Is your CS function a growth engine or a dumping ground?

Customer success is a strategically and financially valuable discipline, but not the way most companies in our industry do it…

?? CS as a dumping ground

CS functions typically get created to take on the administrative or operational tasks that bog down both sales people and technical people (engineers/developers and product managers). But without a clear servicing plan and process aligned with different customer segments, CS can become a dumping ground for tasks that others don't want to do.

?? CS compensating for product weakness

When technology doesn't work like customers want it to, who bears the brunt? The CS/operations teams. They become adept at making the system work like it “should.” But if these additions don't get built into the tech, then even the most streamlined processes can become a morass of hand-built tweaks that derail efficiency.

?? CS compensating for failed product-market fit

CS as a function derives its origin from the world of Software as a Service, which in the insights industry is code for DIY. And yet, in our industry and adjacent ones, quite often the most desirable logos (certainly the ones that get investors excited) are companies that don't want anything to do with DIY. Thus, the CS function transforms into a proper operational discipline with a very different impact on delivery and the P&L.

?? CS compensating for revenue-at-all-cost sales teams

I am one of the first people to try to help figure out ways to close deals with clients who challenge systems and processes, but only when we can have honest discussions about how things are going to be impacted in the medium- to long-term. As I wrote in my newsletter recently, adding complexity needs to be planned.

Any of these issues will compromise the efficiency and effectiveness of a CS team. Over time, it will also create a climate of frustration.

These issues are avoidable, even reversible. But for CS to add value—strategic and economic value–you’ve got to deal with them up at the source. The way you know that there is a structural problem with your CS function is that, no matter what you try, you can’t seem to create greater capacity without adding people. (And that means of course you can’t create growth without adding cost.)

Confronting those problems could mean:

• Evaluating what types of customers receive what kind of support.
• Making regular product improvements that unlock productivity
• Defining a more structured sales process that ensures the CS team is not stuck.

Implied in all these solutions is the requirement of coordination—a recognition of the interdependence of CS and both revenue and product functions. But that was always the case.

Struggling to build or revitalize a CS or operations function? Looking for perspective on how you might improve?

Book a 15-minute call with me to discuss, free of charge.