炉边谈话：为未来扩展你的客户成功组织
本页标题、字幕、摘要和阅读笔记为已保存的 AI 译文，可能有误。时间戳与来源一致，可展开查看原始字幕，并对照原视频核对。
一场Salesforce对话探讨了跨销售和支持的客户成功、CSM早期参与、团队结构以及客户价值的衡量方式。
转录来源：Vidleaf上的自动语音识别（可能包含错误）。AI标点由Vidleaf添加；保留原始措辞和时间戳锚点。原始转录可在下方获取。
AI生成的摘要
这场对话将客户成功视为贯穿客户生命周期共同承担的工作，而非单一部门的职责。Salesforce的讨论涵盖早期参与销售、交接、行业专业知识，以及将专属客户支持与共享专家和数字服务相结合的方式。它将留存、采用和技术健康状况视为客户进展的不同信号。后续部分将讨论扩展到帮助交付成果的合作伙伴，以及一线管理者对包容性的责任。这些示例描述了演讲者所在组织的经验，为设计和扩展客户成功职能时提供了可供考虑的问题。
要点
- [1:27] 客户成功在交接之前就已开始，并依赖于销售、支持和交付之间的协调。
- [17:41] 留存、采用和技术健康状况提供了客户进展的不同视角。
- [22:08] 当合作伙伴交付相当大一部分客户体验时，合作伙伴培训和共享衡量指标很重要。
根据文字记录生成。请对照原始视频核查所链接的段落。简要说明和要点由 Vidleaf 于 2026-10-21 审核。
完整概述
演讲者回顾了一段跨越产品管理、支持服务、客户成功、合作伙伴管理和行业解决方案的职业生涯，贯穿整个产品生命周期。在Salesforce，客户成功被描述为一种理念和价值观，而非一个部门，它作为一项团队运动贯穿整个生命周期，从销售开始，通过一份好的合同、合适的资源和成功计划来启动；CSM最好尽早介入，并得到Success360方法论的支持，该方法论包含四个象限，27,000销售人员已经接受过相关培训，尽管资源限制以及交易和客户规模会影响介入时机。一份已发布的成功清单列出了销售在交接前应记录的内容，销售与成功之间的紧张关系被称为特性，而非缺陷。客户成功已从销售汇报中分离出来，并在决策桌上获得了一席之地，而向订阅模式的转变使留存成为CEO最关心的问题。垂直专业知识被认为非常重要，设有面向非营利组织和高等教育、金融服务、医疗保健和零售的行业团队，但阻力依然存在，因为垂直工作需要额外的努力和投资。规模化依赖于金字塔模型，CSM负责顶级客户，逐步混入基于技能的参与模式，并共享专业资源，以及新的数字技术栈；指标包括财务分桶、基于滚动12个月的流失率、基于采用和使用情况的早期预警系统，以及涵盖自定义代码、峰值负载性能、高管支持和技术债务的技术健康度，未来围绕数据驱动的洞察、个性化和有针对性的成果展开，简单的事情通过自助服务和Slack机器人实现自动化。第二场关于合作伙伴生态系统的演讲强调自动化需要无需人工干预，并指出Salesforce世界中约90%的工作由合作伙伴完成，描述了使成功运动包容非Salesforce正式员工的合作伙伴所面临的挑战，将提供给Salesforce自身成功经理和服务顾问的培训扩展到合作伙伴，处理技术后勤，并与激励可能略有不同的合作伙伴共享指标或健康指标；它将微软或思科等拥有强大渠道合作伙伴生态系统的传统产品公司与直接面向客户的下一代SaaS公司进行了对比，并追溯了合作伙伴早期如何帮助Salesforce获得订单，尤其是在核心市场之外，而渠道不仅正在成为销售渠道，还正在帮助交付运动和扩展。第三场演讲的主角是Eva Helen，一位长期科技高管，她出版了一本名为《Women in Tech, a Book for Guys》的书，并将在明天的主题演讲中发言；她指出，科技劳动力中只有28%是女性，并主张多元化和包容性是每位一线经理的责任，而不是人力资源或特别工作组的责任，她引用自己团队47%为女性的指标，同时承认在其他方面仍有工作要做，表示团队需要反映客户的多样性，非传统、非技术背景的人可能比来自企业软件巨头的技术人更合适，这需要思维和态度的转变，并得到公司文化的支持，当每个人都觉得这是自己的责任时就会改善，就像制造工厂中的安全一样。
带时间戳的章节摘要
职业路径与客户成功观点
Salesforce的客户成功是一项团队运动
CSM参与销售周期
- [2:40] 理想情况下，CSM尽早介入，尽管资源限制可能会阻止这一点。
- [2:40] Salesforce使用一种名为Success360的方法论，包含四个象限，27,000销售人员已经接受了相关培训。
- [2:54] 该方法论涵盖为成功设置交易并捕获关键价值指标，以便与成功资源顺利交接。
- [3:24] 团队试图在周期中更早推动，参与时机取决于交易规模和客户。
- [3:24] 一份已发布的成功清单列出了销售在移交给客户成功之前应识别、编纂和记录的内容。
- [3:48] 自清单发布以来的反馈是，无法引起销售的注意，他们说自己没时间。
- [4:12] 该方法论由CRO倡导，旨在培训整个生命周期；并非所有27,000销售人员都愿意接受。
- [5:05] 销售与成功之间的紧张关系被描述为特性，而非缺陷，由方法论联系在一起。
