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客戶成功的使命是為客戶和公司增加可持續(xù)的被證明的價(jià)值。

一、挑戰(zhàn)

在全球范圍內(nèi)，建立一支客戶成功團(tuán)隊(duì)并能夠持續(xù)擁有顯著效果的最大障礙，是人們對(duì)客戶成功團(tuán)隊(duì)及他們?cè)谡麄€(gè)公司中的角色擁有不恰當(dāng)?shù)恼J(rèn)識(shí)。

沮喪的客戶成功經(jīng)理們總是一直在抱怨：“客戶高管似乎不明白我們?cè)谡f什么?！?/p>

另一方面，當(dāng)討論客戶成功團(tuán)隊(duì)的直接可歸因結(jié)果時(shí)，總會(huì)發(fā)現(xiàn)：客戶中的高管（原文中用的C-level，以C開頭的CEO、CFO、CTO等高管）的期望往往得不到滿足。

大家在聊業(yè)務(wù)時(shí)雖然談?wù)撝粋€(gè)術(shù)語，但其實(shí)卻討論的并不是同一個(gè)東西，這樣的情況就會(huì)讓問題變得更加復(fù)雜。

問題的核心原因就是：大家對(duì)于客戶成功的使命沒有可執(zhí)行的共識(shí)。

這種情況的結(jié)果是不幸的。

由于大家對(duì)客戶成功沒有共識(shí)，所以，當(dāng)高級(jí)管理層決定采取某些方法來解決他們自己所感知到的“重要問題”時(shí)，一些客戶成功團(tuán)隊(duì)就被解散了。

此外，個(gè)人和團(tuán)隊(duì)的指標(biāo)也都定的非常隨意，團(tuán)隊(duì)的經(jīng)費(fèi)預(yù)算也會(huì)受到限制，對(duì)于客戶成功非常重要的一些工具也無法到位。

那些專注的、積極性高的客戶成功團(tuán)隊(duì)被隨意地限制在僅僅是他們所能完成的事情上，他們被行政命令束縛在一些任務(wù)上，而這些任務(wù)往往對(duì)客戶成功的效果是最差的。

在客戶成功的管理層中，普遍存在非常嚴(yán)重的人員流動(dòng)。

我們需要為客戶成功這一新職業(yè)制定一個(gè)堅(jiān)實(shí)的基礎(chǔ)——一個(gè)明確的、可實(shí)現(xiàn)的、大家一致認(rèn)同的使命。以此為基礎(chǔ)，我們就可以在流程、組織、人員配置、衡量指標(biāo)、預(yù)算和技術(shù)支持方面為客戶成功團(tuán)隊(duì)建立起合適的框架。

否則的話，在整個(gè)行業(yè)內(nèi)，客戶成功的各個(gè)方面都將五花八門，沒有標(biāo)準(zhǔn)。浪費(fèi)的、錯(cuò)失的機(jī)會(huì)所帶來的損失將還是那么巨大；而且，這些在很大程度上都是看不見的。

二、宣言：客戶成功的使命

客戶成功的使命是為客戶和公司增加可持續(xù)的、被證明的價(jià)值。

其本質(zhì)體現(xiàn)在三個(gè)核心詞上：可持續(xù)、被證明和價(jià)值。目標(biāo)是增長(zhǎng)，受益者是客戶和公司。

關(guān)鍵詞1：可持續(xù)

（可靠-可依賴-一致-可確保-穩(wěn)定-持續(xù)）

第一個(gè)核心術(shù)語是可持續(xù)，讓我們從它開始，仔細(xì)看一下客戶成功的使命宣言。

可持續(xù)的一個(gè)必要屬性是平衡，不平衡的交易不可能長(zhǎng)期維持在一起。

為了使公司向客戶提供價(jià)值，公司也必須能夠收獲價(jià)值。如果顧客覺得他們?yōu)樗麄兯玫降母冻隽颂?，他們就不?huì)對(duì)你保持忠誠了。

如果一個(gè)客戶成功團(tuán)隊(duì)只關(guān)注客戶，而忽略了他們自己的公司也是需要服務(wù)的客戶這一事實(shí)，將會(huì)不必要地危及他們的未來。

