When Sukhpreet identified that the team was not excelling as much as hoped, she started to look deeper into the customer needs.
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Customer Success is a concept that isn’t well defined. Some leaders see it as a sales function focused on renewals and upsells. Others imagine a value-driver function, such as an implementation team or subject matter specialists. And some companies see it as account management, ensuring the customers’ business inquiries post-sale are handled with care. This list isn’t exhaustive, but it highlights that customer success is likely a unique team that varies based on what your customers demand.
Or what if it is more than just one function? Sukhpreet Anand, VP of Operations at Unifyed, discovered that having a single definition of customer success didn’t work for their business model. She found that two distinct roles within success were necessary to meet and exceed their customer demands. So to help her customers achieve success, she re-imagined her customer success team.
In Conversation with Sukhpreet Anand, VP of Operations at Unifyed
Customer success ultimately is a team that helps make customers successful. When Sukhpreet identified that the team was not excelling as much as hoped, she started to look deeper into the customer needs. The customers were demanding a high level of relationship engagement before their renewal conversations and also requesting ongoing account management focused on driving product value. It was clear that solving these problems required different skill sets and, therefore, a change in the hiring approach.
Please listen to our conversation as Sukhpreet outlines what she observed, how she structured the team, the differences in hiring profiles, and how you can determine if this approach will benefit you and your customers!