- [5:51] 演讲者认为这种张力是必要的：一个团队专注于土地和增长，另一个团队专注于留在平台上并扩展。
- [5:51] 方法可能取决于客户以及客户处于周期的哪个阶段，他们开始混合使用这些方法。
客户成功的演变与汇报结构
- [6:21] 十二年前在Salesforce，“终身客户”组织在区域层面向销售汇报，而不是在顶层汇报。
- [6:42] 当时CSM角色并不一致，对于演示是否属于工作职责一直存在困惑。
- [7:02] 客户成功现在在桌面上有一席之地，有在乎它的CEO和高管团队，并且已经从销售汇报中分离出来。
- [7:02] 在2009，没人知道CSM是什么，因此创建了整个职位族，定义了能力要求，并与销售工程师等角色进行了类比。
- [7:38] 经济已经大幅转向订阅模式，使客户留存和忠诚度成为CEO首要关注的问题，而CSM职位列表现在非常多。
- [8:19] 组织架构调查和相关性分析显示，客户成功在销售下汇报表现不佳，并且在这种结构中很难扩展。
客户成功中的垂直专业知识
- [9:25] 垂直专业知识在客户成功中非常重要。
- [9:25] 四年前，演讲者负责Salesforce的行业市场推广团队，引入了具有深厚行业经验的人才。
- [9:37] 这些行业人才帮助制定了战略、行业产品以及蓝图，以培训一个主要是横向的组织去说客户的语言。
- [9:50] 这种行业专注已成为销售增长的巨大杠杆点，销售方法也在成功中得到了镜像。
- [10:20] 一个专注于非营利和高等教育的行业团队深入研究其客户群的关键挑战和流程，金融服务、医疗保健和零售也有类似的团队。
- [10:51] Salesforce正在对有机团队进行再培训，使其具备行业经验，同时也从这些行业招聘人才。
- [11:00] 许多科技公司内部仍然存在阻力，因为垂直化很难，需要额外的工作和投资，但随着行业围绕成果和价值成熟，这无法避免。
- [11:21] 通过行业解决方案和产品实现垂直化会让你变得有粘性，并更深入地进入客户的关键业务流程。
在Salesforce扩展客户成功
- [12:15] 客户成功采用经典的金字塔模型资助，CSM被分配给顶级客户。
- [12:30] 诸如一名CSM对40、60或80个客户的覆盖率被描述为毫无意义，因为它们缺乏客户亲密性。
- [13:12] Salesforce从大约12年前的一个产品增长到约25-30个产品，增加了所需的专业知识。
- [13:31] Salesforce仍然保留纯CSM对战略客户的模式，但正在逐步混入基于技能的参与模式，共享专业资源。
- [14:12] 共享专家被部署到有开始和结束的基于成果的参与中，类似于定制咨询参与。
- [14:32] Salesforce还在用新的数字技术栈重建其数字基础，作为扩展的另一条途径。
- [15:18] Salesforce 销售成功计划，提供增强支持、技术客户经理和主动监控，而就正确的计划给出规范性建议会有所帮助。
关键客户成功指标与早期参与
客户成功的未来
合作伙伴生态系统与客户成功
- [21:28] 无需人员干预的自动化是关键。
- [21:37] 在Salesforce世界中，大约90%的工作由合作伙伴完成，公司花了很多时间思考这个问题。
- [21:51] 一个挑战是使成功运动包容那些不是Salesforce徽章员工的合作伙伴，并与他们分享知识和最佳实践。
- [22:08] 提供给 Salesforce 自身成功经理和服务顾问的培训应向合作伙伴开放。
- [22:12] 存在技术后勤工作，合作伙伴团队努力使其尽可能无缝。
- [22:42] 与合作伙伴共享指标或健康指标，以尽可能保持所有人一致，因为合作伙伴的激励可能略有不同。
- [23:15] 像微软或思科这样的传统产品公司拥有强大的渠道合作伙伴生态系统，而许多下一代 SaaS 公司则采用直销模式，缺乏这样的生态系统。
- [23:32] 早些时候，合作伙伴帮助 Salesforce 获得订单，尤其是在其拥有员工和专业知识的核心市场之外。
- [23:45] 这种理念发生了变化，因为为成功做好准备不能只涉及 Salesforce 的员工，而合作伙伴团队在使客户成功方面保持一致。
- [23:49] 渠道不仅正在成为销售渠道，还有助于交付流程和推动扩展。
一线经理与科技行业的多样性
- [24:19] 资深科技高管 Eva Helen 即将出版一本名为《Women in Tech, a Book for Guys》的书，并将在明天的主题演讲中发言。
- [24:19] 科技劳动力中只有 28% 的员工是女性。
- [24:53] 多元化和包容性不是人力资源部门或某个多元化和包容性特别工作组的责任，而是每一位一线经理的责任。
- [25:17] 演讲者表示，她自己团队的指标是 47% 女性，同时承认在其他方面还有工作要做。
- [25:41] 团队需要反映客户的多样性，因此一线经理应该扩大他们的视野。
- [26:00] 非传统、非技术背景的人，例如车间主管，可能比来自企业软件巨头的技术人士更合适。
