How to Get Product Managers Excited to Work with Customer Success - Deepstash

How to Get Product Managers Excited to Work with Customer Success

  • Their customers — what they want, what they need, and how to bridge the gap between what your product does and this desired outcome.
  • The Onboarding process is where new customers tend to get stuck, where they drop out, and what can help them get over those hurdles.
  • Usage — how well is the product working for the customers? Where they stop using it. What they’re hoping to find — and don’t.
  • Growth opportunities are when the customer will benefit from using more of the product.

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MORE IDEAS FROM How to Get Product Managers Excited to Work with Customer Success

A customer success team is only as good as its information. But why aren't other departments clamouring at their door for these insights too? most of us come from a tradition of strict departments. You do your thing; I'll do mine. Which, along with Territorialism and downright inefficiency, leads to data silos. You need a way to get your insights heard. Because you can’t give your customers what they need by yourself. 

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Product managers and engineers have a very different way of communicating than Touchy-Feely customer success agents. Just like a good marketing campaign, lead with benefits to them (rather than the customer) and put them in bullet points with Metrics if possible. Product managers and engineers have a very different way of communicating than Touchy-Feely customer success agents.

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Customer success data can pinpoint the trouble spots that matter most. But cs can't fix these problems themselves; they depend on Dev to come up with the solutions. What you think should be a "simple" change isn't actually asking for an overhaul of the entire Website. You can help Dev bridge that gap by understanding what the customer wants and making sure it Aligns with what they truly need. If you want a product to work,

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When support tickets rise en Masse, many Ceos hit the panic button. This sends Dev into a flurry of activity (disrupting what they were doing) what if we built a new feature? What if we did one big update? What if we asked each departing customer why they’re leaving and solved all of those issues? It’s the fast track to the dreaded "next feature fallacy" and the "product death cycle"

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Customer success already builds out ideal customer profiles, in which the ideal customer’s pain points and ideal outcomes are recorded. It’s not a great leap to also create user stories that help Dev answer the question, “why are we doing this?” and Prioritize accordingly. Success can even take on some of the burden of Prioritization, using user stories, as long as it’s part of a group effort — everyone has to agree to a unified scheme based on user impact, effort required and company priorities.

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The “ right” kind of feedback comes from ideal customers. The wrong kind of feedback can lead to wasting time on features that don’t serve your target audience. Customer success has already identified ideal customers. That means they know who to survey, and when they send the survey, they’ll get higher response rates.

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Show Product Dev how their hard work impacts real people. Share customer stories and anecdotes. Share your numbers and stats. Celebrate successes.

Too often, Dev is removed from the effects of their work. They don’t get to see the end users succeeding. They don’t see how what they do makes peoples’ lives better.

This is a vital element to engagement and a big part of enjoying what you do.

So give Dev credit where it’s due, and introduce them to the customers they’re really working for.

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Which means that the company benefits, because you’re effectively maximizing lifetime value (aka. minimizing churn), which leads to growth. 

  • According to Bain and Co., a 5% increase in customer retention can increase a company’s profitability by 25% to 95%. 
  • Retention had a 6.71% impact on a company’s bottom line. Acquisition only had a 3.32% impact.
  • Gartner Group found that, on average, 80% of a company’s future profits come from 20% of their existing customers. 

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RELATED IDEA

The Duties of a Customer Success Manager

Customer Success Managers are responsible for developing a positive and trusting relationship with the client. This is a unique role that is a hybrid of customer service and sales.

When keeping up with your customer's value, it is important to communicate with them in a way that has sincerity. The results of your efforts to create value are measured in the customer's perception of that value.

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1. Actively vet your leads

Marketing needs to be laser-focused on generating leads that fit your ideal customer profile in order to reduce churn. We do this because it is inevitable that some poor-fit leads will still be generate and passed on to the sales division. 

Questions to guide with vetting:

  • Is your sales team trained and actively encouraged to vet and quickly reject poor-fit leads?
  • Do you have a concrete feedback loop between Sales and Marketing to minimize the generation of poor-fit leads?

Success and support teams should regularly review the sales team's pre-sales qualification and requirements checklist.

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Land and Expand

In sales, “Land and Expand” is a strategy to land a customer with a small deal, and then sell into the organization to expand your footprint to more seats, additional departments or more products and services.

Land and expand plays out like this in a SaaS:

  1. An individual user signs up for a free trial
  2. Then converts to a paid user
  3. Then you get as many other users in that company as you can
  4. Finally, you convince key decision makers to adopt your product across the organization 

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