In late February, after weeks of snow-bound hibernation, Customer Success leaders from around the greater Boston area emerged from their offices groundhog-like, didn’t see their shadows, and continued on out to Brainshark headquarters in Waltham. There, we had a lively Q&A with Pat Kelly of Brainshark and Jeremy King of InsightSquared about the challenges of and strategies for scaling CS operations to meet the needs of smaller customers. Here are key points of our discussion:

• Challenge 1: Helping SMB customers think about ROI. Enterprise customers typically have to justify any significant purchase and so think about SaaS applications as an investment for which there needs to be a return. Since SMBs frequently don’t apply the same rigorous discipline around procurement, they often jump into a purchase without thinking through the ROI case for the application or the value they hope it will deliver.  Strategy: Provide training and tools for use in the onboarding process to guide customers in identifying their key measure of value. Ideally, some aspects of these tools and this effort would be extended forward into the sales process so that at least some insight into pain points and needs is captured prior to implementation.
• Challenge 2: Keeping momentum during implementation despite frequently rescheduled and canceled meetings. The reality is that SMB staff wear many hats and, as a result, are pulled in many directions and face changing priorities. This means that it’s hard to get them to commit time in their schedules for training and business reviews and even harder to get them to keep those meetings.  Strategy: Make the time you do get with SMB customers as productive as possible by pushing them to accomplish more between meetings and by keeping the agendas of meetings very focused. When possible, shift relationship-building and value-added content delivery to non-meeting interactions (see Challenge 4 below).
• Challenge 3: Staffing effectively to meet customer needs without sacrificing profitability. As mentioned above, SMBs often require upfront help to define their objectives and present more challenges then Enterprise customers when it comes to making steady, managed progress towards those objectives. Partially as a consequence of these issues, SMBs frequently have more questions. All this would seem to lead to a CS burden equal to, if not greater than, that of Enterprise customers.  Strategy: This challenge necessitates a different approach to staffing – and on larger CS teams often leads to the creation of a dedicated SMB team, with its members carrying a larger book of customers. The members of this team typically don’t have extensive experience at the Enterprise level, so they don’t have to unlearn habits that don’t translate well to SMB customers.
• Challenge 4: Providing value-added guidance outside of a 1:1 model. For almost all B2B applications, Customer Success is not only tasked with driving adoption, but also with providing best practices and advice on related strategies for maximizing impact (e.g., guidance on general marketing strategy for applications focused on specific aspects of marketing). Due to the much more limited time available for each customer, CSMs for SMBs can’t dedicate meeting time to providing this value-added content.  Strategy: Move value-added content into more broadly distributable assets and deliver them via a strategic communications program. For example, related strategic advice can be presented via live and on-demand webcasts; best practices can be delivered via case studies and infographics promoted through emails.