關(guān)鍵詞2：被證明

（清單-確認(rèn)-證明-證實(shí)-批準(zhǔn)-認(rèn)證-見證-驗(yàn)證-承認(rèn)-真實(shí)）

第二個(gè)核心詞是被證明。

僅僅向客戶或公司保證他們正在從這種合作關(guān)系中獲益是不夠的。關(guān)鍵是讓客戶承認(rèn)并確認(rèn)他們所期望的價(jià)值實(shí)際上已經(jīng)真正得到了滿足，然后設(shè)定下一個(gè)可衡量、可實(shí)現(xiàn)的目標(biāo)。

關(guān)鍵詞3：價(jià)值

（收益-利潤(rùn)-價(jià)值-優(yōu)勢(shì)-好）

第三個(gè)核心術(shù)語是價(jià)值，它也有一個(gè)必要的屬性。

• 這個(gè)價(jià)值是對(duì)誰的？
• 價(jià)值是誰眼里的價(jià)值？
• 價(jià)值如何被衡量？

許多人可能會(huì)說“結(jié)果”一詞可以和“價(jià)值”互換，但一個(gè)睿智的客戶成功專家將會(huì)看得更深。

• 客戶為什么購買產(chǎn)品？
• 客戶愿意繼續(xù)保持這種合作關(guān)系的動(dòng)機(jī)到底是什么？

隨著時(shí)間的推移，購買的決策可能會(huì)有幾個(gè)層次，雖然并非所有這些層次都可以立即宣布或確認(rèn)。但所有這些層次都是非常重要的，我們必須加以發(fā)現(xiàn)、分析和記錄。

這正是客戶成功團(tuán)隊(duì)正在進(jìn)行的工作。

在另一個(gè)“客戶”——公司管理者眼中，公司的高級(jí)管理團(tuán)隊(duì)和董事會(huì)將會(huì)用商業(yè)屬于來描述“價(jià)值”。

建立和養(yǎng)一個(gè)客戶成功團(tuán)隊(duì)所花費(fèi)的金額的投資回報(bào)率是多少？

同樣，這種價(jià)值也需要定期進(jìn)行溝通，應(yīng)該把“被客戶認(rèn)可”當(dāng)作被證明的價(jià)值，并且形成他們對(duì)下一階段的合作的期望（這樣就在自己的公司高層那里形成了對(duì)于客戶成功團(tuán)隊(duì)存在的被證明過的價(jià)值）。

三、客戶成功：從使命到專業(yè)

“客戶成功”作為一個(gè)“職業(yè)”，存在一個(gè)必要的內(nèi)容，要有核心的共同的價(jià)值觀、道德、技能被信奉。而這些，又都是與共同的目標(biāo)和目的高度一致的。

以“增加可持續(xù)的證明價(jià)值”作為個(gè)人和團(tuán)隊(duì)績(jī)效衡量的目標(biāo)和堅(jiān)實(shí)基礎(chǔ)，可以設(shè)計(jì)出對(duì)應(yīng)的組織和運(yùn)營戰(zhàn)略戰(zhàn)術(shù)，并對(duì)它們進(jìn)行實(shí)施和測(cè)試。

在此過程中，將會(huì)確定并獲得所需的技能和知識(shí)。

使命（Mission）是一個(gè)開始。以此為基礎(chǔ)，在戰(zhàn)略、流程、人員和技術(shù)等方面都有大量關(guān)鍵問題需要仔細(xì)考慮和回答，只有考慮并回答清楚了，才能建立和管理起真正的客戶成功團(tuán)隊(duì)。

所有這一切，都是基于現(xiàn)代商業(yè)模式的一個(gè)現(xiàn)實(shí)，那就是——客戶獲取僅僅是一個(gè)長(zhǎng)期的、科學(xué)設(shè)計(jì)的、專業(yè)指導(dǎo)的戰(zhàn)略的第一步。

附英文原文

The Mission of Customer Success

The Mission of Customer Success is to increase sustainable proven value for both the Customers and the Company.

