ChurnZero's You Mon Tsang on the link between onboarding & lower churn
Mar 29 2022
I could never be with someone who doesn’t like dogs. Huge. Red. Flag.
While you may differ, and that’s completely fine, if I’m going to be in a committed relationship with someone, she has to have an appreciation for the pups. At the very least, if she tolerates dogs then it will work. Fortunately I’m happily engaged to a wonderful woman with whom I share an adorable dog (and yes, pictures of my chocolate lab Sloan are available on my instagram).
While dogs and B2B SaaS typically only come into play together with a dog friendly office, red flags are still something to look out for when it comes to operating your business. High churn is a huge indicator, whether for investors or prospective employees, of the health of a company. If a company has high churn, don’t expect a lot of swipes to the right.
Today’s guest, You Mon Tsang, is the CEO of ChurnZero—a Customer Success software for growing SaaS and subscription businesses. In our discussion we talk not only about churn, but also about who owns it and is responsible for mitigating it. You know we love a good churn episode so all that and more in this episode of Protect the Hustle.
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Here we summarize the main takeaways for you to implement or hand off to your team for implementation.
What is customer success?
Customer success, as defined by ChurnZero, connects why customers buy your solution (their purchase intent) with what your customers get (realized value and outcomes) using a proactive and prescriptive customer management approach to reach both your customer and your company’s goals.
Why is it important?
Customer success is important, particularly for SaaS businesses, because of the recurring revenue model it’s based on. Acquiring customers is not easy nor is it cheap—the ultimate goal is to keep them around long term. Investing in a customer success strategy to ensure your customers achieve the desired success with your product early on is how you’ll foster the trust needed to build a long-term relationship.
Schedule a time to meet with your customer success team to review your onboarding strategy.
What to do next quarter:
Develop or improve (depending on the stage of your company) your customer success strategy.
A solid customer success strategy includes a strong onboarding process. As mentioned above, helping your customers achieve success with your product early on is key to retaining them. So whether you’re a startup or have been in business a while, ensuring your onboarding process is optimized is crucial to your bottom line and continued growth.
Every company and its product is unique, but as ChurnZero suggests, learn from the failures and successes of others whenever possible, and then build upon that according to what works for your business. Below are six tipsdirectly from ChurnZero to help you “enhance the most influential phase of your customer’s journey.”
1. Don’t: Fly Blind with Onboarding
To be a competent and confident Customer Success Manager (CSM) you should know where your customers are in their journey at any given time, but especially during their onboarding process. If you don’t, your customer might be struggling and you would have no idea.
To improve customer onboarding, you should always be able to answer the question: How many of my customers are on track, behind, or stuck in the process? (If you’re a high velocity team with thousands of customers, it may make sense to track progress as a percentage rather than an actual number.)
For those who are behind or stuck, it’s important to make customer onboarding improvements to help identify and manage possible escalations. These might come up either internally with leadership or externally with customers and their executive sponsors. Either way, it’s a good idea to have processes and strategies in place to address them.
Start by establishing onboarding thresholds with estimations of how long certain tasks will take. Then, you can adjust to find your ideal customer timeline, which will serve as a good benchmark to help you manage any possible issues.
2. Do: Collect and Apply Data to Improve Customer Onboarding
A shortage of data isn’t usually the problem, but rather not knowing the best way to apply the data in a meaningful way. When it comes to customer onboarding improvements, the data can help paint a clear picture.
If you use a cohort report based on onboarding date, you can evaluate your onboarding performance over periods of time. With these reports, you can compare how frequently and quickly customers complete onboarding.
Ideally, you want to see gradual improvements over time, with your most recent customers seeing the highest rate of success. This time-trend analysis helps ensure you don’t accidentally slip into a regression or ignore minor setbacks that could actually be consequential.
3. Don’t: Ignore Customer Onboarding Improvements if it’s “Good Enough”
“Good enough” doesn’t mean “good forever.”
Things are constantly changing, both for your business and for your customers. When you ignore or postpone needed improvements, you create a bigger problem for yourself in the future. You risk pushing improvements to a time when implementation becomes absolutely essential.
Like anything else, customer onboarding needs maintenance. Grant Freeland, the Managing Director at Boston Consulting Group (BCG), wrote in Forbes, “Waiting until something is obviously broken before you fix it is often too late.”
Although we all get lost in our routines and busy schedules, it’s important not to become complacent and keep customer onboarding improvements at the forefront of our minds. Take some time to identify successes and failures:
Where are the majority of my customers getting stuck in the onboarding process?
Where is the majority of my team’s time spent when onboarding a customer?
Answering these questions can help identify pathways toward new ways to standardize or automate processes, uncover workflow improvements, and alleviate time strains. And, if you feel like you’re lacking answers, ask your newest customers. They can tell you exactly where they felt gaps and confusion throughout their onboarding.
4. Do: Create a Feedback Loop
Customer feedback should permeate everything you do to improve customer onboarding. It’s impossible to replace the knowledge that comes from firsthand experience, so reach out to your customers to find what’s working and what’s not from the people who are going through it. Then, use that feedback to make your changes.
For such an important resource, it’s crucial to keep track of all that customer feedback. Ensure you thoroughly document it, so you always have a reference you can return to if you need it in the future.
It’s also helpful to make collecting feedback a part of the customer onboarding process. Build in check-in points where your customers can offer their thoughts and feedback via surveys or interviews on the experience of learning your product.
5. Don’t: Think You Can Control Customer Onboarding
Turbulent markets and shifting circumstances are uncontrollable, and sometimes, customer churn is truly out of your hands. These things will never entirely be in your control, so it’s important to focus on what is: your attitude and your actions.
When situations seem unmanageable, remember the 90/10 principle: 10% of life is what happens to you, and 90% is how you react to it. You can be positive, purposeful, and pragmatic in your response.
6. Do: Define What Customer Onboarding Success Really Looks Like
Onboarding success should not be defined by its mere completion. Instead, outline what your customer needs during onboarding to be successful with your product independently.
Start simple and set realistic expectations. Define the bare minimum of tasks that your customer needs to achieve to see initial success. Then, define what success looks like for you, such as what success might look like after implementation. What should the customer have accomplished? How should they feel?
Monitor and evaluate the output of your newly implemented or improved onboarding process to ensure it’s delivering. Measure engagement, retention and churn metrics, ask for feedback, and test it yourself. As your company grows and evolves so should your onboarding process, so it’s imperative that you’re continuously evaluating and iterating.
Who should own this?
Your customer success team.
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This is a ProfitWell Recur production—the first media network dedicated entirely to the SaaS and subscription space.
By Patrick Campbell
Founder & CEO of ProfitWell, the software for helping subscription companies with their monetization and retention strategies, as well as providing free turnkey subscription financial metrics for over 20,000 companies. Prior to ProfitWell Patrick led Strategic Initiatives for Boston-based Gemvara and was an Economist at Google and the US Intelligence community.