- [26:23] 这需要公司文化支持的心态和态度转变，专注于谁能交付你所寻求的成果。
- [26:41] 就像制造工厂的安全一样，当每个人都觉得这是自己的责任而不是别人的工作时，多元化和包容性就会得到改善。
[0:00] 好的，欢迎来到 TSW。在准备这次访谈时，我查看了你的 LinkedIn 个人资料和你的背景，你从产品管理开始。然后你去了支持服务，接着是客户成功，但你在 12 多年前离开了客户成功，进入合作伙伴管理，然后是行业解决方案。没错。所以基本上你的职业生涯一直在涉及整个生命周期的角色中，从设计产品、销售产品、支持产品、推动采用，所以你有非常广阔的视角。我的第一个问题是，这种广泛的经历如何塑造你的信念，以及是什么让客户成功组织取得成功？
[0:46] 嗯，我必须呼应 John 的评论，客户成功不是一个部门。它是一种理念，对吧？所以我是，你知道，我来自 Salesforce。我们就像是 SaaS 公司的老祖父，客户成功是一种价值观。事实上，如果你听我们的 CEO Mark Benioff 说，他喜欢说他是 Salesforce 的第一位 CSM。现在，有了 Mark 作为 CSM，你想要稍微操作化一点。所以然后我们把客户成功视为一项团队运动。我所能够做的是真正看到客户，客户成功对不同团队意味着什么，当我在公司进行我的巡视时。真正关键的是，我的意思是，如果你想想销售，例如，对我们来说，销售，客户成功首先开始，它贯穿整个生命周期，客户从销售开始。写一份好的合同，拥有正确的资源，对吧？正确的服务，你知道，合作伙伴服务，正确的，我们有一个叫做成功计划的东西。所以正确的报价被写入合同，设定正确的客户期望。
[1:48] 对我们来说非常重要的一点是，尝试签订更长期限的合同。因为你们很多人会知道，在客户成功中，更长的合同期限意味着你暂时不必续约，这意味着，你知道，这只是又一个可能发生变化的潜在事件。所以对我们来说，与销售合作，我们说从第一天起就为成功做好准备。这就是整个合同构建。所以对我们来说，当我审查我的客户成功指标时，我的听众非常清楚这是一项团队运动。
[2:21] 所以我要点击一个非常战术性的问题，但这是我们在 TSIA 经常遇到的问题，那就是客户成功经理多早参与销售周期？所以如果你想确保你有正确的合同为成功做好准备，你试图在哪里让 CSM 参与销售周期？我的意思是，理论上，越早越好，但显然从资源的角度来看，这可能行不通。所以我们有一个方法论。我们称之为 Success360。它有四个象限和三个。
[2:54] 27,000 Salesforce 的卖家已经接受了相关培训。所以我们经历了从成功为成功建立交易意味着什么。如果你是一个售前世界的商业价值顾问，我们如何捕获你用来销售交易的关键价值指标，并温暖地握手进入成功资源以理解，嗯，这就是成功对我们的意义。我们尝试使用方法论将自己推向周期的更早阶段。然后根据交易和客户的规模，团队会 sooner or later 参与。所以我要给你另一个战术性问题，因为这些是我们经常遇到的。我知道在这次对话中会这样发展。所以我们不久前发布了这个我们称之为成功清单的东西，以及销售组织基本上应该识别的事情。
[3:48] 将其编纂成文，在交给客户成功团队之前写好文档，以确保客户能够获得成功。自从发布那项内容以来，我们收到的一些反馈是，我们就是无法引起销售的注意。他们看着那份清单说，我根本没时间弄那个。所以，关于方法论的培训，以及如何激励销售人员确保他们遵循方法论并为你提供你需要的东西。嗯，如果我说我们还没有掌握，那是在撒谎。我认为我们已经有了这方面的框架，对吧？所以，这套方法论是由我们的 CRO、首席营收官所倡导的。它本质上是为了覆盖整个生命周期而设计的培训。所以当我说 27,000 名销售人员已经接受了培训时，我不确定他们所有人是否真的愿意，但他们确实都接受了，对吧？所以这就回到了那个点：客户成功是一种理念。
[4:42] 在需要时当作棍棒来用。你知道，这其实是我自己的客户成功团队提出的一个问题。他们总是问我，但为什么销售不理解？为什么他们不为长期考虑？我告诉他们的是，看，我们是一个增长型组织。销售与成功之间的这种张力，它是一种特性，而不是缺陷。这就是我们作为一家公司的组织方式。我们有人出去销售，我们有人负责让客户成功，我们有一套方法论把他们联系在一起，最终每个人都理解财务指标，股价上涨，大家都开心。但它是……
[5:26] 一种持续的张力，是的，我只需做个评论，然后我会回到常规节目上来，但这是一次很好的讨论。你刚才说的很有力量，即获取与扩展和续约之间的张力是一种特性，而不是缺陷。我们知道有很多公司仍在为此挣扎，你知道，我应该让销售人员真正关心扩展吗？我真的需要客户成功和销售吗？但我们相信，而且观点鲜明，你需要这种张力，因为你想专注于获取，正如你所说，拥有那个增长引擎。而另一个不同的团队则真正专注于确保他们留在平台上并扩展。所以我认为我完全同意。而且我认为在我们的旅程中，我们正变得稍微更精细一些，去思考这取决于客户，对吧？以及客户处于周期的哪个位置？你可以混合搭配，这就是我们开始尝试的。是的，有趣。有趣。好的。
