Post by lizaseo11 on Nov 9, 2024 5:56:45 GMT
Selling to an existing client is easier than selling to a new one: the transaction cycle is shorter, loyalty has already been won, and all legal red tape has already been passed. However, few people actually take advantage of this and develop Customer Success Management.
Relevance of Customer Success
To begin with, let's limit the topic and agree that this article is about b2b products, SaaS products, IT solutions and working with complex solutions and services for business.
According to Gainsight, 73% of Customer Success Managers work in software and IT. But they are gradually starting to appear in banking, telecommunications, business services, etc.
2020 has seriously undermined the sales of many companies, budgets for new projects have been frozen indefinitely, lead generation has become more relevant and complex than ever, and suppliers have had to adjust their sales plan for 2021 to take into account the new realities. In this regard, more and more companies have turned to another channel of their customers that they had not previously thought about. This process continues in 2024.
The current customer base is the very chest of gold that many sit on without ever opening it completely. After all, it is the source of not only revenue growth, but also important data for improving your product, the emergence of new offers and increasing the efficiency of the entire company.
But first, let's figure shopify website design out what Customer Success is as part of a company's organizational processes.
Customer Success in B2B
Customer Success is a methodology for ensuring that your customer achieves the desired results when using your product or service.
There is also an alternative definition:
Customer Success (CS) is the process of anticipating customer problems or questions and proactively providing solutions and answers to those problems before they arise.
Thus, the result will be assessed according to 2 criteria:
Your client must be satisfied.
Your customer should get the most out of your product.
And if we proceed from this definition, it becomes clear that increasing customer satisfaction and establishing CS is a key task for almost any business. If it wants to upsell the client more than once, that is, to increase such a metric as "customer retention".
Do I need to explain the connection between Customer Success and partnership renewal?
When you give customers the tools they need to get results, you increase the likelihood that they will always get the most out of your product. And they will be more likely to stick with you.
B2B Customer Success: How to Retain and Grow Your Customers
What’s really important to remember is that CS is an ongoing process. It’s about constantly ensuring that every user is getting the most out of your product. In other words: it’s proactive, not reactive (like customer support).
Customer success is finding ways to communicate changes or different use cases to your users, all the while collecting feedback and using it to further communicate product improvements to the entire customer pool. Put it all together, and it’s clear that CS plays a major role in increasing customer lifetime value. It’s no surprise that the term has seen a surge in popularity in recent years, especially in the SaaS community.
When is it time to introduce a Customer Success Manager?
Where does the feeling that someone is missing from the team come from? When you start asking yourself questions:
Who in the company should be responsible for upselling?
How can a product manager get feedback from customers?
How to conduct and evaluate product implementation?
When should the account manager return to the client to renew the contract?
How to renew a contract if the client doesn’t use even 20% of the product and understands this himself?
Why do clients leave and we only find out about it after the fact?
How to get data about customer requests from technical support?
If you have had at least 2 such questions, then it is time to think about the CSM function in your company, which can be represented by Success Manager or even Chief Customer Officer.
In the West, the CS position has long been established on the boards and management teams of the largest B2B SaaS companies. It is clear that companies increasingly understand that Customer Success is as important as the Sales, Marketing, and Product Development functions.
Such a system often removes the issue of farmers and hunters from sales, allows for more accurate metrics and does not turn sales into multi-armed multi-legged people who are then forced to monitor implementation.
We have technical support!
Yes, and that's great. But support processes tickets reactively. CSM gets feedback proactively and then works as a liaison with product, marketing, and sales.
If a client does not contact technical support, it does not mean that everything is fine and that he has figured everything out. It may mean that he does not use the product at all. Which means, most likely, he will not renew the contract. The Support Manager will relax, because his metric is the speed of ticket processing. No ticket — no problem. But the CSM should and will start ringing the alarm!
The Pareto principle works here too. Only 20% of customers start using 80% of the product on their own! The rest need care, affection, training, onboarding and… a Customer Success Manager who will lead them by the hand through all the stages of implementation.
What metrics should a Customer Success Manager care about?
Increasing sales and retaining customers is significantly cheaper (somewhere between 4-9x) than acquiring new customers. Add to that that a 5% increase in retention can lead to a 25% increase in profits, and it’s easy to see how this can be a key function of your business.
But what are the key customer success metrics that drive B2B customer retention, and how exactly do they reduce churn?
