A
- Adobe Echosign
- Amazon
- Andreesen, Marc
- Annual recurring revenue (ARR)
- Apple
- attitudinal loyalty to
- CarPlay
- At-risk churn, measuring
- Attitudinal loyalty
- creation
- loyalty programs for
- overview
B
- BarnesandNoble.com
- Behavioral loyalty
- Benioff, Marc
- Bessemer Venture Partners
- Blackwell, Trevor
- Bright Horizons
- Business dependency, organizational change and
- Business Objects
C
- Capability Maturity Model for Software (CMM)
- Carnegie Mellon
- CarPlay (Apple)
- Change, organizational. See Organizational change
- Chief customer officers (CIO)
- “before cloud”
- customer support and
- defined
- implementation (onboarding) and
- marketing and
- new role of
- professional services and
- retention of customers
- sales and
- sales consulting and
- training and
- Churn
- avoiding (See also Sell to the Right Customer (Law 1))
- of customers
- “death and marriage” (unavoidable churn)
- example
- identifying suspected/at-risk churn
- Natural Tendency for Customers and Vendors Is to Drift Apart (Law 2) and
- partial
- reducing and managing
- understanding
- Clarizen
- Classic Customer Success, defined
- Cloud computing
- change and
- chief customer officers’ (CIO) role and
- music consumption and
- software consumption and
- Ten Laws of Cloud Computing (Bessemer Venture Partners)
- Collaboration, improving
- Committed monthly recurring revenue (CMRR)
- CMRR and categories of churn
- defined
- measurement of
- See also Deeply Understand Your Customer Metrics (Law 8)
- Communication
- customer success technology for
- loyalty and strategy of
- Communities of practice (COPs)
- Community feedback
- Contract value, increasing
- Cornerstone OnDemand
- Customer acquisition cost (CAC)
- Customer advocacy
- Customer coverage model
- Customer experience (CX)
- Customer health. See Relentlessly Monitor and Manage Customer Health (Law 4)
- Customer interaction categories
- Customer relationship management (CRM)
- defined
- technology for
- See also You Can No Longer Build Loyalty through Personal Relationships (Law 5)
- Customers
- customer economy
- increasing contract value of
- lifetime value (LV) of
- retention of
- See also Ten Laws of Customer Success
- Customers Expect You to Make Them Wildly Successful (Law 3)
- executive summary
- high-touch businesses and
- low-touch businesses and
- practice versus theory
- relevance
- return on investment for
- success as journey versus destination
- tech-touch businesses and
- tracking progress for
- understanding customers’ view of success
- Customer success
- attitudinal versus behavioral loyalty
- Classic Customer Success, defined
- defined
- importance of
- software as service (SaaS) and
- See also Chief customer officers (CIO); Customer success future; Customer success managers (CSMs); Customer success strategy; Customer success technology; Ten Laws of Customer Success
- Customer success future
- areas of change for
- customer economy and
- ideal modern-day customer success
- Starbucks example
- Customer success managers (CSMs)
- activity metrics for
- customer support by
- defined
- high-touch model and
- low-touch model and
- Customer success strategy
- cross-functional impact of customer success
- customer experience terminology
- customer support versus customer success
- elements of customer success
- importance of organizational approach
- organizational change
- Customer success technology
- for better team management
- improving collaboration, communication, visibility
- increasing intelligence of every customer touch
- information technology (IT) and organizational change
- optimizing customer success management time with
- overview
- for scalability
- Customer support
- customer success versus
- efficiency
- technology for
D
- “Death and marriage” (unavoidable churn)
- Deeply Understand Your Customer Metrics (Law 8)
- CMRR expectation and categories of churn
- committed monthly recurring revenue (CMRR), defined
- defining measurement and CMRR
- executive leadership alignment
- executive summary
- high-touch businesses and
- identifying suspected/at-risk churn
- low-touch businesses and
- measurement and frequency
- relevance
- tech-touch businesses and
- Delayed value scenario
- Dempsey, David
- Drive Customer Success through Hard Metrics (Law 9)
- business outcomes
- customer and user behavior
- customer success manager activity
- executive summary
- high-touch businesses and
- low-touch businesses and
- relevance
- tech-touch businesses and
E
- Earnings per share (EPS)
- Efficiency
- Eloqua
- E-mail marketing, targeted
- Exact Target
- Expectations, of customers. See Customers Expect You to Make Them Wildly Successful (Law 3)
F
- Facebook
- Feedback
- customer feedback loop
- need for
- product metrics and feedback
- Forecasting
- customer success strategy and
- technology for
- Frequent shopper programs
G
- Genius Bar (Apple)
- Google
- Graham, Paul
H
- High-touch customer-success model
