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Do you know what Customer Success metrics race through a ChiefCustomerOfficer’s (CCO’s) mind all day long? With a dizzying number of SaaS metrics—from acquisition costs and account expansion to customer churn and satisfaction—all vying for headspace, CCOs must focus on the measurements that really matter.
However, that’s not always the case for Customer Success (CS) teams even though they are often responsible for renewals and expansions. So said Randy Wootton , chief executive officer at Maxio and Alli Tiscornia , chiefcustomerofficer at ChurnZero in our webinar, “ Finance & CS: Charting a path to profitability.”
A chiefcustomerofficer (CCO) is an operational role responsible for all customer-facing activity post-sale. This often includes leading implementation, customer success and customer support teams. A chiefcustomerofficer is usually responsible for everything that happens post-sale.
It requires a genuine understanding of your customer cohorts and their goals, perceptions, and needs. To share how to choose, track, and act on effective onboarding metrics, ChurnZero Customer Success Enablement Team Lead Bree Pecci joined CSM Practice for a drill-down into customer-centric onboarding. Irit: Hi everyone.
Twenty years ago, when I did my first big round of funding for a different company, NRR was an “Oh, by the way” metric. Then, by the third meeting, they said, ‘Oh, by the way, what are your customermetrics?’ Within the last 36 months, NRR claims the top spot as a qualifying metric. Why NRR benchmarks are dangerous.
To help make sense of the survey data, give their expert take on what it means for Customer Success teams, and offer up maturity recommendations based on the findings, we invited Megan Macaluso, VP Customer Success & Operations at ESG, and Jay Nathan, ChiefCustomerOfficer at Higher Logic, to join us for a webinar.
This is a guest blog post by Jay Nathan, ChiefCustomerOfficer at Higher Logic. A J oint Success Plan is a simple but powerful tool for outcome-based customer success management. It’s designed to help solution providers align with their customers’ business goals and objectives. A – Attainable.
CEO - C hief CustomerOffice Council. Curtis founded the ChiefCustomerOfficer Council™, the first peer-led advisory group for CCOs. The Council has helped its members create customer-centric cultures as well as drive profitable customer engagement. ChiefCustomerOfficer - Gainsight.
The Net Promoter System® (or NPS) has been a popular customer experience metric since its creation in 2003. As a rule, I would always suggest collecting NPS as one of a number of metrics (including CSAT and Customer Effort) unless there is a compelling reason why you should not. There is no perfect metric.
His leadership in operations management and customer service excellence is crucial in ensuring timely delivery and customer satisfaction across hundreds of store. Her work in transforming brand experiences through deep consumer understanding and CX data reflects a commitment to creating seamless, customer-first strategies.
His leadership in operations management and customer service excellence is crucial in ensuring timely delivery and customer satisfaction across hundreds of store. Her work in transforming brand experiences through deep consumer understanding and CX data reflects a commitment to creating seamless, customer-first strategies.
It requires a genuine understanding of your customer cohorts and their goals, perceptions, and needs. To share how to choose, track, and act on effective onboarding metrics, ChurnZero Customer Success Enablement Team Lead Bree Pecci joined CSM Practice for a drill-down into customer-centric onboarding. Irit: Hi everyone.
High-performers are more than 9 times more likely to integrate data from multiple sources, analyze customer interactions across channels, and engage with customers optimally through their preferred channels. It is also about changing customer and employee behavior to drive financial impact.
How are today’s Customer Success teams using these forecasting factors to get and stay ahead of their customers’ needs and wants? To find out, we invited CSM Practice to share benchmarking data from their recent survey of Customer Success professionals on how they build, maintain, and measure customer health scores.
First, she advocated for a single executive leader to be charged with overseeing the post-sale teams and ensuring customers get value from a product. That notion evolved into what we know today as the chiefcustomerofficer. The post Should customer success have veto power over bad-fit customers?
If you’re scratching your head at this point wondering what on earth I’m talking about, the Customer Success Maturity Model is a proven, comprehensive framework used to define, organize, and benchmark the capabilities every CS organization needs to build a CS practice, operationalize its foundation, and transform its critical function to scale.
During my ten years plus tenure as a corporate CX director, I introduced NPS to the leadership team to which they readily understood the concept and its simplicity and fully embraced NPS as the key performance metric in evaluating customer satisfaction and loyalty. It complements other CX metrics but is less likely to stand alone.
During the webinar, we covered: How to benchmark your team against others in the industry. Speakers: Abby Hammer , ChiefCustomerOfficer, ChurnZero. Jay Nathan , ChiefCustomerOfficer, Higher Logic. And then what are your targets for those metrics? Firsthand reactions from industry leaders.
Instead, I am sharing with you examples of the ultimate Conqueror state in each pillar: Alignment: CS influenced the operations and compensation corporate-wide to align all teams around Customer Success via a Chief Revenue Officer or ChiefCustomerOfficer.
Instead, I am sharing with you examples of the ultimate Conqueror state in each pillar: Alignment: CS influenced the operations and compensation corporate-wide to align all teams around Customer Success via a Chief Revenue Officer or ChiefCustomerOfficer.
For a customer feedback project to begin, get a team’s attention, and close the loop across the business, these are the three areas you must focus on: Assign (or claim) accountability and choose the metrics to track. Close the loop with the customer. Assign accountability for a customer feedback loop.
According to our 2018 Live Chat Benchmark Report , Comm100’s Chatbot takes care of about 20% of all incoming live chat inquiries alone. Happier agents are also more productive, which means that they can better achieve contact center metrics. And, Chatbots more than pull their weight. Estimate the Annual Cost of Handling Eligible Chats.
His coverage topics include the ROI of CX, CX strategy and governance, how CX leaders secure and retain sponsorship, the buy/own/advocate customer journey, voice of customer (VoC) and survey strategies, customer journey mapping, CX analytics and measurement, the role of social media and word of mouth (WOM) in CX, and persona development.
Video Title: How to Prove Value to Customers. Host: Irit Eizips , ChiefCustomerOfficer & CEO | CSM Practice. Guest: Chris Singh , SVP Customer Success Management, Customer Engagement & Experience at SAP. Is my customer healthy? Read the full transcript to learn more. The Interview: .
Demonstrated ROI – does the customer have proven results? Your results are ideally backed by hard ROI metrics to validate success, but sometimes the strongest outcome is a “soft” ROI metric, such as process improvements and productivity increases. Customer Tenure – have they been a customer for at least nine months to a year?
Earlier in my career, there was a specific instance where a customer came to me with a business problem, and in that moment I was so worried about not having the right answer I just started throwing out potential solutions. Externally – understand what success looks like from the perspective of the customer.
The worst part is that while product, sales, marketing, and engineering have a vote to increase their respective budgets, resulting in enhanced revenue or engagement, customer success depends on financial metrics like revenue per CSM or customers per CSM. MRR and CSAT are other metrics that can be tied to the pitch.
You can prevent customer churn before it actually happens. Only when some metric goes off the benchmark can you know something is wrong. Customers can voice their issues with the usage, feature, or support process of the product. Top Metrics You need to Consider for EBR/QBR sessions. How much product is being used?
A useful analysis among the executive team is to apply lenses of metrics and business value levers to your customer journey map,” suggests Magers. Lynn authored 6 benchmarking studies and 3 CXM handbooks (Amazon). Lynn is ChiefCustomerOfficer at ClearAction Continuum and co-founder of ClearAction Value Exchange.
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