[6:21] 你的职业生涯中，你在客户成功领域确实有这段 12 年的空白期。这是一个一直在演变和成熟的职能，等等。从你 12 年前第一次从事客户成功，到后来你回来，你看到的最大区别是什么？嗯，12 年前当我加入 Salesforce 一个叫 Customers for Life 的组织时，我们在区域层面向销售汇报，甚至不是在最高层面。所以大家可以想象那个角色是什么样的。它并不一致。你知道，我没有让任何人做演示。你去做了演示，对吧？客户成功经理就像，做演示是我的工作吗？所以这种情况不断发生。所以从那时起我们已经进化了很多。而且我很幸运，有一位真正关心这件事的 CEO 和高管管理团队。所以我们在桌边有一席之地。这就是最大的变化。所以它从销售中分离出来并汇报。是的，是的。另一件有趣的事是，回到 2009，没人知道客户成功经理是什么。所以我们创建了一整个职位族。我们想，成为客户成功经理需要哪些能力？然后我们得去向大家解释，嗯，这就像销售工程师或销售顾问，
[7:32] 就像我们用了所有这些类比，去对应人们真正理解的现有角色。结束。而你现在看这个角色，我是说，这是个大事情。整个经济已经更多地转向订阅制，更多地转向让客户留存和忠诚度真正成为 CEO 的首要关注，而不仅仅是营收顶线。所以有了这些，我认为，再次，我们已经走了很长的路。如果你看客户成功经理的职位列表，现在数量巨大。这大概就是最大的变化。所以我向观众承诺，我们不是在串通这些答案，但我只想把客户成功向谁汇报这个概念补充完整。我们每年都做组织架构调查。我们关注的是，第一，它通常向谁汇报？
[8:19] 相关性分析，关于基本上使其成为一项有利可图的事业与一项非常昂贵的事业相比，你最好的机会是什么。我经常说，这里的数据是决定性的。客户成功在向销售汇报时表现不佳，原因有你阐述的那些，所有原因。它最终被当作，你知道，你把它塞进去，做演示，做这个。我们从来不，我们从来不试图将其货币化，对吧？而且在这种结构下扩展它非常非常困难。所以再次，我们不是在串通，但数据完全支持你们正在做的事情，而且你们，我相信是通过艰苦磨练摸索出来的。所以，好的。所以另一个我很好奇的问题，因为你的背景，你曾在这个垂直解决方案团队，对吧？弄清楚如何垂直化。再次，从 TSIA 的角度来看，我们相信几乎所有的科技公司都将必须拥有一些垂直领域的能力。仅仅拥有一个通用的水平解决方案并进入市场是非常困难的，因为你必须理解客户，你知道，他们的成果，对他们来说重要的是什么。所以现在把那个视角转向客户成功。你知道，在客户成功的世界里，垂直领域的专业知识有多重要？
[9:25] 你知道，答案是，归根结底，这非常重要。所以如果我们把时钟拨回四年前，我当时在 Salesforce 负责行业的市场推广团队，基本上就是把拥有深厚行业经验的人引入 Salesforce，帮助他们制定战略、帮助打造行业产品，并真正帮助创建蓝图，使我们整个、你知道，主要是横向的组织能够像他们的客户那样思考，真正说客户的语言。所以这对我们的销售增长来说一直是一个巨大的杠杆点。而我们在销售中做的任何事情，我们都会考虑如何在客户成功中镜像。所以，首先，我确实想大声致谢。我想我们有一个行业团队今天实际上就在现场。
[10:20] 他们就在那边。你们好。他们专注于非营利和高等教育。这是一个深入理解关键挑战、关键流程以及与他们的客户群相关的一切的行业团队。然后我们为我们最大的行业也有类似的团队，比如金融服务、医疗保健、零售等。而且，如果你在考虑与客户合作帮助他们实现价值，你需要理解价值对那个客户意味着什么。所以我们显然在某种程度上正在重新培训我们的原生团队，其中一些人只是通过在 Salesforce 在某个特定行业工作而拥有行业经验，但我们也在从那些行业招聘人才。是的，我的意思是，我认为在很多科技公司内部仍然存在很多阻力，他们会说：“看，垂直行业很难做。它需要额外的工作。它是额外的投资。我真的必须这么做吗？”而我只是觉得，再次，随着我们的行业成熟，真正关乎的是成果和价值，我看不出你怎么能避免
[11:21] 让我告诉你，垂直化和拥有行业解决方案、行业产品会使其具有粘性。是的。它让你更深入地进入客户的关键业务流程。绝对如此。绝对如此。那么让我们谈谈可扩展性，因为这对客户成功职能来说是一个如此重要的话题。我可以告诉你，JB 昨天在他的开幕主题演讲中用了这个词。我们在 TSIA 一直使用它，那就是许多客户成功组织都是财务艺术项目。为我最大的客户提供顶尖服务。我可能是用销售和营销费用或销货成本来资助它，我不确定我将如何扩展这个东西。那么你认为真正实现扩展的一些关键杠杆是什么？显然，你在 Salesforce 拥有规模化的客户成功。其中一些杠杆是什么？
[12:09] 我的意思是，我们总能做得更好。这个组织，我们的客户成功团队是建立起来的，嗯，你知道，CSM 到顶级客户。对。这就是我们资助的方式。我们有经典的金字塔。这是金字塔的顶端。而实际上这曾经几乎是整个金字塔。我们会尝试资助 CSM，对于客户成功领域的各位，我相信你们中的许多人处于和我 12 年前相同的位置，你在摆弄某个电子表格，试图让你的覆盖率与你的资源数量在数学上对得上。然后你最终得到一个 CSM 对应 40 个账户、60 个账户、80 个账户。我的意思是，老实说，这有点毫无意义，因为你没有那种客户亲密关系，而这正是你真正想从 CSM 与客户关系中得到的。所以我们正试图打破这一点，我，这是一段旅程。但 Salesforce 的另一面同样是，12 年前，我们基本上只有一个产品，如果你真的很慷慨的话，也许 1.5 个。而现在我们有了
