Is your Sales team selling the outcomes that your Customer Success team is set up to deliver and measure?
If your B2B SaaS Sales team is selling something different to what your Customer Success team can deliver, then your subscription unit economics will fail. And then your business will fail.
Take a second…
think of your Customer Success strategy in your B2B SaaS business.
What is that strategy designed to deliver to customers?
Value. Recurring measurable value. Outcomes that enable our customers to achieve their strategic goals. Right?
After all that’s how we drive customer and revenue retention and expansion.
Now, think of your sales strategy in your B2B SaaS business.
What is currently being sold to your future customers by your Sales team?
Value. Outcomes? That’s good and far better than just selling feature/functions of your product.
But are they selling the same outcomes that your Customer Success team is able to quickly, effectively and measurably deliver?
The outcomes your Sales team is selling i.e. what your customer is investing in and that will drive their future decisions on renewing and expanding must match what your Customer Success team can deliver and measure.
If this doesn’t happen, you can’t achieve integration of your Customer Success strategy with your Sales strategy. As a result, risk of churn goes up, your customer retention cost goes up and your ability to expand your customers goes down.
So how can you achieve harmony between what outcomes your Sales team is selling and the outcomes your Customer Success team can quickly, effectively and measurably deliver?
Build a set of outcomes that your Sales team can prescribe to their prospects and for which your Customer Success team have the activities, roles, data, and systems mapped for delivery.
I call these outcomes ‘Value-based Outcomes’ and they serve as prescriptive measurable outcomes that serve as key adoption milestones for Customer Success and powerful differentiators for Sales to acquire customers with.
Think of VBOs as carefully designed products. Not loosley defined value statements. For a VBO you will have predefined answers to many questions.
Why – will this outcome enable your target customer to measurably realize value and progress towards to the achievement of their strategic goal
How – will your CS team and the customer combine to achieve the outcome
What – functionality in your product will be used to help achieve the outcome
When – in the customer lifetime/journey does it make most sense for this VBO to be achieved
Who – in the customer is needed to help achieve the outcome
This detailed level of definition enables VBOs to be repeatedly prescribed with confidence by Sales and delivered with assurance by Customer Success.
They provide a common language and framework through which Sales and Customer Success can align when it comes to selling and then delivering value and outcomes to your customers.