Metric 1: Customer Engagement
You can't just sell, you also need to make sure the customer is using your product. How often does he log in? Use the product? The service?
When we talk about customer engagement in B2B, it's a tough task. Unlike B2C solutions (mobile apps, services), customers are much harder to measure from a purely technical standpoint.
In addition, very often consumption can be seasonal (for example, services or software for home design, legal references) or constant. Thus, you will need to consider the frequency of use of your service.
When we talk about engagement, we also mean getting feedback from customers. How often do your customers come to you with feedback? Do they know where to come? Not with complaints, but with feedback?
It is engagement that directly influences business metrics:
You increase customer retention. Increasing B2B customer engagement leads to higher loyalty. If a customer is communicating with a Customer Success Manager, from whom the customer expects reciprocal engagement in solving his problems, he is much more open. Especially compared to communicating with sales or account managers who come only for contract renewal.
You improve your product. By increasing engagement, you stimulate interaction between the people who use your product every day and its creators. When it comes to B2B solutions, this feedback always has a very complex path. After all, those who initiated the purchase and those who use the product are often completely different people, and they have different motivations.
We talk about this a lot in the course “ Customer Success: How to Systematically Develop a Client Base .” Creating a feedback loop allows you to improve your product based on user requests and suggestions, getting even the most unmotivated people to use your product.
You create a community of users. When customers have the opportunity to interact with each other, they share personal experiences, life hacks. Users often answer each other's questions on industry forums, blogs, etc. Engaging the first circle of early adopters and then brand advocates is a critical process in building a community. This first circle can then significantly reduce the load on your technical support.
Metric 2: Customer Satisfaction
The main focus of any CSM is to increase customer satisfaction and make the customer experience as good as possible. The idea is that the more engaged the customer is, the more likely they are to get the most out of your product and shout about their good experience. Ultimately, increasing your customer satisfaction scores.
Metric 3: Product implementation into company processes
Let's look at an example:
You are selling a project management system, but underneath the surface it also has a CRM, task manager, financial reporting and dashboards for the manager. When purchasing the solution, the deal was initiated by the company's CFO, as it needed reporting on projects: revenue, planned expenses and employee workload on projects to calculate their bonuses. The CFO launched this deal internally and, since he had direct access to the CEO, easily lobbied for it.
And here comes the key concept - the sales scenario. There will obviously be a gap in the company, since the CFO is the initiator of the purchase, but the company's employees will have to use this system daily so that at least some data appears in it.
The goal of your adaptation plan should be aimed primarily at solving the problem of your initiator and beneficiary, that is, the CFO. This was the key sales scenario. After all, if you do not solve his problem, he will not renew the subscription. But the process and specific actions should be directed at the production department employees, who should master the product as soon as possible so that you can demonstrate the effectiveness of the system.
Many companies fail to cope with even this task, giving the same adaptation plan to all clients every time without taking into account the decision maker's map on the side of a specific customer. Already at the second stage, it is important to understand what will be useful for other employees of the company and what benefit they can get from your product.
After all, the needs of the financial director are covered by 20-30% of the capabilities of the solution itself. And you need the client to start using it in its entirety: the task manager should become a daily tool for employees, the ROP reporting should also be automatically generated based on sales, which should fully conduct transactions in the CRM.
The more roots your product puts into the company's processes, the more difficult it will be for competitors or even rivals of your product within the company to displace it.
The problem with an asterisk in this case is the transfer of this data from the CSM to sales and marketing. After all, it is this chain of communication that should be set up in any company developing its product, but it often suffers from the disunity of departments and the lack of agreed metrics.
A positive evaluation of product adoption is that customers always have the tools they need to get the most out of your product, including:
During the adaptation process (training, education, technical support, etc.)
When you introduce new functionality (newsletters, internal brand advocate notifications, awareness strategy, etc.)
When deploying product updates (technical support work, omnichannel communication with current customers, etc.)
It’s important to note that all of these actions shouldn’t be seen as one-off or one-sided. Just as you announce updates or feature rollouts to your customers, they should also be able to give you feedback and suggestions on how to improve your product. After all, they’re the ones using it every day.
Beta groups are also a great way to gather customer feedback and sentiment on new features. Check your list, as you'll likely find loyal customers there. This allows you to iron out any bugs or issues before full deployment, improving overall product adoption.
Working with customers through Customer Success can influence decisions made in sales, marketing, products, training, support, and more.
How to implement CS practice in a company?
