Any enterprise worth its salt will purport to be customer-centric. Yet, what this actually means in practice can be a pale imitation of the approach needed for the customer retention and renewal rates required for business growth.
We are in an era where sporadic client satisfaction scores and a reliance on dated customer service and sales support no longer cuts it. Traditional investment in sales simply isn’t paying off in the way it once did. Typically, the customer journey is now long and fluctuating, and demands a commitment from the service provider to deliver value at each stage in the process, irrespective of customer size. And of course, the real work only begins after the client is won.
In short, the game has changed forever, prompted by the customer themselves who have higher expectations around service quality and the innovation required to pique their interest and retain their loyalty. This has gone hand-in-hand with a technological revolution which has had significant influence on the dynamics and balance of power between the business and customer in the enterprise software space. The rise of cloud computing, hosted Software-as-a-Service (SaaS) solutions and subscription-based monthly recurring revenue models have been the game-changer. Now, only customers satisfied by the business value provided by the software will be incentivised to continue making ongoing payments, putting them firmly in the driving seat. As such, keeping them on board has never mattered more, in some instances a strategic endeavour that usurps the chasing of new leads.
It’s the reason why the savviest operators in the digital enterprise recognise that managing customer success must now be a fully-fledged function in its own right. And, more broadly, fully ingrained within the business culture. Populated by a team that are accountable for delivering financially sound, scalable, outcome-focused and growth-driven support to clients, all activity

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