[13:12] 我都数不清了，25、30 个产品。所以所需的专业知识，如果你在与一个运行你的多产品套件的客户合作，就超越了 B2B 销售。它是 B2C 营销，它是电子商务，它是你销售的其他任何东西。所以让那一个 CSM 成为那种超级人物，真的很难让那一个人真正深入理解所有这些产品中正在发生的事情，所以我们仍然有那种纯粹的 CSM 到战略顶级客户或随便你怎么称呼的模型，但我们正在逐渐混入更多基于技能的参与模式，所以我们的想法是，我们有共享的成功资源，他们专门化，可能是在某个产品中，或者是在安全或合规方面，比如关键的 IT 关切。我们将这些处于共享成功设置中的专家部署到基于成果的参与中，这些参与有开始和结束。所以它看起来更像小型定制咨询参与。这就是我们在扩展方面所关注的。这是一项进行中的工作。我们还在重建我们的数字基础。我们有一个全新的数字技术栈。
[14:32] 围绕 Salesforce 为我们所有的资产，我们实际上已经开始部署。所以这两者都是我们实现扩展的途径。那么，两件事。第一，我认为 Salesforce 组织在之前的会议上谈过那种动态参与模式，即根据客户现在需要什么，投入更多资源。但如果其他地方有需要，你可以把其中一些资源抽走。所以它创造了更多灵活性。所以这是一个扩展的杠杆。那么……货币化方面呢，即当你能够并且你在增加价值时，你可以向客户收取那部分价值，基本上为资源引擎提供燃料。你对此有什么看法？那也很关键。这有点……
[15:13]为第一天的成功做好准备，对吧？确保客户了解他们有权获得什么，如果他们期望更多，就销售这个差额。是的。所以我们有产品，我们称之为成功计划。因此它们包括增强支持。当你达到更高层级时，你会有技术客户经理真正提供帮助。然后还有我们的产品团队进行的主动监控。所以我们可以部署更多。对我们来说，关键是销售正确的计划。这帮助我们。它不能完全让我们摆脱财务波动，但它对我们帮助很大。现在这对我们来说是一个巨大的业务。而且关键之一，再次，我们的视角是在整个销售周期中对客户具有规范性，并说，看，基于你所处的位置、你的复杂性、你的规模、你想要实现的目标。
[16:01]这是适合你的正确处方。这将涉及一些增值服务，你应该为此付费，但如果你遵循这个而不是不同的计划，你会更成功。是的，绝对。而且处方不一定是从我们这里买东西。可能是你需要这些技能。你将如何获得这些技能？你会从合作伙伴那里获得吗？你有内部人员想要提升技能吗？让我们帮助你。你需要一个集成架构师，因为你所做的事情的复杂性。而且我们不希望总是成为当你意识到你的架构表现不佳时的SOS呼叫，例如。绝对。我们对客户成功组织进行基准测试。我们关注跟踪。有些非常关注健康分数、采用指标，其他非常关注商业指标，你知道，续约率、扩展率。你的视角，哪些指标对你的组织最重要？
[16:54]嗯，我们有，我们有那个，我们面对同样的组合，你知道，哪些指标是关键。嗯，我们看两个大桶的指标。其中之一是我们对公司财务方面的欠账。那就是流失率或续约率，取决于你喜欢怎么看。还有，流失。增长业务，对吧，那就是所谓的落地和扩展动作，所以扩展是基于落地实际上为客户创造了很多价值。所以我们有，但我们财务以令人难以置信的精确度跟踪的最大指标是我们的流失率。那是第一。那是我会接到电话的。它看起来怎么样？我们对此进行预测，你知道，像企业一样。
[17:41]但除此之外，我的意思是，因为那是，你知道，它是一个滞后的12个月。那是我们看的方式。所以它有点事后。对。所以我们看的其他指标更，你知道，传统。对。我们有一个基于采用和使用的早期预警系统。那确实是潜在续约风险的早期预警。我们喜欢早期参与。我们喜欢在续约日期前九到12个月参与。如果看起来这些采用和使用指标不好。是的。但我们也有一个关于技术健康的指标。
[18:14]客户的Salesforce实例。所以那会是多少行自定义代码写在那里？他们的关键业务流程在峰值负载下表现如何？它实际上包括人类知识，比如，嗯，我们有高管的支持吗？我们看到大量技术债务存在，阻止客户实际利用最新创新吗？因为即使在基于云的世界，这确实发生。所以那是我们的健康评级。我们也看那个，并真正尝试制定我们实际上将如何攻击那个。有趣的是你说我们喜欢在续约前9到12个月参与。我喜欢。我们像其他人一样购买SaaS产品。我喜欢当你购买产品时，你接到CSM的电话，他们想介绍自己。
[19:10]在续约到期前大约30天。我说，“我不是指CSM，我是指续约经理。”那是我指的。那不是CSM。但无论如何，所以是的。所以让我们谈谈这里的未来。因为再次，客户成功不是一个静态概念。它不断进化。那就是让它有趣的原因。是的，绝对。所以你认为客户成功的未来看起来像什么？是更多AI吗？是更个性化吗？更多，你知道，客户的数字体验？你认为它看起来像什么？是的，我们没有...
