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19 results for “customer success”
Topic4 mentions across episodes
customer success
...for our customers. And that's what that's why our our demand side retention is so large. So now we're working with six out of the Mag seven. We have 1605%, net revenue retention on an annual basis. And so it's it's sort of nuts. 1605%. So it's 1600%.
1:14:10 / 1:15:18
from transcript1:14:10 – 1:15:18
...groups. There's the client and there's the consumer. Whether it's through surveys or through technology and data, Compass has a very, very good idea of if the client or the consumer is not happy, they will work very hard to fix that long before the c
12:04 / 13:04
from transcript12:04 – 13:04
...customer, they want a discount. So the basic idea is each of these has a different strategy. So net retention is something people will probably ask you about, but every savvy investor knows how to see through this. And they will go to the second one,
9:00 / 10:07
from transcript9:00 – 10:07
...customers are still with you? You brought in a 100 customers.
11:16 / 12:16
from transcript11:16 – 12:16
...are buying not just a little bit more of his services, but, 16 times as much over a one year basis. The the two side retention problem is working well. So Yeah. Two no. Two side retention, solution. I don't think problem is the right is the right wor
1:14:58 / 1:16:00
from transcript1:14:58 – 1:16:00
I imagine there is some ability to switch, and it's not going to be a complete overhaul. What does retention tend to look like for the industry, and are there things that can make them more sticky? Good service, and steady performance is certainly go
9:45 / 10:51
from transcript9:45 – 10:51
...hiring customer success managers, making sure we get a bigger share of their, let's call it, generated media spend. Wallet share? Wallet share. Yeah. I think we care the most about making a product that we personally want to use. And obviously, we ca
27:46 / 28:47
from transcript27:46 – 28:47
...versus the lifetime value of that customer, and, again, these are paying companies as the customer, is about 13 times.
1:24:44 / 1:25:49
from transcript1:24:44 – 1:25:49
...even as small as 10 seats compared to the small end or individuals using the product, which naturally are gonna have a much higher rate of churn and also a lower rate of expansion. If you fast forward to today, the overall business net dollar retenti
41:16 / 42:24
from transcript41:16 – 42:24
...customers? It almost always pays for itself. Okay. Last two. This is a nuanced one. This could be a whole session. But as you're planning out your marketing spend, your marketing strategies, your marketing goals for the year, ask yourself, how much c
28:31 / 29:32
from transcript28:31 – 29:32
...to show their customers the insights and the value that you're creating for them. And remember, the CFO is the buyer now for every renewal. If you don't if you're not showing them insights around business value, then you're not gonna be renewed. Do y
32:40 / 34:12
from transcript32:40 – 34:12
...go if customers get to this level of product usage, they're seeing value from the solution. Right? And ideally, you want that to take thirty, sixty, ninety days, not seven months, ten months. In a cloud world, it's gotta be measured in, you know, lik
32:59 / 34:09
from transcript32:59 – 34:09
...I will take any customer feedback. I love to chat with users. I actually do that a couple user chats every week, which is so insightful for my role in particular. That's right. Ultimate, I guess, the CRO is the ultimate CEO. Is that Yes. A fair state
6:46 / 7:49
from transcript6:46 – 7:49
...are the best customer success teams that you see today doing to manage in what is an incredibly turbulent and stressful time? First, they're not getting or or or blown up. A lot of CS teams forgot what their job was, and those people are getting blow
18:29 / 19:56
from transcript18:29 – 19:56
...customers, even as small as 10 seats compared to the small end or individuals using the product, which naturally are gonna have a much higher rate of churn and also a lower rate of expansion.
40:30 / 41:42
from transcript40:30 – 41:42
see, the durable retention is where you see not just same people coming back, but they also talk about your product to their friends. There is a lot of referral that starts coming in. Your three month retentions are looking great. Your six month rete
15:39 / 16:45
from transcript15:39 – 16:45
and now we were on annual subscriptions. So now I basically have like six to nine months, if you are not getting value out of my software, to go ahead and fix your problem and make sure that you get value out of it. Otherwise, you are not going to re
6:44 / 8:09
from transcript6:44 – 8:09
...of customers, a set of a set of data that we saw in the market quickly. That that's one example. On enablement, I had Henry Shuck, the CEO of ZoomInfo on the show. And he said that actually kind of aligned to what you were saying there about kind of
31:46 / 33:33
from transcript31:46 – 33:33
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