The Sales Hacker Podcast
The Sales Hacker Podcast

Episode · 2 years ago

Friday Fundamentals: EP 32: 3 Steps to Scaling a CS Organization

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On today's episode, Kim chats about scaling a customer success organization when you're in a hyper growth mindset! Here's a tip... organizationally, try and get on the same page on what success looks like. 

Hi everybody. Happy Friday. Hope you're doing well out there. It's Sam Jacobs. You're listening to the SALESACCER PODCAST and to Friday fundamentals, where we're going to bring back this week's guest, which is Kim rose, vp of customer success and support at Buildium, and we're going to ask a targeted question. The question is going to be about how to scale a customer success organization in hypergrowth mode. Now, before we do that, we want to make sure that we thank our corporate overlords and the people that put food on the table and and also make sure that all of our sequences are driving high engagement. Of course, that company's outreach. Outreach triples the productivity of sales teams and empowers them to drive predictable and measurable revenue growth by prioritizing the right activity and scaling customer engagement with intelligent automation. Outreach makes customer facing teams more effective and improves visibility into what really drives results. Now we've got cameros back on...

...the show. Tim Happy Friday. We want to ask you this question. What are your top strategies for scaling a Customer Success Organization when you're in hypergrowth mode at a startup. Thanks Sam. Yeah, so I think there are a couple of things that come to mind. It's obviously a very timely conversation for us, as we are doing exactly that here at buildium. The first thing I would say is make sure organizationally, you agree and on what success looks like and what is the scope and charter of the customer success team. I think we have talked a little bit about the fact that it's a little bit different at each organization and how you go about attacking the what success looks like is dependent upon, may ensure, the entire team, and that's that's inclusive of the team who's doing the job, the exact team, the sort of the board, everybody WHO's involved. We ll make sure that aligning on what success looks like is really an important factor and that misalignment can throw some...

...wrenches into the process. The second thing I would say is the most important cross functional bit, is staying aligned across product, sales and marketing and and really doing that to ensure that the voice of customer isn't lost. I think we spend a lot of time talking about our voice of customer and what I mean by that is what is what's the sea bag that we're getting from our customers? Are we continuing to build in the right direction? Are we continue theme to draw in customers? Will ultimately be successful? So building a voice of customer program that aligns bills, marketing and product with the customer success and customer facing organization is really, really critical. And then I think the third piece that we have been lucky enough to have, and I don't think it's necessarily exists across everyone, but the third pieces is if you can get a dedicated operations or analyst person on your team from a customer success up perspective,...

...that's really important to be able to keep a pulse on the data. What is the data telling you? It helps you know when you need to scale, when you need to change your potentially pivot your strategy. If people are getting overloaded, if people are getting if you don't have enough coverage, if you're starting to fall behind on any of the leading indicators that suggest that your customers are not being as success as they used to be, then that that's a really pivotal thing to pay attention to. And so for us we have a dedicated ops analysts and he is crucial to making sure we know when to scale and when to add and when to add more folks or when to pivot. Directions on strategy for how to handle it. When are we ready to bring in back to help automate processes? And so those are sort of mictop three that have been really top of mine lately. Do you use a customer success management platform, the equivalent like the crm? To use one of those...

...companies? We don't, and that's been a big debate, I think in the customer success ecosystem. Certainly here in Boston. We talked about it a lot with my cup per SI stuff piers. We have built out all of our processes within sales force and so triggers been a learning on when you know and reporting on how you reach out, when you reach out, what the playbook is. It's all captured within our sales force ecosystem. We talk a lot about the fact that we can and want to lean into more automation. We have a customer marketing team here at at build them which is which is excellent because they are building out customer life cycle marketing, nert campaigns and helping us with automation there. But we're talking about it for two thousand and twenty we haven't done it yet. I'm I'm on the fence for whether you know how much additional value that that will drive for US having because we've created our...

...own health score, we've created our own sort of processes and strategies for reaching out and that sort of thing. So I'm on the fence. If anybody has a position on that, I'm happy to talk about it. Well, I'm sure the CEOS of the companies that build those platforms have a big position. Kim, it's been fantastic having you on the show this week's. Thank you so much. Remind us of your email address if people want to reach out to you. Absolutely. It's Kim Dot roads at building Ofcom Awesome, awesome and folks, if you want to reach out to me you can. That's linkedincom forward. Slash the word in and then forward. Sam F Jacobs, thanks so much for listening. Thanks to outreach for sponsoring the show and we will talk to you next time. Thanks him.

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