At the moment, almost all implemented cases of implementing CS practices on the market are spontaneously formed processes under the pressure of customer demands. Companies intuitively understand that it is worth communicating with customers proactively, they try to create positions that will collect NPS, generate consumption data, etc.
Especially for such companies, we at ATERRA Consulting have systematized our cases and knowledge about sales and implementation of cloud products in order to create a model for continuous development of the client base in B2B.
Model 4I
01 Involve. Activities aimed at involving the team. The customer is ready to implement the solution.
02 Implement. Activities aimed at implementing the solution. The customer successfully uses it.
03 Improve. Activities aimed at correcting deficiencies. The customer is satisfied with the solution and service.
04 Increase. Activities aimed at expanding cooperation - prolongation, upselling, cross-selling. The customer is ready to extend the contract.
The model contains 4 stages. Each of them allows you to perform key actions to ultimately increase the conversion to contract renewal and even up-sale. And at this point, you should ask yourself: am I ready to invest so much effort in implementing CS practices in my company and how to do this taking into account financial indicators?
Let's say you sell a SaaS product with a low check due to high competition. You have to provide free trial access to the product so that the client can "feel" it and only then make a decision about further purchase, because everyone does it. And during the free access period, you can't put the CSM into operation, it can't work with free clients.
But if you sell a CRM with additional modules and an app store where you do the initial setup, then the price weight of the project already makes you think about dividing clients into cohorts and at least sometimes coming to them with questions about NPS, training, etc.
In B2B, you can't work with all clients in the same way and focus only on analytical data, as in B2C, although they are very important here too. In B2B, there are much more subtle settings and communications with clients making decisions about renewal. If you sell large projects, such as ERP implementation, legal support for a group of companies, employee training based on your own solutions, etc., then more attention should be paid to the development of CS in the company and customization of the approach to each company.
"The degree of CS customization for the client depending on the complexity of the solution and the size of the clients"
The versatility of the 4I system makes it possible to use it both in the case of standard SaaS solutions and in the case of design and consulting services, but in each of the options, depending on your average check and the type of product, it will provide you with different tools at each stage.
For example, at the Improve stage - in the case of subscription services, it will be enough for you to simply collect analytical data on the churn-rate and make decisions only in case of deviation from the norm.
But to work with expensive custom solutions and customers bringing in millions of dollars a year, you will have to create CJM maps of specific users and conduct Customer Development Interviews with each participant involved in the implementation process within each customer.
We talk about all of this, including the choice of tools and CS strategy within the company, in our Customer Success course .
If you have SaaS and need to start somewhere
The smaller the check and the clearer the usage scenario, the easier the process of adaptation and implementation of the solution should be. The key to success for such solutions is self-service at the implementation stage. But this does not mean that you leave the client to their own devices. You give them maximum tools so that they can do everything themselves: from sharing best practices with other clients to reading advice and recommendations from experienced users.
In other words, self-service shouldn’t be a simple exercise that ends once a customer finds the answer to their question. Instead, it should be an ongoing process that continually evolves and updates. The more resources and tools you provide customers to answer their questions, and the faster they find those answers, the more likely they are to buy, use, reuse, and even recommend your product.
In this case, you will be helped by:
Moderated online communities. An online community allows users to easily interact with each other and your organization, and you can track customer interactions. Not only does this allow users to share best practices in an open, safe forum, but it also gives your customers the opportunity to openly communicate with their peers, who—let’s face it—they typically trust more than your brand.
A fast-updating knowledge base in a multi-format mode. Imagine having a tool that answers your customers' questions before they even ask them? This is essentially what an effective, modern knowledge base does, and it is one of the best ways to provide users with self-service. At the same time, knowledge bases in text or video formats are becoming obsolete. Combine content delivery options: video, audio, screenshots, longreads, multimedia files, auto-suggestions, etc.
Success stories. The client may not understand, not see the value for themselves, not understand how to use it. But if they see success stories with specific scenarios and user-cases of other companies, they begin to doubt not your product, but themselves and whether they have tried hard enough to understand it. Give them a description of specific steps and how other companies have completed them.
Availability. As a rule, clients who have to search long and hard for answers to their questions either:
They give up and will most likely be disappointed and not come back.
Contact customer support for assistance.
To avoid this, proactively provide help content through embedded widgets, apps, and sites that offer contextual content supported by intelligent search capabilities.
Remember that a customer who can easily serve themselves is more likely to succeed, reuse your product, and stay. Give your customer as many communication channels as possible.