[19:41]大量的数字工具，你知道，10、12年前。所以我确实认为个性化，以及针对性参与的想法，因为客户想要特定结果，随着我们更好理解，而更好理解不仅仅意味着部署人员去坐在客户现场并参加所有指导委员会。是的，那很好，但还有其他方式收集情报，加载到系统中，并确保每个人都有那个数据。
[20:13]我认为数据驱动的洞察、个性化和针对性结果将是未来的秘密武器，也将帮助我们扩展。对于更多常规任务，显然有大量自助服务可用。我们的Slack同行，正如你们许多人知道，Slack现在是Salesforce家族的一部分。我和他们的成功团队坐下来，我说，“那么你们怎么做这个？”他们说，“哦，我们Slack化一切。”我说，“好的，那是什么意思？”但他们有机器人，他们有很多自动化直接构建在Slack频道中。我们看着那个想，“嗯，我们能从中学到什么？”我确实认为那是未来，简单的事情可以自动化。
[20:58] 然后是那些高价值的事情，你有足够的数据来使其具有针对性。所以这就不太像是，你知道，广撒网、碰运气，就你想要某件事如何落地而言。是的，绝对如此。我是说，我们昨天就在讨论这个话题。JB 在广场上谈到了真正数据驱动的，你知道，销售动作，以及那些分析如何帮助你在销售侧更有针对性。同样，在他们进入平台之后也是如此，根据他们所处的位置、他们的需求，让你的努力更有针对性，并且能够顺势而为，而不是必须让人介入，这绝对是关键。是的。如果可以的话，我想就 Lisa 谈到的合作伙伴问题稍微展开一下。对。90% 的 Salesforce 领域工作是由合作伙伴完成的。所以这是我们花很多时间思考的事情。比如我们有 CSM，我们有自己的成功资源。我们有这套动作。但然后你如何让这套动作包容这 90% 的、坐在合作伙伴那里、并非 Salesforce 正式员工的世界？你如何确保知识、你的最佳实践等等都能共享？所以无论我们如何培训自己的成功经理，
[22:08] 以及我们服务组织里我们自己的顾问，让这些对合作伙伴可用是极其重要的。然后我们还有，你知道，一些技术后勤问题。所以我们花很多时间和我们的合作伙伴团队一起，试图弄清楚我们如何能让这尽可能无缝。因为，再次，从第一天就为成功设置好一切，正如我谈到的，包括合作伙伴。对。但合作伙伴，你知道，可能有略微不同的激励。指标或健康指标与合作伙伴共享，这样我们就能尽可能保持一致。好的，所以我现在要根据你摆到桌面上的内容展开一下。所以，在这个的合作伙伴方面，我们看到，如果你看这个行业，你看，你知道，人们在这个行业里卖了很长时间的传统产品，不管是微软还是思科，不管是谁，他们通常有非常强大的渠道合作伙伴生态系统，因为那对他们如何用那个产品进入市场真的很重要。然后你有了下一代SaaS公司出现，其中很多因为是直销，对吧？他们没有那样强大的
[23:15] 渠道合作伙伴生态系统。我的意思是，但听起来，你知道，这是Salesforce。关于合作伙伴的角色以及他们有多重要，这种想法是如何演变的？你认为这对那些生于云端的公司来说正在改变吗？我认为是的。我认为在我们旅程的早期，合作伙伴帮助我们获得订单，对吧？他们更了解市场，尤其是在我们认为是核心市场之外的地方，我们在那里有很多员工和专业知识。但那种理念已经改变了，因为整个为成功设置好的想法，不能只涉及Salesforce的人。所以整个理念也在渗透到我们的合作伙伴团队，因为我们在让那个客户成功上是一致的，而没有我们的合作伙伴我们就做不到。所以渠道基本上就是一个销售渠道。嘿，我只是一个代理。如果你能给我指路，现在我明白了。谢谢。他们也在平台上。嘿，渠道真的不只是销售，而是帮助那个交付动作，帮助推动扩展，帮助非常
[24:19] 谢谢你接下那个。所以我要在这里再次转换话题。明天我们有Eva Helen的主题演讲，她是一位长期的技术高管，她正在出版一本书，书名是《技术领域的女性，一本给男士的书》。所以我有一个机会采访她。我们现在在做播客，我们有一次很棒的对话。在那次对话中，我们谈到这样一个事实：技术劳动力中只有28%的员工是女性。我的意思是，非常低。所以当我们谈论这个时，这个关于多元化和包容性不是HR或只是一个多元化和包容性特别工作组的责任，而是每个一线经理的责任的概念。我很想了解你对一线经理能做什么来帮助招募更多多元化人才进入我们行业的看法。
[25:10] 绝对，而且只是小小自夸一下，我们看，我一直看我团队的指标，我们达到了47%女性，我对此非常非常高兴。那相当令人印象深刻。是的。那太棒了。我们还有很多工作要做，还有很多其他方面，但我有那一个让我心里温暖的统计数据。这是每个人的事，而且回到前面的话，这是一种哲学。嗯哼。对。而且因为我们需要有反映我们客户多样性的团队。这似乎有点显而易见。所以对于一线经理，我会说打开你的视野。
[25:52] 如果你，你知道，试图为一个帮助制造业客户的角色配备人员。你应该看看一个也许是车间主管的人，他真正理解业务流程，非常了解，就像整个行业方法实际上让我们更多地接触到非传统背景，意思是非传统技术背景，对吧，不要只是去找一个你知道在所有这些你知道的企业软件中坚公司工作过的技术人，并认为那个人会是这份工作的最佳人选，我认为那是一个很大的 这是一个思维方式的改变。这是一种态度的改变，需要得到公司文化的支持。所以每个人都觉得他们，你知道，他们应该这样做。而且，呃，归根结底，想想那个能交付你所寻找的结果的人。
[26:41] 当我在这个播客中与Eva交谈时，我们谈到了这样一个概念：安全何时在制造工厂中成为一件大事，以及人们如何创建了安全部门。但如果每个在前线工作的人都觉得安全不是我的事，那是别人该操心的，那么工厂里的安全通常就不会太好。但如果他们都觉得安全是自己的责任，安全就会改善。我认为多样性和包容性也完全是同样的问题。每个人都必须觉得那是自己的责任，而不是别人的。是别人的，对，而且每个人都能对此产生一些影响，绝对绝对。所以，我真的很感谢今天能抽出时间。我们就这样度过了我们的时间。我也感谢你的见解。Salesforce继续是一个很好的榜样。我认为对很多公司来说，看看在更大规模上客户成功是什么样子。所以真的很感谢这些见解。谢谢你邀请我。很棒的对话
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[0:00] All right, so welcome to TSW. And getting ready for this, I was looking at your LinkedIn profile and your background and you started Let's see, you started in product management. Then you went to support services. then customer success, but then left customer success over 12 years ago, went into partner management, than industry solutions. Right. So basically your career you have been in roles that touch the whole life cycle from designing the products selling the product supporting the product driving adoption and So you have a very broad perspective. And the first question I have is how does that broad experience shape your beliefs and what makes a customer success organization successful?
