 A Reminder about Managing Time -- 4.2 Defining the Engagement -- 4.2.1 Defining the Term "Engagement" -- 4.2.2 The Customer's Perspective -- 4.2.3 The Seller's Perspective -- 4.2.4 The Value of Post-Sales Customer Engagement -- 4.2.5 The Importance of Smooth Transitions -- 4.2.6 Engagement Pace and Cadence -- 4.2.7 You Are in It for the Long Haul -- 4.3 Accessing Information -- 4.3.1 Where to Find Information -- 4.3.2 Talking to the Pre-Adoption Team -- 4.3.3 Interrogating Corporate Data Systems -- 4.3.4 Researching on the Internet -- 4.3.5 Validation of Information -- 4.4 Internal Handover -- 4.4.1 Types of Handover -- 4.4.2 Working with Colleagues -- 4.4.3 Conducting a Handover -- 4.5 Customer Information -- 4.5.1 Understanding the Customer -- 4.5.2 Researching Information about the Customer -- 4.5.3 Types of Customer Information to Research -- 4.6 Solution Information -- 4.6.1 What Have We Sold Them? -- 4.6.2 Additional Components -- 4.6.3 Revenue Information -- 4.7 Initiative Information and Customer Outcome Requirements -- 4.7.1 Understanding the Customer's Initiative -- 4.7.2 Outcomes -- 4.7.3 Capabilities, Inputs, Outputs and Outcomes -- 4.7.4 Documenting Outcome Requirements -- 4.7.5 Validating Customer Outcome Requirements -- 4.7.6 Primary and Secondary Outcomes -- 4.8 CSM Outcome Requirements -- 4.8.1 Internal Outcomes. 4.9 Stakeholder Information -- 4.9.1 The Importance of Understanding Stakeholders -- 4.9.2 Key Stakeholders -- 4.9.3 Other Stakeholders -- 4.9.4 Directly and Indirectly Impacted Stakeholders -- 4.9.5 Researching Stakeholder Information -- 4.9.6 Managing Your Time -- 4.10 Third Parties and Project Status -- 4.10.1 Who Else Is Involved? -- 4.10.2 What Progress Has Already Been Made? -- 4.11 Managing Information Gaps -- 4.11.1 What Do We Mean by "Information Gap"? -- 4.11.2 Planned and Unplanned Information Gaps -- 4.11.3 Identifying Information Gaps -- 4.11.4 Taking a Realistic Approach to Information Gaps -- 4.11.5 Filling Information Gaps -- 4.11.6 Dealing with "Unknown Unknowns" -- 4.12 Formulating an Engagement Strategy and Roadmap -- 4.12.1 What Is an Engagement Strategy and Why Do I Need One? -- 4.12.2 Components of an Engagement Strategy -- 4.12.3 Roadmap Components -- 4.12.4 Creating a Roadmap -- 4.12.5 Using the Roadmap -- 4.13 Tools for PCSMF Phase 1: Preparation -- 4.13.1 Preparation Styles -- 4.13.2 Capturing Research Information -- 4.13.3 Formulating the Customer Engagement Strategy -- 4.13.4 Creating the Customer Engagement Strategy Roadmap -- 4.13.5 The Central Repository -- 4.14 Summary of Activities and Outputs for PCSMF Phase 1: Preparation -- 4.14.1 Activities for Phase 1: Preparation -- 4.14.2 Outputs for Phase 1: Preparation -- 5 Practical CSM Framework Phase 2: Commitment -- 5.1 What Is "Commitment" All About? -- 5.1.1 You Cannot Help the Customer Who Does not Want Your Help -- 5.1.2 The Help You Give Must Be Clearly and Explicitly Explained and Agreed -- 5.2 The Customer Commitment Process -- 5.2.1 Commitment to What? -- 5.2.2 The What, Why and How of Customer Success Management -- 5.2.3 The Explicit Offer of Help and Assistance -- 5.2.4 The Customer Success Proposal -- 5.3 Communicating with the Customer. 5.3.1 Meetings as Enablers of Customer Success Outcomes -- 5.3.2 Maximizing the Value from Meetings -- 5.3.3 Is All This Meeting Preparation Really Necessary? -- 5.3.4 Verbal Communication-Consultative Questioning -- 5.4 The Initial Customer Meeting -- 5.4.1 The Importance of the First Meeting -- 5.4.2 The Concept of Continuity -- 5.4.3 The Concept of Timing -- 5.4.4 The Concept of Demarcation and Liaising with the Account Manager -- 5.4.5 Attending a Meeting Prior to the Initial Meeting -- 5.4.6 Topics for Discussion in the Initial Meeting -- 5.4.7 Validating the Customer Journey -- 