Following sales, technical support has also moved to messengers. Create a chatbot to solve the simplest questions, this is a minimal investment with maximum return.
Relevance of Customer Success
To begin with, let's limit the topic and agree that this article is about b2b products, SaaS products, IT solutions and working with complex solutions and services for business.
According to Gainsight, 73% of Customer Success Managers work in software and IT. But they are gradually starting to appear in banking, telecommunications, business services, etc.
2020 has seriously undermined the sales of many companies, budgets for new projects have been frozen indefinitely, lead generation has become more relevant and complex than ever, and suppliers have had to adjust their sales plan for 2021 to take into account the new realities. In this regard, more and more companies have turned to another channel of their customers that they had not previously thought about. This process continues in 2024.
The current customer base is the very chest of gold that many sit on without ever opening it completely. After all, it is the source of not only revenue growth, but also important data for improving your product, the emergence of new offers and increasing the efficiency of the entire company.
But first, let's figure shopify website design out what Customer Success is as part of a company's organizational processes.
Customer Success in B2B
Customer Success is a methodology for ensuring that your customer achieves the desired results when using your product or service.
There is also an alternative definition:
Customer Success (CS) is the process of anticipating customer problems or questions and proactively providing solutions and answers to those problems before they arise.
Thus, the result will be assessed according to 2 criteria:
Your client must be satisfied.
Your customer should get the most out of your product.
And if we proceed from this definition, it becomes clear that increasing customer satisfaction and establishing CS is a key task for almost any business. If it wants to upsell the client more than once, that is, to increase such a metric as "customer retention".
Do I need to explain the connection between Customer Success and partnership renewal?
When you give customers the tools they need to get results, you increase the likelihood that they will always get the most out of your product. And they will be more likely to stick with you.
B2B Customer Success: How to Retain and Grow Your Customers
What’s really important to remember is that CS is an ongoing process. It’s about constantly ensuring that every user is getting the most out of your product. In other words: it’s proactive, not reactive (like customer support).
Customer success is finding ways to communicate changes or different use cases to your users, all the while collecting feedback and using it to further communicate product improvements to the entire customer pool. Put it all together, and it’s clear that CS plays a major role in increasing customer lifetime value. It’s no surprise that the term has seen a surge in popularity in recent years, especially in the SaaS community.
When is it time to introduce a Customer Success Manager?
Where does the feeling that someone is missing from the team come from? When you start asking yourself questions:
Who in the company should be responsible for upselling?
How can a product manager get feedback from customers?
How to conduct and evaluate product implementation?
When should the account manager return to the client to renew the contract?
How to renew a contract if the client doesn’t use even 20% of the product and understands this himself?
Why do clients leave and we only find out about it after the fact?
How to get data about customer requests from technical support?
If you have had at least 2 such questions, then it is time to think about the CSM function in your company, which can be represented by Success Manager or even Chief Customer Officer.
In the West, the CS position has long been established on the boards and management teams of the largest B2B SaaS companies. It is clear that companies increasingly understand that Customer Success is as important as the Sales, Marketing, and Product Development functions.
Such a system often removes the issue of farmers and hunters from sales, allows for more accurate metrics and does not turn sales into multi-armed multi-legged people who are then forced to monitor implementation.
We have technical support!
Yes, and that's great. But support processes tickets reactively. CSM gets feedback proactively and then works as a liaison with product, marketing, and sales.
If a client does not contact technical support, it does not mean that everything is fine and that he has figured everything out. It may mean that he does not use the product at all. Which means, most likely, he will not renew the contract. The Support Manager will relax, because his metric is the speed of ticket processing. No ticket — no problem. But the CSM should and will start ringing the alarm!
The Pareto principle works here too. Only 20% of customers start using 80% of the product on their own! The rest need care, affection, training, onboarding and… a Customer Success Manager who will lead them by the hand through all the stages of implementation.
What metrics should a Customer Success Manager care about?
Increasing sales and retaining customers is significantly cheaper (somewhere between 4-9x) than acquiring new customers. Add to that that a 5% increase in retention can lead to a 25% increase in profits, and it’s easy to see how this can be a key function of your business.
But what are the key customer success metrics that drive B2B customer retention, and how exactly do they reduce churn?
Metric 1: Customer Engagement
You can't just sell, you also need to make sure the customer is using your product. How often does he log in? Use the product? The service?
