At Fuze, we believe that it’s everyone’s job—across our entire organization—to help make our enterprise customers be successful throughout their entire lifecycle using Fuze. As a leader on our Customer Success team, I know more than anyone that customer and client success at Fuze really is a team effort. Without the support and hard work of each and every customer success specialist on my team, as well as every function across the company (such as Sales, Support, Finance, Marketing, and so many others), we would not be able to deliver value to our enterprise customers around the world as well as help them achieve their goals. In this way, I truly believe that customer satisfaction and success is a company mindset.
Leading Customer Success Management in the Enterprise
Customer success in the enterprise is proactive, not reactive. I think if you’re being reactive—and reactive only—you’re providing customer service. To be proactive, at Fuze we have created Fuze Success Plans to address and personalize what is important to our customers. Under these plans, we answer the constantly evolving question “What is customer success?” by determining what to measure and achieve quarter over quarter, creating account plans and sending out executive summary emails (personally written by your CSM) to further align all members of the Fuze and customer team.
Additionally, we’ll review your product usage and talk to you about what we observe and how you can help you maximize your productivity with the platform. We know that within one customer organization, there are so many different roles and responsibilities that “success” is not a one size fits all experience. Our EMs, TAMs, and CSMs are committed to understanding how a company works, what’s important to them and determining the proper customer success model for and organization. This is why we conduct business reviews with our customers (including a reflection on the previous quarters and goals for moving forward). It’s critical that all stakeholders within the enterprise and Fuze team are aligned.
There are three roles at Fuze in particular that work closely together to make our customers successful—Engagement Managers, Technical Account Managers, and Customer Success Managers. We work closely with the engagement managers and technical account managers to ensure customers are maximizing their investment of the Fuze platform.
First, the Engagement Manager starts working with customers during the pre-sales process. They get to know the account, the prospective customer’s needs, and most importantly, their technical and organizational environments. All of this information helps to recommend and prescribe the steps for a successful technical deployment as well as a detailed plan for end user adoption, in addition to establishing strong customer engagement. By understanding the company’s structure and goals, the Engagement Manager can ensure the success of a customer by having a plan and timeline for both implementation and adoption before the deployment even begins.
Second is the Technical Account Manager (TAM). TAMs are the enterprise customer’s dedicated point of contact within the support organization and address their technical needs. TAMs make sure that customers are using the platform in a way that technically optimizes their Fuze experience. TAMs serve as the technical advocate to the customer, ensuring that product enhancements requests make their way to the Fuze Product team for roadmap evaluation.
Ultimately, the CSM acts as the coordinator of all these activities and makes sure to continually align with the enterprise customer and their goals—and ensures that Fuze is helping them achieve those goals with consistent evaluation and conversation. However, the CSM will pull in all SMEs (Subject Matter Experts) necessary to ensure the customers are achieving their goals—whether that’s the Product team, Billing team, Marketing, Engineering, or another department. Everyone’s role within Fuze is important to the success of the customer.
CSMs also run customized business reviews and send success summaries to inform our enterprise customers of current trends with both their organization and other industry peers—as well as have conversations to make sure customers are continually taking steps to achieve the goals set above. This helps facilitate a customer relationship based on mutual accountability. These business reviews and success summaries are provided in addition to regular check-in meetings and day-to-day activities performed by the CSM on each account. It’s of the utmost importance to us to go above and beyond when delivering personalized recommendations for continued success and adoption with Fuze. Ultimately, being successful with enterprise collaboration means that our Enterprise Customer Success function is proactive, not reactive.
To summarize, I believe leaders in different parts of the organization should be having conversations to make sure their teams are helping customer-facing teams; to be a customer centered organization, it’s important to remind ourselves that everyone contributes to our customers’ success and that working in a silo does not. When you lose sight of that, more challenges arise for everyone.