We’re excited about our upcoming Technology Services World conference this fall in Las Vegas. This year’s theme is the Art and Science of the Customer Journey, and within my area of research, customer success, many attendees will realize this theme is definitely in our wheelhouse.
As part of the customer journey, we usually see two bigger phases of customer success maturity. The first is when we observe a group of professionals working across a company on projects and initiatives that improve the customer’s experience, which we refer to as the “thematic” view of customer success. The second is an organization that has one or more of three common charters of customer success: adoption, retention, and expansion. Regardless of maturity of your customer success and customer experience initiatives, being able to improve your customer’s experience should be a top priority for these teams.
Customer Success Maturity Model,
Art and Science of the Customer Journey
Before you can establish and grow your own Customer Success function within your company, you must first have a firm understanding of the basics. I’ve written this ebook to help technology companies of all types get an overall view of what customer success means, how its performed, and how to tell when you’re doing it right. Whether you’re brand new to the concept or just need a refresher, this ebook can be your reference to all things customer success.
Customer Success Maturity Model
How far the industry has come in the last 5-10 years! At the beginning of this transformation nearly a decade ago, virtually all technology professional services organizations were perfectly content to play a “Level 2” role. That is, they had capabilities and offers that were almost exclusively focused on getting customers up and running on the core technology product.
Of course, that’s still an important function of professional services (PS) for any tech company. But nowadays, we’re getting a lot more questions indicating that PS is rapidly being pulled and pushed into being more of a Level 3/Level 4 engine, that is to say, a capability that directly helps customer achieve business outcomes.
Art and Science of the Customer Journey
Customer journey maps are typically the result of a business planning exercise to better understand B2C customer experience sequences. With journey maps in hand, suppliers can then purposefully control and optimize the interactions to improve supplier outcomes in typically narrow circumstances.
However, the customer journey for a large technology buyer is complicated and dynamic. In this post, I’m going to explain that journey and how you can deliver a dynamic and more customized approach to customer journey mapping, an approach I like to refer to as “appifying,” with the help of analytics.
customer experience journey mapping,
Art and Science of the Customer Journey,
customer journey mapping
Successfully transitioning your business model from “CapEx,” where customers pay up front for your solution, to an “OpEx” or subscription model where your customers pay over time and your revenue becomes ratable is not easy. And, it’s not just the transition in your revenue model that’s difficult—it’s also not simple to generate GaaP profits once you have substantially pivoted. That was the point of the last post in my “Recurring Revenue Journey” series. But fortunately, with so many hardware, software, industrial and medical equipment suppliers playing today in the subscription business model, some best practices are emerging.
The Recurring Revenue Journey,
Whenever a new trend emerges in the world of technology and services, TSIA is already active in developing new research, frameworks, and expertise around what that trend can mean for your business and the future of our industry. To share their latest findings in the areas of support services, expand selling, sales, marketing, improving customer journey, and creating profitable subscription offers, TSIA executives will be presenting at several upcoming conferences and speaking engagements, including: TSIA International Support Services Summit, Marketing Loves Sales, Technology Services World, and ProductNEXT.
It’s no secret that great customer service is growing harder and harder to deliver. Customer expectations are rising and there is a lot of pressure for support organizations to deliver more with less. Surveyed IT support organizations report that ticket volumes are up 57% over the past year, and yet headcount has remained flat. In addition to having more tickets, the issues they are working on are becoming increasingly more complex as customers demand support across more devices.
The “do more with less” challenge can feel like an uphill battle for most support organizations, but there are ways to maximize efficiency. It’s all about working smarter and not harder. In this post, I’ll be sharing some steps you can take to get started in building a smarter customer support organization.
If you’re an industrial equipment, telecommunications, or healthcare organization with hardware on a customer site, you’re going to want to understand how artificial intelligence (AI), business analytics, and machine learning fit into the picture. Through conversations with our membership community and TSW conference attendees, it’s become clear that these are are all hot topics that technology suppliers are interested in learning more about but are still having a hard time understanding. In this post, I’ll share what each of these terms mean, how they are fitting into the business strategies of hardware suppliers across the industry, and how you can learn to apply these emerging and highly beneficial capabilities and apply them to your business.
internet of things (IoT),
smart, connected products,
artificial intelligence (AI),
remote services continuum
As a technology supplier, your recurring revenue stream depends on whether your customers can successfully adopt your offers and realize the full value of their investment. At TSIA, we’ve written a lot about customer adoption, and I personally have authored several posts that illustrate the role education services can play in facilitating it. In this post, I want to share with you a collection some of my favorite posts that tell the broad story of adoption and where education services can fit into your strategy.
TSIA asks our membership about different metrics and practices through various inquiries, surveys, and benchmarks. One statistic that has surprised us is the number of Customer Success organizations that use a dedicated customer success platform. According to our data, we found that 67% of Customer Success organizations do not use a dedicated customer success platform.
While the data is consistent, we continue to be amazed. Between the two of us, we have direct experience with customer success platforms, and remain connected with new technologies that continue to hit the marketplace. We have also observed how other Customer Success organizations benefit from this kind of technology with efficient results. But none of the oft-quoted benefits have carried over to moving the needle on whether Customer Success organizations will purchase dedicated tools or applications for their teams.
customer relationship management (CRM),
artificial intelligence (AI)