For us, inspiration to build something better came after hearing too many stories of failure. Stories of CS manager’s getting blindsided or tools that were supposed to help but actually didn’t. Here is one on of the most common stories we heard, in his words:
“Years ago , we were blindsided by the sudden churn of our top customer. Everyone was shocked . However, in the years since I have realized, signs were there all along.”
This customer wasn’t just loyal but referred us from time to time as well. Things looked so good that our monthly meetings went from being review meetings to meet-up lunches. Nonetheless, that didn’t mean we went carefree; we continued with our internal monthly reviews, NPS reviews and had all the checks in place. We had the business for over five years and made upsells often. In short, the customer was delighted, continued buying from us, and was regarded as an advocate.
Things were so good that the customer leaving us was simply beyond our imagination, and it was at that very moment when things turned for the worse; our trusted customer point of contact moved on for greener pastures and was replaced by a new person. Nevertheless, we did our due diligence to our new point of contact at the customer side- we had our regular practice of onboarding the new buyer and point-of-contact. We had a welcome call and took him through our long relationship and the value we have created. However, little did we know, the wind was changing directions.
The new point of contact wasn’t using all the features of the product, to him, our product looked complicated, and worst of all, he never communicated these challenges to us. He did mention a few bugs, and we fixed them, but little did we know that this new person remained unimpressed, and was expecting to be delighted. He anticipated we would know his pain points before he told us about them. He expected the product to be simpler, and he under-used the more complex but really effective features; we didn’t know the pressure on his end was mounting, and worst of all, we mistook his silence as an absence of concern.
Finally, during the renewal meeting that week, he decided not to renew the contract. We were taken aback, we thought we had reached the stage of customer satisfaction, but we were wrong. Though we reached a point where the customer became an advocate, we realized that assumed customer satisfaction wasn’t serving anyone, least of all our top customers. It was a big wake-up call. It was a harsh and expensive introduction to the concept of Customer Love being superior to customer satisfaction. We wish we knew this before.
To put Customer Love in action, to begin to scale this idea, we needed to rethink of our true capabilities. It became clear we needed a platform that listened to every unspoken word of our customers. We needed a way to track and drive better usage through proactive AI-driven communication. We shouldn’t have waited for the monthly meetings to analyze our customers’ pain points. We needed a Customer Success platform that integrated with our customer data and drove actions through insights and simple prioritized personal communication. We needed a Customer Success platform that could speak to my product teams and assist in feature development.
To conclude, the mistakes we made back then could and should have been avoided. However, the question here is, is it humanly possible to expect this level of efficiency and omnipresence from our Customer Success Managers? Or is there a more efficient, customized solution that could have helped us achieve Scalable Customer Love?”