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I'd like to recommend focusing on getting ahead of it rather than waiting for the churn to get a reason. There are certainly great ways to engage the right customer-stakeholders at the right time with the right messaging so they stop ghosting you and then end up canceling. Getting "deep and wide" feedback by asking your customers to provide online assessments (nay, "NPS") is one way that works well as long as you demonstrate commitment to address what they tell you (that is, make sure there's a "help ...

After a customer gives churn notice, I generally schedule a call to get feedback on their experience with our products and team, understand the reason for churn, see if there's any way to save all or some of the business, and/or go over next steps for offboarding. If the customer has been largely unresponsive so you can really only speculate about the reason for churn, what are some strategies or tips you have for this kind of meeting? #CustomerJourney #Strategy ------------------------------ ...

Hi Brooke, I would check with your Support team. If they do post-incident surveys, you can review for trends (low scores, key words in the comments, multiple cases from individual end users, etc.) and then leverage those as a reason for the CSM to reach out. Even without surveys, you can look at customer case histories or get anecdotal stories from Support. While they have a lot of reactive data, you can use it to dig a little deeper to find out which customers are actually struggling and which ...

Thanks Matt, Brooke and Emily for your responses. All roads seem to lead to the same providers which is fine, its great to validate we are all on the right track. We also attended a CS course put on by Cisco training which was more Enterprise High touch focused but quite good. Emily, we use ChurnZero as CS platform and they have some really great content which is partially tool independent. ------------------------------ Dima Vovchak Whispir ------------------------------

Brooke, you have to find "disruptive" ways to penetrate the customer's busy schedule and cluttered brain. Try having a C-level exec at your company send a personal email asking for 30 minutes to learn about the customer's business and see how things are going. This separates the outreach from the typical day to day correspondence. And has the added benefit of engaging your senior team as well! You can even position it (internally and externally) as a strategic initiative and brand it as a "customer ...

Hey, GGR community! Inspired by this State of Customer Success 2020 report by Gainsight, I'm looking to replicate the same for the Asian community of CS practitioners, specifically South East Asia. For a bit of context, while the discipline is gaining maturity in the US, in SEA, we are just beginning to witness the growth in popularity of this role as cloud and software gain widespread adoption. And luckily for us, practising Customer Success in SEA will be a unique (and fun!) challenge as ...

We’ve probably all had the experience of calling a customer - scheduled or not - and feeling like they’d rather not be on the call. Or, you’ve probably been in the middle of a call and suddenly thought, “I don’t know why I’m in this call, and neither do they”. Needless to say, when a customer doesn’t know what they’re doing on the phone with you, they start finding ways to get off, and not answer next time. It’s becoming more and more popular for leaders to hold team activities on ...

Hi Ross, I'm also in interviewing mode for a small team and I am always looking for curious and independent individual contributors. By asking CSMs about how they manage their book of business and to walk me through specific examples with customers (positive and negative) I can typically get a good read on how much of these key attributes they embody. Given that a CS Role is typically both about being client forward AND internal advocate, I am looking for examples that illustrate these behaviors. ...