When we talk about customer engagement in B2B, it's a tough task. Unlike B2C solutions (mobile apps, services), customers are much harder to measure from a purely technical standpoint.
In addition, very often consumption can be seasonal (for example, services or software for home design, legal references) or constant. Thus, you will need to consider the frequency of use of your service.
When we talk about engagement, we also mean getting feedback from customers. How often do your customers come to you with feedback? Do they know where to come? Not with complaints, but with feedback?
It is engagement that directly influences business metrics:
You increase customer retention. Increasing B2B customer engagement leads to higher loyalty. If a customer is communicating with a Customer Success Manager, from whom the customer expects reciprocal engagement in solving his problems, he is much more open. Especially compared to communicating with sales or account managers who come only for contract renewal.
You improve your product. By increasing engagement, you stimulate interaction between the people who use your product every day and its creators. When it comes to B2B solutions, this feedback always has a very complex path. After all, those who initiated the purchase and those who use the product are often completely different people, and they have different motivations.
We talk about this a lot in the course “ Customer Success: How to Systematically Develop a Client Base .” Creating a feedback loop allows you to improve your product based on user requests and suggestions, getting even the most unmotivated people to use your product.
You create a community of users. When customers have the opportunity to interact with each other, they share personal experiences, life hacks. Users often answer each other's questions on industry forums, blogs, etc. Engaging the first circle of early adopters and then brand advocates is a critical process in building a community. This first circle can then significantly reduce the load on your technical support.
Metric 2: Customer Satisfaction
The main focus of any CSM is to increase customer satisfaction and make the customer experience as good as possible. The idea is that the more engaged the customer is, the more likely they are to get the most out of your product and shout about their good experience. Ultimately, increasing your customer satisfaction scores.
Metric 3: Product implementation into company processes
Let's look at an example:
You are selling a project management system, but underneath the surface it also has a CRM, task manager, financial reporting and dashboards for the manager. When purchasing the solution, the deal was initiated by the company's CFO, as it needed reporting on projects: revenue, planned expenses and employee workload on projects to calculate their bonuses. The CFO launched this deal internally and, since he had direct access to the CEO, easily lobbied for it.
And here comes the key concept - the sales scenario. There will obviously be a gap in the company, since the CFO is the initiator of the purchase, but the company's employees will have to use this system daily so that at least some data appears in it.
The goal of your adaptation plan should be aimed primarily at solving the problem of your initiator and beneficiary, that is, the CFO. This was the key sales scenario. After all, if you do not solve his problem, he will not renew the subscription. But the process and specific actions should be directed at the production department employees, who should master the product as soon as possible so that you can demonstrate the effectiveness of the system.
Many companies fail to cope with even this task, giving the same adaptation plan to all clients every time without taking into account the decision maker's map on the side of a specific customer. Already at the second stage, it is important to understand what will be useful for other employees of the company and what benefit they can get from your product.
After all, the needs of the financial director are covered by 20-30% of the capabilities of the solution itself. And you need the client to start using it in its entirety: the task manager should become a daily tool for employees, the ROP reporting should also be automatically generated based on sales, which should fully conduct transactions in the CRM.
The more roots your product puts into the company's processes, the more difficult it will be for competitors or even rivals of your product within the company to displace it.
The problem with an asterisk in this case is the transfer of this data from the CSM to sales and marketing. After all, it is this chain of communication that should be set up in any company developing its product, but it often suffers from the disunity of departments and the lack of agreed metrics.
A positive evaluation of product adoption is that customers always have the tools they need to get the most out of your product, including:
During the adaptation process (training, education, technical support, etc.)
When you introduce new functionality (newsletters, internal brand advocate notifications, awareness strategy, etc.)
When deploying product updates (technical support work, omnichannel communication with current customers, etc.)
It’s important to note that all of these actions shouldn’t be seen as one-off or one-sided. Just as you announce updates or feature rollouts to your customers, they should also be able to give you feedback and suggestions on how to improve your product. After all, they’re the ones using it every day.
Beta groups are also a great way to gather customer feedback and sentiment on new features. Check your list, as you'll likely find loyal customers there. This allows you to iron out any bugs or issues before full deployment, improving overall product adoption.
Working with customers through Customer Success can influence decisions made in sales, marketing, products, training, support, and more.
How to implement CS practice in a company?
At the moment, almost all implemented cases of implementing CS practices on the market are spontaneously formed processes under the pressure of customer demands. Companies intuitively understand that it is worth communicating with customers proactively, they try to create positions that will collect NPS, generate consumption data, etc.
