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What's your process for figuring out what metrics to hold customer success accountable for?

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5 Answers
  1. Trevor Flegenheimer
    Trevor Flegenheimer

    AlertMedia VP, Customer Success | Formerly Zego, Treacy & Company • 1y

    You have to look at what the business cares about and then work backwards to how Customer Success fits into those overall targets. For example, if the business has a retention problem, it's probably important to have a Gross Revenue Retention KPI. If, however, the business is more interested in price increases and cross-sell and upsell, then tie CSMs to Net Revenue Retention. At AlertMedia, there was a business-wide push to build out our Advocacy program so we incentivized CSMs to source advocat ...Read More

    1,698 Views
  2. Meenal Shukla
    Meenal Shukla

    Zoom Head of Scaled Customer Success, Onboarding, Learning and Adoption • 1y

    Let me walk you through a systematic approach for developing customer success metrics: Start with core business objectives: Customer retention/churn rate Expansion revenue/upsells Customer lifetime value (CLV) Logo retention (especially for enterprise) Break those down into leading indicators Product adoption rates ROI delivered across the customer base QBRs completed on schedule Customer response times: AI can help identify this very easily (Across emails and support) Customer engagement levels ...Read More

    655 Views
  3. Kiran Panigrahi
    Kiran Panigrahi

    Salesforce Director - Customer Success | Formerly HSBC, DELL, DELOITTE, AGILECRM, GAINSIGHT • 2y

    I'd structure my thoughts tailored to the company's goals, customer needs, and product/service offerings, distinguish between leading and lagging indicators, establish the median metric numbers, and improvise as we go from time to time. Understand Company Goals: I will start by understanding the company's goals. These could include revenue growth, customer retention, market share expansion, specific product adoption targets, and multi-product strategies. Align with Business Objectives: Identify ...Read More

    1,150 Views
  4. Cormac Kelly
    Cormac Kelly

    SurveyMonkey VP of Customer Success | Formerly Microsoft • 8mo

    This is a great question, because what metrics you look at and what standards you set are incredibly important. It also really depends on what Customer Success means to your business, sometimes CS owns renewals, some times support, sometimes not. The critical element to think through is what value you are driving for the business. For me, the CS team should own renewals as an example, and should have some ownership of NRR or expansion. This way, you can demonstrate really tangible results for th ...Read More

    785 Views
  5. Conor Holmes
    Conor Holmes

    Confluent Senior Director of CS & Account Management • 7mo

    We split metrics into leading and lagging indicators. Leading metrics, like adoption or engagement frequency, show whether we’re focusing on the right customer behaviours. Lagging metrics, such as retention, renewal rates or NRR, reflect the impact of those efforts. The team is held accountable for what they can directly influence across both views.

    430 Views

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