CSMs deal with many unknowns. It is the nature of engaging customers in a fast-paced technology environment.
Ideally, we hope for a predictable future with clear outcomes for our stakeholders and us.
But the reality is different.
While SaaS technology provides extensive customer data and insights, the human context is as important. Usage and adoption levels are crucial for understanding our customers’ intentions, whereas people still decide about renewals and upsells.
It is natural for humans to make decisions based on partial information. It is even more common in a business environment when stakeholders “hold the cards close to their chest,” which is instrumental in achieving our goals and targets.
In CS, we are supposedly in a challenging situation. CSMs prioritize customer success and, as such, share all the relevant information, helping them achieve their targets. But do clients share all their thoughts and plans?
If they do, it is the “holy grail” for the CSM.
In reality, they share partial information for their reasons, and the situation creates blind spots and risks, which CSMs must be aware of.
A few of the common blind spots:
1. Stakeholder expectations
2. Customer sentiment
3. Stakeholder changes
4. Customer plans and renewal intention
5. Upcoming technology changes
There is more room for CSMs to act and actively create more visibility and transparency in their customer engagements.
Keep the stakeholders closer. We tend to discuss the importance of stakeholder management at length. We nurture the relationship and establish reliable communication channels to pick the relevant signals in an earlier stage.
We are expected to “feel” our customers’ sentiments, ensuring they are on the right path. In practice, we manage relationships and observe and assess their interactions with us. We will likely notice a positive trend by simplifying their experience, making them successful, and reducing their effort. Then, it is easier to probe stakeholders for more information and gauge their intentions.
Stakeholder changes. A good relationship with stakeholders does not guarantee they will be upfront about their next career move. Here are a few tips to consider. First, check the time your stakeholders spend in their current role. Second, baseline the level of their current engagement with you—namely, the frequency of communication, the level of details they share, and responsiveness. Third, monitor the engagement with the stakeholders and watch for new stakeholders stepping in.
Customer plans and renewal intention. It is not the type of information you would expect vendors to share. Securing the budget for your renewal (and upsells) is the sign we all look for when forecasting next year’s renewals. There is no “silver bullet” in hand. Farming relationships, being a valuable vendor, and forming a solid partnership will increase your chances of having meaningful discussions with the customer about their business and technology plans.
CS professionals should accept their lack of visibility into their customers' decision-making process. There will always be “grey areas” and blind spots—it is all part of the game. CSMs must embrace the challenge and combine their professional approach with proactive prediction based on customers' signals.
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