- Customers Expect You to Make Them Wildly Successful (Law 3) and
- Deeply Understand Your Customer Metrics (Law 8) and
- defined
- Drive Customer Success through Hard Metrics (Law 9) and
- Natural Tendency for Customers and Vendors Is to Drift Apart (Law 2) and
- Obsessively Improve Time-to-Value (Law 7) and
- Product Is Your Only Scalable Differentiator (Law 6) and
- Relentlessly Monitor and Manage Customer Health (Law 4) and
- Sell to the Right Customer (Law 1) and
- Top-Down, Company-Wide Commitment (Law 10) and
- You Can No Longer Build Loyalty through Personal Relationships (Law 5) and
- See also Customer success technology
- Horowitz, Ben
- Host Analytics
- Hubspot
I
- Implementation (onboarding)
- chief customer officers (CIO) and
- iterative implementation
- top-down, company-wide commitment for
- Improved value scenario
- Incentives
- Information technology (IT), organizational change and. See also Customer success technology
J
- Jobs, Steve
- Just-in-time (JIT) customer success
K
- Kellogg, Dave
L
- Leadership
- change in, and loss of business
- customer metrics and executive leadership alignment
- technology for executives
- top-down, company-wide commitment to customer success
- Lemkin, Jason
- Lifetime value (LV). See also Relentlessly Monitor and Manage Customer Health (Law 4)
- Low-touch customer-success model
- Customers Expect You to Make Them Wildly Successful (Law 3) and
- Deeply Understand Your Customer Metrics (Law 8) and
- defined
- Drive Customer Success through Hard Metrics (Law 9) and
- Natural Tendency for Customers and Vendors Is to Drift Apart (Law 2) and
- Obsessively Improve Time-to-Value (Law 7) and
- Product Is Your Only Scalable Differentiator (Law 6) and
- Relentlessly Monitor and Manage Customer Health (Law 4) and
- Sell to the Right Customer (Law 1) and
- Top-Down, Company-Wide Commitment (Law 10) and
- You Can No Longer Build Loyalty through Personal Relationships (Law 5) and
- Loyalty
- attitudinal loyalty and loyalty programs
- attitudinal versus behavioral
- creation
M
- Macro-communication strategy
- Marketing
- chief customer officers (CIO) and
- cross-functional impact of customer success
- customer health and
- technology for
- top-down, company-wide commitment to customer success
- Marketo
- Maturation, toward measurement. See Drive Customer Success through Hard Metrics (Law 9)
- McCaskey, John
- McDonald’s
- Mehta, Nick
- Metrics
- business outcomes
- CMRR expectation and categories of churn
- creating customer health score
- cross-functional impact
- CSM activity
- customer and user behavior
- customer expectations and
- customer segmentation
- defining measurement
- executive leadership alignment for
- frequency for
- for high–, low–, and tech-touch businesses
- identifying suspected/at-risk churn
- for organizational change
- overview
- product metrics and feedback
- revenue and
- for time-to-value process
- top-down, company-wide commitment to customer success
- Miller, Adam
- Monitoring. See Relentlessly Monitor and Manage Customer Health (Law 4)
- Morris, Robert
- Music, consumption of
- MYOB Lite
N
- Natural Tendency for Customers and Vendors Is to Drift Apart (Law 2)
- acquisition by company that uses different solution
- executive summary
- financial return or business value not realized
- high-touch businesses and
- lack of product features
- leadership change
- loss of project sponsor or power user
- low-touch businesses and
- personality differences
- product adoption rate
- product or performance issues
- relevance
- solution and product mismatch
- stalled or prolonged implementation
- tech-touch businesses and
- Netflix
- Nipro Diagnostics
O
- Obsessively Improve Time-to-Value (Law 7)
- chief customer officer role and time-to-value
- concrete success measures for
- executive summary
- high-touch businesses and
- iterative implementation
- low-touch businesses and
- “obsessive,”
- real time adjustment
- relevance
- tech-touch businesses and
- Oracle
- Organizational change
- chief customer officer role and
- cloud computing and
- future of customer success and areas of change
- leadership change and loss of business
- Natural Tendency for Customers and Vendors Is to Drift Apart (Law 2) and
- traditional business model versus new organization
P
- Partial churn concept
- Pay-as-you-go models, defined
- Perpetual license
- Personality, differences in
- Product Is Your Only Scalable Differentiator (Law 6)
- communities of practice (COPs)
- executive summary
- high-touch businesses and
- low-touch businesses and
- product advisory councils (PACs)
- product metrics and feedback
- relevance
- tech-touch businesses and
- Product(s)
- lack of features in product
- managing usage data for (See also Customer success technology)
- product adoption and customer health
- product adoption rate problems
- product advisory councils (PACs) (See also Product Is Your Only Scalable Differentiator (Law 6))
- product market fit (PMF)
