No matter how your post sale team is structured, it's vital that they are aligned: One of the many key takeaways from our chat with Thomas Voigt, Founder at the CS Academy.
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#NetRevenueRetention #CustomerSuccess #AccountManagement #NRR #GRR #Renewals #UpSell #CrossSell #GTM #GTMOps #Gotomarket #B2BSoftware #CSP #CustomerSuccessPlatform
Today’s business success is all about aligning your team behind one universal truth—the customer. And in the B2B software arena, where Customer Success, Account Management, and GTM strategies intertwine, this alignment often requires an evolution in thinking. It’s no longer enough to compartmentalize responsibilities under vague titles and roles. We need to see customer success as not just a function, but as a driver of revenue, aiming to boost metrics like NRR and GRR.
In traditional models, account managers were the sales warriors, those who sealed the contract and moved on. On the flip side, customer success was all about making clients feel like VIPs, making sure they were always happy and well-looked-after. But with boundaries blurring, a chasm often forms where these functions should converge. It becomes a tug-of-war: who's responsible for Renewals, UpSell, or CrossSell opportunities?
Your CustomerSuccessPlatform—that ace in your sleeve—should empower your team to carry the revenue torch. The dichotomy of account managers versus customer success must dissipate. The future demands all hands on deck, all aiming for one goal: customer's success is synonymous with business success.
The fleets of B2B players continue to sail different ships—sales-driven boats and customer care-driven yachts—but those who thrive have one rule: alignment. And that’s where the beauty of metrics like Net Revenue Retention (NRR) comes into play. Metrics are more than numbers; they're a path to align your GTM efforts with actual customer health and satisfaction.
While products were once largely measured by NPS, times have evolved. NPS is good, yes, but for today's robust Gotomarket strategies, it can sometimes be just fluff. The secret sauce lies in blending NPS insights with hardline metrics that drive revenue. Identifying the precise metrics that directly link to your B2BSoftware's growth is no longer optional—it's survival.
Your team should not only know these metrics but live by them. Let metrics drive your morning stand-ups. Let them lead your GTM operations (GTMOps). What you measure is what you treasure, and in this game, you treasure NetRevenueRetention because it means your product isn’t just bought—it’s loved, used, renewed, and expanded.
It’s high time companies ditched the silos of sub-functions and revenue partitions. The powerhouse here is a single squad, parading under the banner of CustomerSuccess, poised with expertise from sales, support, and everything in between. Tuning into these synergies requires an organization to embed commercial responsibility at every touchpoint.
Net Revenue Retention (NRR) isn’t just another acronym. It’s the compass for your entire company’s health and future, and it’s propelled by an orchestra in harmony—account managers who care and success managers who sell. Together, we stand on the shoulders of the giants who realized this truth early, fostering customer love, loyalty, and ultimately, business triumph.
0:00 Customer success today is a view where you need to commercialise all your team members. You think customer success should carry revenue and we need to move away from, especially in the B2B space from this kind of account manager versus customer success uncertainty
0:16 We had this differences between the ones who like to make sure that the customers are happy. I've been well looked after, the customer service side of things, and then get the ones who basically got the contract in.
0:29 And I've seen a lot of companies who still have different sub functions and revenue. But the most important thing is to have an alignment.
0:37 That could be an RR. That could be any other kind of commercial metric that really lines customer success, customer service.
0:45 The products were really measured by NPS. But as we all know, we moved on, NPS is great to understand the wider appreciation of your services.
0:53 But it's not really good to define specific follow-ups for your teams. so you need to make sure you've got really metrics in place that drive your revenue going forward
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