Especially for such companies, we at ATERRA Consulting have systematized our cases and knowledge about sales and implementation of cloud products in order to create a model for continuous development of the client base in B2B.
Model 4I
01 Involve. Activities aimed at involving the team. The customer is ready to implement the solution.
02 Implement. Activities aimed at implementing the solution. The customer successfully uses it.
03 Improve. Activities aimed at correcting deficiencies. The customer is satisfied with the solution and service.
04 Increase. Activities aimed at expanding cooperation - prolongation, upselling, cross-selling. The customer is ready to extend the contract.
The model contains 4 stages. Each of them allows you to perform key actions to ultimately increase the conversion to contract renewal and even up-sale. And at this point, you should ask yourself: am I ready to invest so much effort in implementing CS practices in my company and how to do this taking into account financial indicators?
Let's say you sell a SaaS product with a low check due to high competition. You have to provide free trial access to the product so that the client can "feel" it and only then make a decision about further purchase, because everyone does it. And during the free access period, you can't put the CSM into operation, it can't work with free clients.
But if you sell a CRM with additional modules and an app store where you do the initial setup, then the price weight of the project already makes you think about dividing clients into cohorts and at least sometimes coming to them with questions about NPS, training, etc.
In B2B, you can't work with all clients in the same way and focus only on analytical data, as in B2C, although they are very important here too. In B2B, there are much more subtle settings and communications with clients making decisions about renewal. If you sell large projects, such as ERP implementation, legal support for a group of companies, employee training based on your own solutions, etc., then more attention should be paid to the development of CS in the company and customization of the approach to each company.
"The degree of CS customization for the client depending on the complexity of the solution and the size of the clients"
The versatility of the 4I system makes it possible to use it both in the case of standard SaaS solutions and in the case of design and consulting services, but in each of the options, depending on your average check and the type of product, it will provide you with different tools at each stage.
For example, at the Improve stage - in the case of subscription services, it will be enough for you to simply collect analytical data on the churn-rate and make decisions only in case of deviation from the norm.
But to work with expensive custom solutions and customers bringing in millions of dollars a year, you will have to create CJM maps of specific users and conduct Customer Development Interviews with each participant involved in the implementation process within each customer.
We talk about all of this, including the choice of tools and CS strategy within the company, in our Customer Success course .
If you have SaaS and need to start somewhere
The smaller the check and the clearer the usage scenario, the easier the process of adaptation and implementation of the solution should be. The key to success for such solutions is self-service at the implementation stage. But this does not mean that you leave the client to their own devices. You give them maximum tools so that they can do everything themselves: from sharing best practices with other clients to reading advice and recommendations from experienced users.
In other words, self-service shouldn’t be a simple exercise that ends once a customer finds the answer to their question. Instead, it should be an ongoing process that continually evolves and updates. The more resources and tools you provide customers to answer their questions, and the faster they find those answers, the more likely they are to buy, use, reuse, and even recommend your product.
In this case, you will be helped by:
Moderated online communities. An online community allows users to easily interact with each other and your organization, and you can track customer interactions. Not only does this allow users to share best practices in an open, safe forum, but it also gives your customers the opportunity to openly communicate with their peers, who—let’s face it—they typically trust more than your brand.
A fast-updating knowledge base in a multi-format mode. Imagine having a tool that answers your customers' questions before they even ask them? This is essentially what an effective, modern knowledge base does, and it is one of the best ways to provide users with self-service. At the same time, knowledge bases in text or video formats are becoming obsolete. Combine content delivery options: video, audio, screenshots, longreads, multimedia files, auto-suggestions, etc.
Success stories. The client may not understand, not see the value for themselves, not understand how to use it. But if they see success stories with specific scenarios and user-cases of other companies, they begin to doubt not your product, but themselves and whether they have tried hard enough to understand it. Give them a description of specific steps and how other companies have completed them.
Availability. As a rule, clients who have to search long and hard for answers to their questions either:
They give up and will most likely be disappointed and not come back.
Contact customer support for assistance.
To avoid this, proactively provide help content through embedded widgets, apps, and sites that offer contextual content supported by intelligent search capabilities.
Remember that a customer who can easily serve themselves is more likely to succeed, reuse your product, and stay. Give your customer as many communication channels as possible.
Following sales, technical support has also moved to messengers. Create a chatbot to solve the simplest questions, this is a minimal investment with maximum return.