5.4.8 Getting to Know Stakeholders as Individuals -- 5.4.9 Informing the Wider User Community -- 5.5 Developing a Stakeholder Management Strategy -- 5.5.1 Why Develop a Stakeholder Management Strategy? -- 5.5.2 Using an RACI Matrix to Understand Stakeholder Involvement -- 5.5.3 The Stakeholder Management Matrix -- 5.5.4 The Stakeholder Management Plan -- 5.5.5 Recommended Steps for Managing Stakeholders -- 5.5.5.1 Step 1: Determine Who the Stakeholders Are -- 5.5.5.2 Step 2: Create a Stakeholder Matrix -- 5.5.5.3 Step 3: Classify the Stakeholders into Categories -- 5.5.5.4 Step 4: Determine Your Management Strategy for Individual Stakeholders/Groups and/or Categories -- 5.5.5.5 Step 5: Work the Plan -- 5.5.5.6 Step 6: Review the Plan Regularly -- 5.6 Tools for PCSMF Phase 2: Commitment -- 5.6.1 Tools for Planning the Initial Meeting -- 5.6.2 Capturing Results from the Initial Meeting and Developing the Proposal -- 5.6.3 Managing Stakeholders -- 5.6.4 Amending the Customer Engagement Strategy and Strategy Roadmap -- 5.6.5 The Central Repository -- 5.7 Summary of Activities and Outputs for PCSMF Phase 2: Commitment -- 5.7.1 Activities for PCSMF Phase 2: Commitment -- 5.7.2 Outputs for PCSMF Phase 2: Commitment -- 6 Practical CSM Framework Phase 3: Onboarding. 6.1 What Is PCSMF Phase 3: Onboarding All About?.
This book provides a simple-to-follow best practice framework that explains what the core CSM (customer success management) steps are at each stage of the customer journey to business outcome success.
9780429595486
Customer services.
Electronic books.
HF5415.5 .A336 2020
Practical Customer Success Management : A Best Practice Framework for Rapid Generation of Customer Success. - 1st ed. - 1 online resource (279 pages)
Cover -- Half Title -- Title Page -- Copyright Page -- Contents -- Acknowledgments -- Who Is This Book For? -- Foreword -- Author -- Introduction -- 1 An Overview of the Customer Success Manager's Role -- 1.1 What Is Meant by "Customer Success"? -- 1.1.1 Defining Customer Success -- 1.1.2 Customer Success Management Is about Realizing Value -- 1.1.3 Customer Success Management Should Focus Primarily on Product (or Service) Value -- 1.2 Understanding Outcomes and KPIs -- 1.2.1 Defining "Outcomes" -- 1.2.2 Identifying and Documenting Outcomes -- 1.2.3 Defining "KPIs" -- 1.2.4 Selecting and Understanding Outcomes and KPIs Is Important (But Not Always Easy) -- 1.3 Treating Your Customer as Your Business Partner -- 1.3.1 Customer Success Management Is a Business Partnering Approach -- 1.4 Why Is Customer Success Management becoming More Important? -- 1.4.1 Customer Success Management-A New Role, but not a New Concept -- 1.4.2 Recent Rapid Growth in Customer Success Management -- 1.4.3 Increased Customer Agility Is Driving the Need for Customer Success Management -- 1.5 How Does Customer Success Management Help to Realize Business Value? -- 1.5.1 How Does Customer Success Management Work? -- 1.5.2 What Does Customer Success Management Do? -- 1.6 Where Do CSMs Fit within the Wider Organizational Structure? -- 1.6.1 Customer Success Management in Different Companies -- 1.6.2 Customer Success Management as One Aspect of Customer Experience -- 1.6.3 Customer Success Management Is Still Growing -- 1.6.4 Customer Success Management Is Still Maturing -- 1.7 The 14 Tenets of Customer Success Management -- 2 Readiness for Customer Success Management -- 2.1 What Is Your Organization's Customer Success Strategy? -- 2.1.1 Understanding Your Own Company's Context -- 2.1.2 Creating a Customer Success Strategy -- 2.1.3 Knowing Your Own Company's Success Strategy. 