customer success

“And I think that if I had one thing that I wish we'd invested in a bit sooner, it would have been that because, you know, it takes time to get up to speed and, you know, it's also a tremendous opportunity for upsell and growing accounts if you're doing that we…”

“So my lesson is don't let, ah, customer success upsell or having sales quota. They need to focus on making customer happy.”

“Where we've gotten better, we've gotten a lot better at sort of the onboarding process, the customer success process. I don't, Put those folks as part of CAC. I put them as, because they do they're not just about acquisition of the revenue. They're really abou…”

“They are not quota carrying, but they you know are responsible for upsell.”

“We don't actually make our CS roles a quota carrying. We feel that we really, first and foremost, want the CS role to be a trusted contact for the account that where, where they feel like they can give them both the good news and the bad news, right?”

“We do have a dedicated customer success team that handles expansion. We really believe In investing in customer success, and it's definitely paid dividends for us, but when the expansion becomes a new opportunity, the AE comes back into the account.”

“If you have a business model where people pay you as they consume, like a consumption based model, like Twilio, which is we're proud to have as a gainside customer in those businesses, that customer success motion is the growth motion”

“That's when I think I tell every CS person, it's not just about doing what your customers tell you to do. It's not about being nice. It's about actually helping them get to where they need to be.”

“We're really careful in giving quota to the customer success because we don't want them to just be like an extension of the sales arm. Like our first core value is, you know, we really care about our customers. We call our customers obsessed. And I know a lot …”

“Part of the challenge with customer success is they've been fault, been fed a false belief system that sales is bad.”

“We had like what we call the customer success, success personnel that we're doing up sales, which it's stupidest idea. I don't know why. Because they need to take care of the customers first, make sure they're not churning. And when they have time and have an …”

“So what we found was we previously had just had a customer success function. And what we found was that, that we were picking up the smaller upsells, but we weren't driving the big expansion deals. And so I've got the team now who are more hunters who are wher…”

“Particularly, I think that the big moment is that kind of handover from sales to customer success. That's where we found a lot of bottlenecks that we've been solving that has made an impact on our Gross margin as well.”

“You may already know that's not a good decision, and you can prove it because you have customer success data. And then it's not your opinion versus your CEO's. It makes that conversation much easier.”

“And the one place in your company that has the most qualitative data, unfortunately, isn't UX, even though I would love it to be, but like, in UX research, you can't talk to 4000 people in a month, most months. Customer success is already doing that.”

“And customer success, by the way, customer success for me is, ah, they are the guys that upsell. So again, going back to that example, you have a product, you partner with another company to, ah, add their product to your offer, offering. Who does that? In my …”

“And so we launch this and that feature flag to 100%. It's done, but it's not. And the teams don't know about this. They can sell it. They don't know, like, how it works and all those things. So this is very important to kind of, like, close the loop and Capita…”