On April 29th, the Boston-area Customer Success community gathered at the offices of Crimson Hexagon. On the agenda was a discussion with Dana Miller, SVP Client Services at Crimson Hexagon, and Barry Daitch, Global Leader of Customer Success at Autodesk, on how they have steered their respective organizations to deliver results in environments in which “customers” aren’t always the same as buyers or even influencers and where many factors impact customer retention.
Because Autodesk and Crimson Hexagon serve very different markets and customers, and both deal with highly complex environments, their methods of achieving customer success varied. The discussion offered an interesting range of ideas across the following key areas:
- Standardizing operations
- Managing customer relationships
- Hiring CSMs
- At Autodesk, very large accounts with many users and many different products require standardized processes for nurturing, monitoring and growing customer relationships. A “Client Engagement Plan” developed by the CSM focuses on deepening relationships and delivering value while an Account Manager’s “Account Plan” sets growth goals and milestones, and an “Adoption Plan” defines opportunities for product cross-selling and usage. [view video clip]
- At Crimson Hexagon, the company’s rapid growth and combination of large and small accounts has necessitated the development of “playbooks,” or standard processes for addressing frequently recurring customer situations, as a way to drive faster ramp-up and more consistency among CSMs. Additionally, because the company’s diverse customer base thwarts a “one size fits all” understanding of and approach to customers, the organization takes a disciplined approach to identifying drivers and mitigants of churn. [view video clip]
Managing customer relationships
- For Autodesk, ensuring the health of their complicated customer relationships requires a combination of disciplined expectation-setting and risk-mitigation. The organization’s “governance model” defines the responsibilities of the Autodesk team and those of the customer team, as well as scopes and reinforces the boundaries of Customer Success and Professional Services. [view video clip] Because even satisfied customer relationships are threatened by the departure of key customer personnel, Autodesk also strives to strategically build bridges throughout the customer organization and to identify and capture customer success stories that can be used to highlight value delivered. [view video clip: 0:00-2:10, 5:50-]
- Crimson Hexagon’s offering—delivering insights for brands on their social media presence—leads them into customer relationships with marketing agencies that can lose accounts and in-demand social media leaders [view video clip, 2:10-5:50]. As a result, they spend more time and effort on finding ways to identify churn risk outside of application usage, which isn’t strongly correlated to non-renewal [view video clip: 0:00-3:15], and are planning to invest in resources for building and leveraging customer advocates [view video clip: 1:21-].
- At Autodesk, CSMs play the role of a business consultant to customers—advising them on best practices and opportunities for efficiency gains. As a result, Daitch places significant weight on candidates’ industry knowledge to ensure they will be credible with demanding customers. [view video clip: 0:00-4:48]
- At Crimson Hexagon, application complexity, lack of clearly established ways to quantify the value of social media monitoring and rapid growth all drive an emphasis on customer-centricity (the ability to see things from the customer’s perspective) and project management capabilities among candidates. [view video clip: 4:49-]
Taken together, Barry Daitch’s and Dana Miller’s discussion [access all the clips] offered disparate but valuable examples that organizations could apply to their own CS teams as well as be part of a blueprint for the questions to ask and issues to address.