2.1.4 Using Your Success Strategy -- 2.2 What Is Your Role in Helping to Fulfill Your Organization's Customer Success Strategy? -- 2.2.1 Defining the Role of the CSM -- 2.2.2 Understanding Your Own Specific Job Role -- 2.2.3 Teamwork Is an Essential Element -- 2.3 What Assets and Resources Are Available to Help You? -- 2.3.1 The Problem of a Still-Maturing Profession -- 2.3.2 Using Assets and Resources -- 2.3.3 Customer Success Management Software Systems -- 2.3.4 The Problem with Too Much Data Entry -- 2.3.5 Other Resources for CSMs -- 2.3.6 Using Pre-Created Templates -- 2.3.7 Using Tools for Analyzing Information -- 2.4 How Will You Plan and Manage Your Time? -- 2.4.1 Managing Time Is a Critical Skill -- 2.4.2 General Rules for Time Management -- 2.5 Internal Evangelization of Customer Success Management -- 2.5.1 Explaining Customer Success Management to Your Colleagues -- 3 Customer Success Management Tasks, Tools and Techniques -- 3.1 The RAPAE Task Model-A Way to Categorize CSM Activities -- 3.1.1 Getting to the Important Stuff Quickly -- 3.1.2 Categorizing Activity by Type -- 3.1.3 The Benefit of Using the RAPAE Model -- 3.1.4 Iteration throughout the Engagement Lifecycle -- 3.1.5 Spending Time Where It Is Most Needed -- 3.2 Research, Analysis and Planning as Enablers of Action -- 3.2.1 The Secret Is in the Preparation -- 3.2.2 Cutting through the Complexity -- 3.3 Understanding the Critical Path -- 3.3.1 What Is the Critical Path? -- 3.3.2 Widening Out the Concept -- 3.4 Introducing the Practical CSM Framework -- 3.4.1 A Step-By-Step, Repeatable Process -- 3.4.2 Practical Guidance -- 3.4.3 Practical CSM Framework Components -- 3.5 How Should the Practical CSM Framework Be Used? -- 3.5.1 The PCSMF and Cycles of Iteration -- 3.5.2 Tasks, Templates and Outputs -- 3.5.3 Gaining Experience Enables Greater Autonomy. 3.6 Getting in Front of Senior Management and "C" Level Customer Stakeholders -- 3.6.1 The Need to Meet Senior Leaders -- 3.6.2 Who Do You Really Want to Meet? -- 3.6.3 Identifying the Right Customer Stakeholder/s to Meet With -- 3.6.4 Getting Senior Managers to Agree to Attend Your Meetings -- 3.6.5 Working through a Real-World Scenario -- 3.6.6 In Summary -- 4 Practical CSM Framework Phase 1: Preparation -- 4.1 What Is Phase 1: Preparation All About? -- 4.1.1 The Purpose of Preparation -- 4.1.2 Types of Preparation -- 4.1.3 A Reminder about Managing Time -- 4.2 Defining the Engagement -- 4.2.1 Defining the Term "Engagement" -- 4.2.2 The Customer's Perspective -- 4.2.3 The Seller's Perspective -- 4.2.4 The Value of Post-Sales Customer Engagement -- 4.2.5 The Importance of Smooth Transitions -- 4.2.6 Engagement Pace and Cadence -- 4.2.7 You Are in It for the Long Haul -- 4.3 Accessing Information -- 4.3.1 Where to Find Information -- 4.3.2 Talking to the Pre-Adoption Team -- 4.3.3 Interrogating Corporate Data Systems -- 4.3.4 Researching on the Internet -- 4.3.5 Validation of Information -- 4.4 Internal Handover -- 4.4.1 Types of Handover -- 4.4.2 Working with Colleagues -- 4.4.3 Conducting a Handover -- 4.5 Customer Information -- 4.5.1 Understanding the Customer -- 4.5.2 Researching Information about the Customer -- 4.5.3 Types of Customer Information to Research -- 4.6 Solution Information -- 4.6.1 What Have We Sold Them? -- 4.6.2 Additional Components -- 4.6.3 Revenue Information -- 4.7 Initiative Information and Customer Outcome Requirements -- 4.7.1 Understanding the Customer's Initiative -- 4.7.2 Outcomes -- 4.7.3 Capabilities, Inputs, Outputs and Outcomes -- 4.7.4 Documenting Outcome Requirements -- 4.7.5 Validating Customer Outcome Requirements -- 4.7.6 Primary and Secondary Outcomes -- 4.8 CSM Outcome Requirements -- 4.8.1 Internal Outcomes. 