The Challenge

Worldwide, the biggest barrier to establishing and maintaining effective Customer Success teams is an inappropriate perception of the group and its role in the overall company process. Over and over again, frustrated Customer Success executives continue to quote a common complaint: “Senior Management doesn’t seem to understand what we’re about.” On the other side, C-level expectations are often unmet when it comes to directly attributable results from the Customer Success group. The problem is compounded by the fact that everybody is using the same terms to describe what are frequently very different things. The core of the problem is that there is no actionable consensus about the mission of customer success.

The results of this scenario are unfortunate. Some Customer Success teams have been abolished entire when Senior Management decided to take a different approach to solving their perceived priority. Metrics for both individuals and teams are haphazard. Budgets are constrained; vital tools cannot be put in place. Dedicated and highly motivated CS groups are being arbitrarily limited in what they can accomplish, shackled by orders to focus on tasks and interventions where the likelihood of being effective is smallest. Serious levels of turnover in Customer Success executive ranks are very common.

What is needed is a firm basis for the new profession, a clear, achievable and agreed-upon mission. From such a foundation, an appropriate structure of process, organization, staffing, performance metrics, budget and supporting technology can logically be built for the customer success team. Without it, industry-wide, all aspects of Customer Success will remain “all over the map” and the loss from waste and missed opportunities will continue to be huge and largely invisible.

A Statement of Purpose: The Mission of Customer Success

The Mission of Customer Success is to increase sustainable proven value for both the Customers and the Company. The essence is found in three core words: sustainable, proven, and value. The goal is increase, and the beneficiaries are the customers and the company.

Sustainable: ?Dependable – Reliable – Consistent – Assurable – Steady – Continuing

Let’s take a closer look at the mission statement, beginning with the first of the core terms: sustainable. A necessary attribute of sustainability is balance. Lopsided deals don’t tend to stay together over the long term. In order for the company to deliver value to its customers, there must be value to the company as well. Customers won’t remain loyal if they perceive that they are paying too much for what they receive. Customer Success teams that focus exclusively on the customers and ignore the fact that their own Company is also a customer to be served are needlessly endangering their future.

Proven: Manifest – Confirmed – Demonstrable – Substantiated – Ratified – Authenticated – Witnessed – Verified – Acknowledged – Real

The second core word is Proven. It’s not enough to merely assure a customer or the company that they are receiving benefit from the relationship. The key is to get the customer to acknowledge and confirm that their desired value was in fact received to their satisfaction — and then to set the next measurable, achievable objective to be accomplished.

Value: ?Gain – Profit – Worth – Advantage – Good

Value is the third core term, and it, too, has a necessary attribute. To whom? In whose eyes? How measured? Many may say that the word “outcome” is interchangeable with “value,” but wise customer success professionals will look deeper. Why did the customer purchase the product? What is the motivation for continuing the relationship? There may be several layers to the buying decisions over time, and while not all of them may be immediately declared or acknowledged — all are very important, and must be discovered, analyzed and documented. That’s the ongoing work of the Customer Success team.

Value in the other customer’s eyes, the Senior Management team and the Board of Directors, is going to be expressed in monetary terms. What is the ROI for the amounts spent in establishing and maintaining the Customer Success group? That value likewise needs to be communicated on a regular basis, and also acknowledged by the customer as proven — together with the expectations for the next period.

Customer Success: From Mission to Profession

A necessary aspect of being a “Profession” is having something to profess, a core of shared values, ethics and skills aligned towards a common goal and objectives. With “To Increase Sustainable Proven Value” as a goal and firm foundation for individual and team performance metrics, organizational and operational strategies and tactics can be designed, implemented and tested. In the process, required skills and knowledge will be identified and acquired.

The Mission is the starting point. From that foundation, there are a number of key questions in the areas of Strategy, Process, People, and Technology that must be carefully considered and answered in order for authentic Customer Success groups to be built and managed. Underlying all of them is the reality of the modern business paradigm: Customer acquisition is only the very first step in what must be a long-term, scientifically engineered, and professionally directed strategy.

原文鏈接：https://www.customersuccessassociation.com/library/the-mission-of-customer-success/

作者：贊德，騰訊產(chǎn)品經(jīng)理，ToB方向；公眾號(hào)：xander_talk；個(gè)人微信號(hào)xanderfriend

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