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Delivering Customer Success for Fortune 500 with Tj Randall

“The secret of successful managing is to keep the five guys who hate you away from the four guys who haven’t made up their minds.” — Casey Stengel

What is Customer Success? Is it maximization of value to the customer right from onboarding to the stage where the customer becomes a product champion? Or is it the delivery of the desired outcome? Come to think of it every customer gets onboard a platform with the goal of meeting certain desired outcomes. However, when you have to deliver customer success for Fortune 500, does the meaning change?

What does a Fortune 500 organization look like?

When you are talking about a large organization like a Fortune 500 or a Fortune 2000 company, you are engaging with certain teams, and somewhere else in that company because of levels of hierarchy or offshore teams, somebody else probably has competing for ideas or goals.

How do you service a Fortune 500/2000 customer base? How do you work with them?

For XebiaLabs, it’s critical to identify a customer success model that helps drive renewals. At XebiaLabs, they build products to make complex problems easier.

  1. Team
  2. Teams
  3. Business Unit
  4. Division
  5. Company
  6. Parent Company

What does the customer journey look like?

The XebiaLabs Customer Success Model

  1. Implementation: Setting customers up for success
  2. Presales: More “sales based” activities to new teams
  3. Maintenance: Account touchpoints, roadmap calls, etc.
  4. Projects: Provide expertise in usage and extending product
  5. Training: Initial training to onboard as well as ongoing training
  6. Firefighting: Large customers have large problems. 😊

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Six Lessons from Customer Success for Fortune 500

Lesson 1: Enterprise Customers are LARGE

Disparity — Teams across the organization might not know about your solution. So a large organization might have 2–3 software to solve the same problem.

  1. Keep pace with Customer Initiatives
  2. Continue to empower your champion(s)
  3. Protect your flanks

Lesson 2: Stop wishing for Data

Instead of wishing for data, ask these questions.

  • What makes a good customer?
  • Why do customers leave?
  • What do you know about your customers?

“A champion is someone who, when you ask to go and do something difficult for you, they do it. They’re a champion. Otherwise, they’re a cheerleader.”

Lesson 3: Multiple Stakeholders Across Organization (aka ”herding the cats”)

Large organizations ask for a lot of complex things, from different parts of their organization. You have to have the ability to collect, analyze, plan and respond to their requests. You need to be able to articulate information that is actionable.

Lesson 4: Visibility for your organization

Everyone within your company wants to know what is going on at that big Fortune 500 company. As a customer success team, you need to receive, track and manage key signals from enterprise customers.

Lesson 5: Talking about customers

Remember the six work areas? You need to know how you are going to talk about a work area and how it relates to your whole company. You want to be proactive and avoid firefighting.

Trust in God, but lock your car 😉

Lesson 6: Get to One Number

There is an important quote from the movie Moneyball.

“People who run ball clubs, they think in terms of buying players. Your goal shouldn’t be to buy players, your goal should be to buy wins. And in order to buy wins, you need to buy runs.”

So, how do you get to this one number where you can summarize the customer experience? You have to answer your company’s question.

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Nilesh Surana

Demand Generation at Fyle | prev Aryaka, Xoxoday | Writer at Hacker Noon, The Startup, picksaas | Manchester United fan | Instagram: lordofgoodfood