4.9 Stakeholder Information -- 4.9.1 The Importance of Understanding Stakeholders -- 4.9.2 Key Stakeholders -- 4.9.3 Other Stakeholders -- 4.9.4 Directly and Indirectly Impacted Stakeholders -- 4.9.5 Researching Stakeholder Information -- 4.9.6 Managing Your Time -- 4.10 Third Parties and Project Status -- 4.10.1 Who Else Is Involved? -- 4.10.2 What Progress Has Already Been Made? -- 4.11 Managing Information Gaps -- 4.11.1 What Do We Mean by "Information Gap"? -- 4.11.2 Planned and Unplanned Information Gaps -- 4.11.3 Identifying Information Gaps -- 4.11.4 Taking a Realistic Approach to Information Gaps -- 4.11.5 Filling Information Gaps -- 4.11.6 Dealing with "Unknown Unknowns" -- 4.12 Formulating an Engagement Strategy and Roadmap -- 4.12.1 What Is an Engagement Strategy and Why Do I Need One? -- 4.12.2 Components of an Engagement Strategy -- 4.12.3 Roadmap Components -- 4.12.4 Creating a Roadmap -- 4.12.5 Using the Roadmap -- 4.13 Tools for PCSMF Phase 1: Preparation -- 4.13.1 Preparation Styles -- 4.13.2 Capturing Research Information -- 4.13.3 Formulating the Customer Engagement Strategy -- 4.13.4 Creating the Customer Engagement Strategy Roadmap -- 4.13.5 The Central Repository -- 4.14 Summary of Activities and Outputs for PCSMF Phase 1: Preparation -- 4.14.1 Activities for Phase 1: Preparation -- 4.14.2 Outputs for Phase 1: Preparation -- 5 Practical CSM Framework Phase 2: Commitment -- 5.1 What Is "Commitment" All About? -- 5.1.1 You Cannot Help the Customer Who Does not Want Your Help -- 5.1.2 The Help You Give Must Be Clearly and Explicitly Explained and Agreed -- 5.2 The Customer Commitment Process -- 5.2.1 Commitment to What? -- 5.2.2 The What, Why and How of Customer Success Management -- 5.2.3 The Explicit Offer of Help and Assistance -- 5.2.4 The Customer Success Proposal -- 5.3 Communicating with the Customer. 5.3.1 Meetings as Enablers of Customer Success Outcomes -- 5.3.2 Maximizing the Value from Meetings -- 5.3.3 Is All This Meeting Preparation Really Necessary? -- 5.3.4 Verbal Communication-Consultative Questioning -- 5.4 The Initial Customer Meeting -- 5.4.1 The Importance of the First Meeting -- 5.4.2 The Concept of Continuity -- 5.4.3 The Concept of Timing -- 5.4.4 The Concept of Demarcation and Liaising with the Account Manager -- 5.4.5 Attending a Meeting Prior to the Initial Meeting -- 5.4.6 Topics for Discussion in the Initial Meeting -- 5.4.7 Validating the Customer Journey -- 5.4.8 Getting to Know Stakeholders as Individuals -- 5.4.9 Informing the Wider User Community -- 5.5 Developing a Stakeholder Management Strategy -- 5.5.1 Why Develop a Stakeholder Management Strategy? -- 5.5.2 Using an RACI Matrix to Understand Stakeholder Involvement -- 5.5.3 The Stakeholder Management Matrix -- 5.5.4 The Stakeholder Management Plan -- 5.5.5 Recommended Steps for Managing Stakeholders -- 5.5.5.1 Step 1: Determine Who the Stakeholders Are -- 5.5.5.2 Step 2: Create a Stakeholder Matrix -- 5.5.5.3 Step 3: Classify the Stakeholders into Categories -- 5.5.5.4 Step 4: Determine Your Management Strategy for Individual Stakeholders/Groups and/or Categories -- 5.5.5.5 Step 5: Work the Plan -- 5.5.5.6 Step 6: Review the Plan Regularly -- 5.6 Tools for PCSMF Phase 2: Commitment -- 5.6.1 Tools for Planning the Initial Meeting -- 5.6.2 Capturing Results from the Initial Meeting and Developing the Proposal -- 5.6.3 Managing Stakeholders -- 5.6.4 Amending the Customer Engagement Strategy and Strategy Roadmap -- 5.6.5 The Central Repository -- 5.7 Summary of Activities and Outputs for PCSMF Phase 2: Commitment -- 5.7.1 Activities for PCSMF Phase 2: Commitment -- 5.7.2 Outputs for PCSMF Phase 2: Commitment -- 6 Practical CSM Framework Phase 3: Onboarding. 6.1 What Is PCSMF Phase 3: Onboarding All About?.
This book provides a simple-to-follow best practice framework that explains what the core CSM (customer success management) steps are at each stage of the customer journey to business outcome success.
9780429595486
Customer services.
Electronic books.
HF5415.5 .A336 2020