Thanks for the clarifications. For the past ten years, I have used a 68/72% target, with a ceiling in the mid-80s as a clear indicator Support teams might be well under staffed. I know of many companies who use very similar numbers.
Interesting comments. In IBM we went in the past without a real protocol, but I think lots of people thought that video removes multitasking, and other just think it is more personal and helps in serious discussions. I experienced in my own team that we're always on camera in 1:1 or teamcalls (independent of homeoffice or office). I think we all enjoy seeing each other. But I also experienced in the past that the larger the meeting is or when there are people who do not know each other well there is a certain trend to not have video on. With the COVID19 situation IBMers created a pledge for working from home, and I really like it. It is including rules for video - and I think we should all respect them. Arvind made the "IBM work from hole pledge" public, you can find it on: https://www.linkedin.com/pulse/i-pledge-support-my-fellow-ibmers-working-from-home-during-krishna/?linkId=87805422
All good insights above that are consistent with what I'm seeing as well. I think the TSIA has shared some good thought leadership on this topic relatively recently about the required skills / profile of customer success resources and how it requires a special mind set different from pure sales or pure support.
Here are the results of a polling question from last week's Coveo webinar on spending around knowledge management, self-service, and remote worker technology.
Alex - There are a few other things you should be thinking about as you try to grow revenue without adding costs. Some of these include:
There are other LAER-Efficient tactics that can be helpful. Email me at [email protected] and we can chat about it.
We have been pretty explicit that our priorities for 2020 (and into 2021) largely remain the same, despite the crisis. That said, very practically speaking, there are investments in those priorities that simply cannot move forward at the moment -- either because of the need to preserve cash, or because of limits/restrictions driven externally. We are, however, trying to accelerate other investments that might otherwise have had a much longer "organic" ramp; we are shifting resources into building and promoting a wider range of digital offers, accelerating training of our salespeople on a number of those offers and related tools, and evolving a number of internal processes as a result. But we are trying not to do anything purely "in reaction" to the crisis -- but rather in the context of accelerating existing priorities.
I completely agree! Coming from a highly technical background in customer support and jumping in to customer success felt like night and day. The points you make are excellent in what the difference is with the two roles. I can remember with support I always felt that I was reactive to the interactions I engaged in, with very rare proactive engagements. In CS I think it flips the script entirely with my main goal being to remain proactive to help customers realize value in the product therefore making renewal a no brainer. I noticed that some of the skills I had sharpened up in support like technical knowledge and customer service were so useful and came second nature to me.
This blog does a good job of highlighting the characteristics of a CSM. I think the most important skill that will mark a successful CSM in this time of uncertainty is to remain functional. As customers begin to change their business plans and outcomes it continues to be key for CSM's to be able to shift with them and identify areas where they can help achieve value. During such uncertain times it is great for the users to continue seeing your solution/product as a necessary tool to make it through this shift. Interested in what our other community members say about this as well.
Most of the more established tech companies I speak with haven't been doing mass COVID-related layoffs, but rather make more selective investment decisions which have more narrow human impacts. Beyond that, when other companies opt to avoid layoffs I've seen some implement pay cuts, salary freezes, and furloughs.
No formal protocol, but we encourage all participants to share video to enhance the quality of communication, and discourage multi-tasking. Also, when appropriate, we try to make good use of breakout sessions to enhance sharing and engagement.
I am not proposing a protocol, but my preference is to be able to see people, subject to bandwidth availability. Being able to see at least facial expressions and gauge reaction and attention is helpful to me.