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Customer success processes

Blog: Flokzu

A customer’s success in using the products or services we offer must be managed to maximize it (Customer Success). Success is when customers achieve or exceed the results they were looking for when they purchased our products or services. There are several processes for customer success, described in this article with concrete examples and real-life applications. We will also describe the most important performance indicators (KPI’s) to objectively determine if we are managing customer success well.

Customer success is always framed in a relationship with the customer, which can be medium or long term. In other words, the concepts discussed in this article apply to products or services through which a relationship is established with the customer who uses or consumes them.

Naturally, managing the success of the customer using our products or services aims to achieve a decrease in customer churn and to increase the value of each customer (either through more sales, recommendations to other customers or a longer duration of the relationship). This translates into increasing Customer Lifetime Value (CLTV).

Customer life cycle stages

We can distinguish at least three major stages in the life cycle of a customer with our products or services:

Customer success processes

For each of the stages of the customer lifecycle described above, there are processes whose execution is key for the customer to be successful using our products and services, achieving the results they sought when purchasing.

Customer success processes that are key to achieving the results they were looking for when purchasing our products and services.

Onboarding stage

In the onboarding stage we can identify – at least – four key processes:

Customer registration: this process can be very simple or complex depending on the type of product or service. It includes the signing of the contract or subscription to the service, the initial configuration of the client (if it is software, for example, the setup of the tool), the delivery of licenses or access codes, etc. It is important that all these tasks are formally modeled in this process, and that an audit trail of their execution is kept. Modeling the process in BPMN notation in Flokzu will help significantly, allowing to see all the tasks to be performed, and their precedences, in a graphical and intuitive model.

Welcome: once the customer is operational, it is important to give him a proper welcome, either through an initial meeting, product or service demonstration, or joint work session. It is also very useful to set up a sequence of emails with a certain cadence, but it is even better if these emails are triggered by events, for example when the user uses a relevant feature of our product or service.

Training: implies making sure that the customer can use the product or service in the right way and achieve the desired results. As an example, in Flokzu there is a free course on Udemy to learn the main concepts of the discipline and the tool. But it could also be direct training to the client (in virtual or face-to-face sessions).

Quick-wins: the aim is for the customer to quickly achieve results that strengthen their decision to purchase our product or service. These achievements also help to convince skeptics, to add them to the use of the product. Eventually, these quick results also allow us to begin to reverse the position of the detractors of our product or service if any.

Active Customer Stage

Once active, we identify – at least – four processes for customer success:

Customer support workflow as part of the active customer stage. Customer success processes.

Advanced training, either through advanced courses, skills, and abilities certification programs or other instruments. The objective will always be that the customer can make exhaustive and intensive use of the product or service, to get the most out of it. In these cases, it is important to have a formally modeled process that ensures that all stages are fulfilled, alerts are triggered in case a customer gets stuck at a stage, etc.

Engaged customer. While the customer is actively using our product or service, it is good to have a process that supports growth in that customer. In software solutions, it will be important that the customer acquires more licenses or users. In a service, it will be that the customer uses it more, by more people, or indifferent organizational units. It should not be subject to luck or good memory, there must be a process that supports this growth within each client.

Recommendations. They must be managed: solicited, refined, amplified. In some service areas, recommendations are the most important element to obtain new clients, who previously do not know us, or do not trust us, or both. The recommendation of an acquaintance who successfully uses our products and services becomes a fundamental piece of the commercial puzzle.

Offboarding stage

While not a pleasant stage, it is key among the processes for customer success those that address the event that the customer ceases to be a customer:

Indicators to measure processes for customer success

The success that the customer has using our products or services is difficult to measure, mainly because it is in practice impossible to access this information directly and objectively. It is not feasible to measure – in the vast majority of cases – how much our customer’s operation or management has improved as a result of using our products or services.

However, we can use indirect performance indicators (KPI’s), which are part of the customer success processes described above, and which help us to have as objective a view as possible of how each of our customers is doing.

There is a wide variety of metrics to measure customer success. In this article, for example, 16 are presented, with different scope and applications. While all are useful, we believe that there are four that are the most important, and that can be grouped into two categories: customer retention and customer satisfaction:


It is possible and highly recommended to define and automate customer success processes that help ensure retention first, and total satisfaction second. When the organization’s operations are small, these processes are carried out naturally and intuitively, but as operations grow, it is essential to formalize them. This ensures that the entire organization uses the same processes, ensuring the desired level of quality. In addition, this allows to measure through KPI’s the result of these processes, to take corrective measures if necessary, and to elaborate long-term plans to maximize the success of the customers using the products and services offered.

With Flokzu BPM it is possible to graphically model all these processes, and then automate them with a click (without programming and in a very short time). Flokzu’s low-code features allow business users (and not necessarily IT users) to define the processes and put them to work autonomously. In this way, it is possible to significantly improve customer success in using the services and products offered in very short timeframes. And most importantly, evolve these processes to meet the new challenges that will certainly appear in the future.

Now that you know all the benefits, we invite you to schedule a meeting with one of our experts, so we can automate together a complete process, and improve your organization.

The post Customer success processes appeared first on Flokzu.

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