Introduction Depending upon the product (or service) in question, full product adoption can be a potentially quite complex and even onerous task to perform well. As with all complex tasks, the secret is to break it down into its constituent components and then to deal with each component one at a time (as much as possible at least). There are many ways in which product adoption could be divided up and broken down into separate parts. The steps I have divided up adoption planning into are shown below: Step 1: Determine Adoption Requirements Step 2: Identify Process Changes Step 3:

Introduction Depending upon the product (or service) in question, full product adoption can be a potentially quite complex and even onerous task to perform well. As with all complex tasks, the secret is to break it down into its constituent components and then to deal with each component one at a time (as much as possible at least). There are many ways in which product adoption could be divided up and broken down into separate parts. The steps I have divided up adoption planning into are shown below: Step 1: Determine Adoption Requirements Step 2: Identify Process Changes Step 3:

Planning for Product Adoption – The First Two Steps Introduction Depending upon the product (or service) in question, full product adoption can be a potentially quite complex and even onerous task to perform well. As with all complex tasks, the secret is to break it down into its constituent components and then to deal with each component one at a time (as much as possible at least). There are many ways in which product adoption could be divided up and broken down into separate parts. The steps I have divided up adoption planning into are shown below:

Part 2 of 2: The Solution A New Approach to Scaling Customer Success Customer Centricity Instead of Supplier Centricity The question we posed at the end of Part One is whether or not the standard approach to customer segmentation followed by the delivery of different types and/or levels of customer success services to each segment that we have described in the first two clips is a fair way to deal with customers, and regardless of this whether in any case it is a good idea commercially speaking, and whether it really does make the best use of

Part 1 of 2: The Challenge A New Approach to Scaling Customer Success Introduction I was recently given the opportunity to talk to the delegates at the Customer Success Association’s 2019 European SuccessCon in London, and another of the speakers was Jason Noble, VP for Customer Success at Vinli and one of the two Jasons in the “The Jasons Take On…” podcast series. Jason is an influential thought leader in CS and also a great guy whom I count as a good friend within the CS community, and so I was really pleased to find he was

The Customer Success Handover Overview Of course every customer and each customer engagement will be somewhat different, but whilst there will be variation in detail between customers and engagements, the process of engaging with customers is likely to remain the same or similar each time. Because of this, the way to prepare for this process of engagement can be reasonably well defined and documented ahead of time. It is true to say that good preparation will make a big difference to both the quality of the outcomes obtained from the engagement and the efficient use of time and

Uncovering the Hidden Financial Value of Indirect Benefits Introduction I was recently given the opportunity to talk to the delegates at the Customer Success Association’s 2019 European SuccessCon conference in London. My talk was about how to uncover the hidden financial value of indirect benefits, and below is pretty much a word-for-word transcript of that talk. The Importance of Financial Value I am going to talk about direct and indirect financial benefits, but before I get to that, I want to talk more broadly about value and in particular about why I believe

“Culture Fit” or “Culture Add”? Introduction Not long ago I posted an image on LinkedIn that had a list of fourteen personal skills, traits and characteristics, under the heading “Hire CSMs for this (because it’s hard to train)…” and I then repeated it in my September monthly newsletter to subscribers. You may have seen that posting but if not, here is the image I posted: The post got lots of attention (which of course is always very personally gratifying) and a few comments and shares. But as well as this, one of my newsletter

Problem Solving 101 for CSMs What if the Value is Not Being Attained? One of the key duties for CSMs during Phase 6: Value Realization is to ensure that the value that is being attained is measured, analyzed and reported to the customers’ decision makers. This is so that these decision makers have the information needed to be able to make the decision to renew service contracts and replace products, on the basis that value is being realized currently and therefore it makes sense for them to ensure that this value continues to be realized. But how

Presenting Financial Performance Information Reporting on Financial Value Realization It’s my belief that business consulting and financial reporting should be a normal part of the core activities of the majority of if not all CSMs. I am well aware that many CSMs and their leaders would not consider it to be an important part of the CS remit. However, as more of the “easier” part of the CS role gets automated (and it will) the true value that is left is in the clever stuff – part of which is in helping customers