- product performance issues
- product/solution mismatch
- product team and cross-functional impact of customer success
- top-down, company-wide commitment to customer success
- training and number of products delivered
- Professional services
- chief customer officers (CIO) and
- cross-functional impact of customer success
- technology for
R
- Relentlessly Monitor and Manage Customer Health (Law 4)
- customer health management
- customer health monitoring
- customer health needs
- customer lifetime value (LV)
- executive summary
- high-touch businesses and
- low-touch businesses and
- relevance
- technology used for customer information
- tech-touch businesses and
- Renewals, for revenue
- Responsys
- Retention, of customers
- Return on investment (ROI), quantifying
- Revenue
- customer success for
- top-down, company-wide commitment to customer success
- See also Committed monthly recurring revenue (CMRR); Sales
S
- Sales
- chief customer officers (CIO) and
- cross-functional impact of customer success
- technology for
- top-down, company-wide commitment to customer success
- Salesforce
- Scalability
- customer success technology for
- targeting customers and
- See also Product Is Your Only Scalable Differentiator (Law 6)
- Second-order revenue
- Segmentation, of customers
- Sell to the Right Customer (Law 1)
- avoiding churn
- defining “right” customers
- executive summary
- high-touch businesses and
- low-touch businesses and
- relevance
- tech-touch businesses and
- Services, professional. See Professional services
- Siebel
- Silicon Graphics (SGI)
- Skills, adding
- Software as service (SaaS)
- customer success for
- as delivery model
- inception of
- Salesforce example
- software consumption before and after cloud
- “subscription tsunami” of
- Ten Laws of Cloud Computing (Bessemer Venture Partners)
- Software Engineering Institute (Carnegie Mellon)
- Starbucks
- Steele, Jim
- Subscription economy
- expansion of
- overview
- pay-as-you-go models
- See also Software as service (SaaS); Ten Laws of Customer Success
- Surveys
T
- Targeted e-mail marketing
- Targeting, of customers. See Sell to the Right Customer (Law 1)
- Team management, technology for
- Technology. See Customer success technology; Tech-touch customer-success model
- Tech-touch customer-success model
- Customers Expect You to Make Them Wildly Successful (Law 3) and
- Deeply Understand Your Customer Metrics (Law 8) and
- Drive Customer Success through Hard Metrics (Law 9) and
- Natural Tendency for Customers and Vendors Is to Drift Apart (Law 2) and
- Obsessively Improve Time-to-Value (Law 7) and
- Product Is Your Only Scalable Differentiator (Law 6) and
- Relentlessly Monitor and Manage Customer Health (Law 4) and
- selling to the right customers and
- Sell to the Right Customer (Law 1) and
- Top-Down, Company-Wide Commitment (Law 10) and
- You Can No Longer Build Loyalty through Personal Relationships (Law 5) and
- See also Customer success technology
- Ten Laws of Cloud Computing (Bessemer Venture Partners)
- Ten Laws of Customer Success
- Customers Expect You to Make Them Wildly Successful (Law 3)
- Deeply Understand Your Customer Metrics (Law 8)
- Drive Customer Success through Hard Metrics (Law 9)
- Natural Tendency for Customers and Vendors Is to Drift Apart (Law 2)
- Obsessively Improve Time-to-Value (Law 7)
- overview
- Product Is Your Only Scalable Differentiator (Law 6)
- Relentlessly Monitor and Manage Customer Health (Law 4)
- Sell to the Right Customer (Law 1)
- Top-Down, Company-Wide Commitment (Law 10)
- You Can No Longer Build Loyalty through Personal Relationships (Law 5)
- 360 degree view of customers
- Time management, customer success technology for
- Time-to-value process. See Obsessively Improve Time-to-Value (Law 7)
- Top-Down, Company-Wide Commitment (Law 10)
- customer success as inevitable
- driving customer success with
- executive summary
- as foundation for other laws
- for high–, low–, and tech-touch businesses
- implementation
- relevance
- value and
- Toyota Production System (TPS)
- Traditional nonrecurring revenue business
- average selling price (ASP) models
- high-touch customer-success model
- low-touch customer-success model
- overview
- subscription economy expansion for
- tech-touch customer-success model
- Training, chief customer officers (CIO) and
- Trough of disillusionment
- Tzuo, Tien
U
- United Airlines
- Upselling
V
- Value, customer success and
- Viaweb
- Volkswagen
W
- “Why Software Is Eating the World” (Andreesen)
- Workday
- Workflow, improving
Y
- Yahoo Stores
- Y Combinator
- You Can No Longer Build Loyalty through Personal Relationships (Law 5)
- community building
- customer coverage model
- customer feedback loop
- customer interaction categories
- executive summary
- high-touch businesses and
- low-touch businesses and
- relevance
- segmenting customers
- tech-touch businesses and
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