Customer Success KPIs

This is one of the top questions I get about Customer Success! When breaking down responsibilities I try to consider what the best experience for the customer will be and ensure I align the responsibi

In my opinion, this really depends on your internal org structure and who owns renewal and growth. But, if I could design something from scratch and do it at any company, it would mirror exactly what

It's important for Customer Success and Sales to share incentives around customer growth. Too often folks think about customer retention and customer growth as two mutually exclusive things. The fac

I dont' disagree with this structure, but would argue that if CS is not also driving net-new revenue (and compensated accordingly), you will always have a Finance team who annually asks the question:

Relationships with your customer are key to understanding what success means for them. You can not believe that only one department or just one person is getting value from your product. So you need

In my experience, the number of voices in the room around feature adoption KPIs grows as organizations mature, and a complete list might look something more like this: 1. Customer Success 2. Product 3

In a perfect world, the CSM team is responsible for feature adoption on a per-customer basis, and the feature you measure the team on directly relates to the customer-defined goal or use-case (coming

The best way is to collaborate as a whole organization. Product and Customer Success should be "best friends" in terms of adoption. Customer Success is in charge of driving the adoption and collecting

This is going to sound like a ripoff of the 4 Disciplines of Execution because...well, it is. First off, don't have too many OKRs! Pursuing too many goals at once robs you of focus. Second, make sure

The good news is that if you're entering a new market with a new product, you (hopefully) have the ability to move quickly and be agile! Avoid the temptation to wait until you have perfect informatio

I’m nervous to say it …. But I think NPS can be a total distraction if given too much weight. Of course, the overall shape of NPS scores can help spot trends but, as we’ve learned, the rules you set u

Customer NPS. At a high level, of course NPS is important to your company! And companies with high NPS tend to have higher renewal rates. That said, at an individual customer level, the relationshi

Community as an extension of advocacy KPIs. Typical customer advocacy is a flywheel for new business, case studies, sales references, etc. And of course, that’s important, but I think customer success

Not all customer success activities should be treated alike. There are some very high-value customer engagement activities that should be completed with your accounts. For example: executive engage

I've found two KPIs to be difficult to commit to: Customer Health. If you have a robust algorithm to measure customer health (influenced by a number of inputs ), it can be hard commit to a certain o

Technical Support response targets! We’ve all been there, and being the first Success Hire is super exciting. You get to wear many hats, get involved all the way through the customer lifecycle and be

Unlike a lot of Customer Success departments, we’ve chosen to align our team to customer KPIs rather than commercial/upsell targets. As such, we have less overlap in goals between CS and Sales. Of cou

First and foremost, our CEO, Bill Magnuson, sets the philosophy that our company-level OKRs exist to give departments freedom. Teams can feel empowered to move quickly if their initiative can ladder u