Across entire verticals of the economy the new normal is the recurring revenue business. Charging customers on a monthly basis, firms with this model have to play by an entirely new set of rules, rules which generally favor the customer over the seller. But this new model also opens up fantastic opportunities to provide and extract more value from the relationship as well. To create that value business needs to move away from a hunting mindset to a farming mindset. That change is the new paradigm of Customer Success.
Many business leaders have heard of Customer Success but few understand what it really means to run their business from the Customer Success standpoint. Even fewer have the experience to build the Customer Success function and optimize its performance.
As a pioneer in the field of Customer Success, Guy Nirpaz is acknowledged as one of the earliest proponents of this business realignment.
In “Farm Don’t Hunt” Guy breaks down the intellectual underpinnings of Customer Success as a theory and quickly moves to providing pragmatic, actionable advice for orienting your business around this new model.
Most Helpful Customer Reviews
CSM transcends SaaS business models and is equally relevant to on premise technology, although the latter is typically not addressed. This, imo, is because traditional procurement models in enterprises expect a different engagement model only because that's what they're tooled up for. That's not to say CSM isn't the solution nor that the practical guidance here can't be applied similarly, only that it's largely not discussed. This is probably commentary on the the state of CS more generally than the book. Regardless, great and effortless read. Thanks!
Brief but high lights key activities. I work with multiple customers on their customer success plan and this was a useful ready reckoned.
The Best In Customer Success 2016 award in the Content category goes to Guy Nirpaz, CEO of Totango, for his book: Farm Don’t Hunt: The Definitive Guide to Customer Success.
“Until recently, the prevailing perception of the customer relationship was most akin to a hunt. Highly commissioned salespeople were incentivized to bring down large or numerous accounts. … The entire company as well as the sales staff was oriented around the sale, not the ongoing relationship.”
When the profits-realization strategy of the technology industry —and not just the technology sector — was front-loaded to the moment of the initial sale, the way to win was the getting of as many new customers as possible. As Guy points out, those days have passed. In the subscription / recurring revenue model of today, the sale is never final. "Customers … are like plants that must be encouraged to take root and nurtured through their lifecycle, their...
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