How are you meeting needs well in today's climate? GGR wants to hear from you!

Heather Wendt

Effectively meeting needs with limited resources is a challenge many of us are facing right now.

How can we provide a customer experience that not only meets their basic needs but also furthers a more strategic partnership that increases retention and even upsells — despite having fewer resources to work with?

We are curious: what are the questions and topics you are wrestling with in this area?

We will use this information to drive conversations, events, and even content moving forward.

Let us know where you are working to build processes that allow you to continue to meet your customers where they are and guide them to where they could be!

@Jeffrey Kushmerek @Jeff Heckler @Julie Fox @NikkiEngel @Emilia D'Anzica @Jan Young @Amanda Watson @Michelle Wideman @Chitra Madhwacharyula @Dan Ennis @Samma Hafeez @Mark Holland @Amber Monroe @Elyse @Justin Chappell @Emily Garza @Maranda Dziekonski @Shari Srebnick @Bryan Plaster @Dana Alvarenga

Jeffrey Kushmerek

We are helping our customers in the following areas:

• Segment customers
• Tier service levels so that not everyone is getting white gloved treatment
• Ensuring that the customer's business reviews are focused on the Core Outcomes they expected when purchasing
• Small moments over loom vs waiting for one big "aha" meeting
• Automating all tiers where possible

Anita Toth

Great question.

We're specifically looking at processes we can automate while maintaining a high level of service.

That's our focus for Q3.

Jeff Heckler

This is a good, poplular topic.

Our main focus areas:

1. Continued iterations to our internally built CSP/Client Engagement Management System: a.) functional enhancements, b.) Health Scores, c.) progressive teams/users launches, d.) planning/PM.
2. Increased Digital CS motions across all segments.
3. Evaluation of tech in the service of all customers.

Shari Srebnick

Great question and one that is super relevant.

We're helping guide our clients in a few areas, very similar to what Jeff K said above:

*Segmentation - most use the common way of simply looking at ARR, but that doesn't always tell the whole story. Other ways you can segment are by customer maturity level and/or use cases.

*Automation - where you can leverage automation to support customer digitally while giving CSMs more time back for higher value activities.

*Tiering and Servicing levels - a human on every account isn't sustainable, nor is it what your customers may need. "White glove support" isn't always the best way. Need to meet customers where they are.

*Team Structure - ensuring your teams (all post sale, not just CS) are set up in a way that is efficient and allowing for better internal alignment around the customer. Customer Success (the outcome) is a team sport.

Chitra Madhwacharyula

• Scaling CS cost effectively to maximize customer retention and growth
• CS Operations
• Data Modeling to ensure ease of flow of data across the company and track organizational health

EdPorter

I find I'm needing to start clients at the beginning and building 101 types of motions, starting with onboarding and support. The biggest area we spend the most time on is setting expectations ahead of time. Each step in the buyer journey aligns to answering the question of "what does X look like?" X is the sales process, onboarding, becoming a customer, training, service issues, etc. I've been mapping these stages out and then working customer communication and expectations into the exit criteria for each stage.

Then we start building support workflows with automations. More so for auto responses based on trigger events (status codes, exceeding X hours with no response, tags, etc).

I've found that the more CS teams can align to expectation setting, the better aligned customer needs become. I've been spending more time in this area than anywhere else.

Michelle Wideman

*Defining customer success segmentation & support offerings

*Strengthening digital strategy: CSM platform, Customer Portals, launching LMS.

*Optimizing Red to Green process.

Javed Maqsood

One approach -

• Revisiting your account strategies with the lens of doing more with less resources
• Prioritize across customers, segments with an outcome (short term goal CSAT, upsell) in mind
• Use these as focal point topic of discussion with customers

BernRisley

Streamlining roles during the onboarding process can provide benefits for both the customer and the company. By assigning an onboarding specialist to handle the intricate details of the process, the customer can receive a higher level of expertise, resulting in a smoother onboarding experience. Once the onboarding specialist has successfully completed their tasks, they can pass the customer on to an Adoption Expert whose focus is to ensure that the customer's journey is progressing at the intended pace and achieving their desired outcomes. This helps alleviate the burden placed on customer success managers (CSMs), who are often overloaded with accounts, allowing them to focus on other important responsibilities. In today's fast-paced business environment, rushing through the onboarding process can lead to a lack of attention to detail and energy needed to build a critical relationship with the customer, potentially impacting customer loyalty and expansion opportunities.

Dana Alvarenga

a better onboarding experience. And by better I mean self service and automated that the customer can watch tutorials, understand what the onboarding and training will entail while they await their scheduled kick off call. This keeps the excitement high after signature if there is some calendar scheduling delays and also lets you understand the level of experience and buy in your customer has if they complete the tasks on time or not.