[0:46] Well, I have to echo John's comment that customer success is not a department. It's a philosophy, right? So I'm, you know, I'm from Salesforce. We're like the granddaddy of SAS companies and customer success is a value. In fact, if you listen to our CEO, Mark Benioff, he likes to say he was the very first CSM at Salesforce. Now, with Mark as the CSM, you want to operationalize a little bit. So then we think about customer success as a team sport. And what I was able to do is really see how customer, what's customer success meant to different teams as I went on my kind of tour of duty around the company. And what's really key, I mean, if you think about sales, for example, for us, Sales, customer success starts, first of all, it's through the entire lifecycle and customer starts with sales. Writing a good contract, having the right resources, right? The right services, you know, partner services, the right, we have something called success plan. So the right offers being written into the contract, setting the right customer expectation.
[1:48] And very importantly for us, trying to write a contract of longer length. because As many of you will know, in customer success, a longer contract length means you don't have to renew for a while, which means, you know, it's just another one less potential event where something could change. So for us working with sales, we say set up for success from day one. And that's the entire contract construction. So for us, when I review my customer success metrics, it's very clear to my audience that it's a team sport.
[2:21] So I'm going to click into a very tactical question, but this is one that we get all the time at TSIA, and that is how early. do customer success managers get involved in that sales cycle? So if you want to make sure you have the right contract set up for success, where do you try to engage the CSMs into the sales cycle? I mean, theoretically, it's as early as possible, but obviously from a resourcing standpoint, that may not work out. So we have a methodology. We call it Success360. It has four quadrants and three.
[2:54] 27,000 sellers at Salesforce have been trained on it. And so we go through what it means to set up the deal from success for success. What it means if you are a business value consultant in the pre-sales world, how we capture the key value metrics that you use to sell the deal and do a warm handshake into the success resources to understand, well, this is what success means to For us, we try to use the methodology to push ourselves earlier in the cycle. And then depending on the size of the deal and the customer, the team would engage sooner or later. So I'm going to give you another tactical question because these are ones that we get all the time. I knew it was going to go this way here in this conversation. So we had published a while ago this what we call checklist for success and the things that the sales organization should basically identify.
[3:48] codify, write document before you hand it over to customer success to make sure the customer is going to be successful. And since publishing that, some of the feedback we get is we just can't get the attention of sales. They look at that checklist and they go, I don't have any time for that. So this training of methodology and sort of how do you incent? salespeople to make sure they're following the methodology and getting you what you need. Well, I'd be lying to say we hadn't mastered. I think we have the framework for this, right? So the methodology is espoused by our CRO, Chief Revenue Officer. It is essentially designed to train on the entire lifecycle. So when I say 27,000 sellers have taken it, I'm not sure that all of them really wanted to, but they all have, right? So it's back to that point about customer success being a philosophy.
[4:42] I use as a cudgel when needed. And you know, this is actually a question from my own customer success team. It's like, they always ask me, but why doesn't sales understand? Why don't they solve for the long term? And what I tell them is, look, we're a growth organization. This tension between sales and success is it's a feature, it's not a bug. It is how we're set up as a company. We have people who go out and sell and we have people whose job is to make successful and we have the a methodology that ties them together and everyone at the end of the day understands the financial metrics and the stock price goes up and everybody's happy. But it is...
[5:26] a constant tension yeah and i'll just make a comment and i'll get i'll get back to a regularly scheduled programming here but this is good good discussion what you just said is powerful that the tension between land versus expand and renew is is a feature not a bug and we we know there's a lot of companies are still struggling with this you know should i have sales people really care about the expansion do i really need cs and sales But we believe, strong point of view, that you need that tension because you want to focus on land, to your point, to have that growth engine. And a different group really focused on making sure they stay on the platform and expand. So I think I completely agree. And I think we're getting a little bit more sophisticated in our journey to think about it depends on the customer, right? And where is the customer on the cycle? And you could mix it up, and that's what we're starting to play with. Yeah, interesting. Interesting. Okay.
