Parul Vij Chopra - Head of Customer Success, AVATOUR
- CS Managers should be like a chameleon: CS is a unique role that requires you to be versatile and be an integral part of not just the company you are employed with, but also become a part of the customer’s team, where you develop a genuine interest in working with people and the company. Take the time to understand why the customer bought your product and how it relates in terms of value to their core business. Go the extra mile to comprehend the customer’s culture and work styles, and adjust your approach accordingly. By doing so, you can establish trust and a strong relationship as a trusted advisor.
- Customer Success should be a motto across the entire organization. Even though it may seem easy for other functions to disregard the day-to-day challenges faced by the CS team while working with customers, and driving usage to retain and expand revenue. However, gaining visibility into it is important across all functions so that they can understand how their roles impact delivering value to actual users. A product that will satisfy customers today and tomorrow should be based on insights fed from CS to Product, which should be positioned at the core of the organization.
Confirming the first value should be a defined stage in your customer’s lifecycle: Right between Customer Onboarding and Adoption there should be a stage focussing on the “First Value” which should be concentrating on getting the customer to get to the desired business outcome as committed for your product/ service and has been well defined during the kick-off process. While there is a lot of emphasis on reducing the time taken to onboard customers, the time between the completion of onboarding and confirmation of value is a very critical data point and is an important insight into customer’s response to onboarding as well as the desire to use the product