Hey Mike!Just shot you a note on LinkedIn as well to connect, and happy to chat more. I've built onboarding programs and have used Skilljar as part of my own self-guided flows I've built.
I think packages can work so long as it's clear what you are offering and how that differentiates between packages. As long as customers know what to expect, you should be fine segmenting this way. You don't want to surprise new customers with hidden costs (for onboarding they thought was included) or pushing them through a self-guided funnel when they were told they'd talk to someone (so clear process internally is critical to make sure departments outside of onboarding or implementation also know what to promise). Shoot me a message on here or LinkedIn and we can find some time to talk!Shareil
Hey Andreas! Great comment! Love how you brought some science (or perhaps great experience) into the fold. In the spirit of collaboration and conversation Id like to add a little more to your response.My comment about not providing a set number of limits to your service (which youre totally right on with the early adopters etc) is that as Customer Success people focus should be on the human to human relationship that drives adoption and ultimately successful use of the product. By putting limitations on the interactions, you set yourself up to putting your customers into a box.To me the Customer Success teams are the human bridge between Product / Marketing and the customer. Everyone buys a software because they believe it will change their business in some significant way that it will lead to a better desired state. If you also believe that Customer Success is a philosophy adopted by the whole company and not just a team then how could you possibly put limitations on the interactions we have with our clients?
I believe in tiering your services department, as we do it here at Semrush, however the tiers are built by level of experience and expertise of the rep as opposed to client facing (set number of meetings, set time between meetings, number of QBRs etc) We feel those things distract from the ultimate goal of proving successful use to our customers vs having meetings/chasing activities just because we said they should have 4 meetings over the course of the year. Some clients need a million meetings some only need a proactive email once in a blue moon. As long as we understand the customers Goals, Plans Challenges and Timelines the only thing the CSM has to worry about is the role our product plays in helping them achieve that.
We deal with a lot of very low ACVs however so my perspective is built more on bringing value to many users vs those in an enterprise solution. LOVE this topic and looking forward to your reply as well as any others who want to share their perspectives.