[6:21] your career is you did have this 12-year gap in customer success. This is a function that's been evolving and maturing, et cetera. What are the biggest differences you see from your first stint 12 years ago in customer success and then when you came back? Well, 12 years ago when I joined Salesforce in an organization called Customers for Life, we report it into sales. at the regional level, not even at the top level. So you can all imagine what the role was like. It wasn't consistent. You know, I don't have anyone do a demo. You go do a demo, right? CSM is like, Is it my job to do demos? So that happened constantly. So we've evolved a lot from then. And I'm lucky enough to have a CEO and an exec management team who really care about this. And so we have a seat at the table. And that's the big change. So it's separated out of sales and reporting. Yes, yes. And the other funny thing is back in 2009, nobody knew what a CSM was. So we created a whole job family. We're like, what are the competencies you need to be a CSM? And then we have to go explain to people, well, it's like a sales engineer or sales consultant,
[7:32] Like we had all these analogies to roles that existed that people really understood. End. And you look at this role now, I mean, it's a huge thing. The entire economy has moved much more towards subscription, much more. to having customer retention and loyalty actually be a CEO top of mind, not just top line. So with that, I think, again, we've come a long way. If you look at the job listings for CSMs, it's tremendous now. And that's probably been the biggest change. So I promised the audience here we are not colluding on these answers, but I just want to round out this concept of where does customer success report. And we do org structure surveys every year. And what we look for is, number one, where is it typically reporting?
[8:19] correlation analysis in terms of what's your best chance of basically making that a profitable endeavor versus a really expensive endeavor. And I say this all the time, the data is definitive here. Customer success does not do well when it reports under sales for some of the, all the reasons you articulated. It ends up being used as, you know, you kind of throw it in there, do demos, do this. We never, we never try to monetize it, right? And it's very, very difficult to scale it in that structure. So again, we're not colluding on this, but the data supports exactly what you're doing and you guys, I'm sure through the school of hard knocks figured it out. So, okay. So another question I was very curious because of your background, you were in this vertical solutions team, right? Figuring out how to verticalize. Again, TSIA point of view, we believe that pretty much all tech companies are going to have to have some vertical muscle. It's very hard to just have a generic horizontal solution and going to market because you have to understand the customers are, you know, their outcomes, what's important to them. So now turn that lens on customer success. How important is, you know, vertical expertise in the world of customer success now?
[9:25] You know, the answer is, bottom line, it is very important. So if we turn the clock back, four years ago, I was running the industry's go-to-market team at Salesforce that basically brought in people with deep industry experience into salesforce to help create the strategy help create industry products and help really create blueprints that we could train our entire you know, largely horizontal organization into thinking more like their customers and really speaking the language of the customers. So that has been a huge leverage point for our sales growth. And anything that we do in sales, we think about how we mirror in success. So, first of all, I do want to give a shout out. I think we have one of our industry teams actually here.
[10:20] And they're up there. Hello. And they are focused on nonprofit and higher education. It is an industry team that goes deep in understanding the key challenges, the key processes, everything to do with their customer base. And then we have similar teams for our biggest industries, for financial services, for healthcare, for retail, etc. And it is, if you're thinking about working with a customer to help them realize value, you need to understand what value means. for that customer. So we are obviously kind of retraining our organic teams, some who have industry experience just from working at Salesforce in a particular industry, but we are also hiring people from those industries. Yeah, I mean, there's just a lot of, I think, still resistance within a lot of technology companies to say, "Look, vertical's tough. It takes extra work. It's extra investment. And do I really have to do that?" And I just think, as again, our industry matures and it's really about outcomes and values, I don't see how you avoid
[11:21] And let me tell you, verticalizing and having industry solutions, industry products makes it sticky. Yeah. It makes you go deeper in your customers' key business processes. Absolutely. Absolutely. So let's talk scalability because this is such an important topic to the customer success function. I can tell you, JB used the term yesterday in his opening keynote. We use it all the time at TSIA is that many customer success organizations are financial art projects. tippy top for my largest accounts. I'm funding it maybe out of sales and marketing expense or cogs, I'm not sure how I'm gonna scale this thing. So what do you believe are some of the key levers to actually scale this? And obviously, you have customer success at scale at Salesforce. What are some of those levers?
[12:09] I mean, we can always do better. This organization, our customer success team was built um, you know, CSM to top account. Right. That that is how we fund. We have the classic pyramids. This is top of the pyramid. And this is where actually it used to be practically the whole pyramid. We would try to fund CSMs and For those of you in the customer success world, I am sure many of you have been in the same position as I was 12 years ago, where you're manipulating some spreadsheet, trying to get your coverage ratios to actually have your math tie out with the number of resources you have. And then you end up with one CSM to 40 accounts, 60 accounts, 80 accounts. I mean, something that's really honestly kind of pointless because you don't have that customer intimacy, which is what you really want from that CSM to customer relationship. So we are trying to break that and I and it's a journey. But the other side of the coin for Salesforce is again, 12 years ago, we had essentially one product, maybe 1.5, if you were being really generous. And now we've got
[13:12] I'm losing track, 25, 30 products. So the expertise needed, if you're working with a customer who's running, your multi-product set goes beyond B2B sales. It's B2C marketing, it's e-commerce, it's whatever else you're selling. So having that one CSM be kind of the Uber person, is really hard to have that one person actually understand at a deep level what's going on in all these products so we still do have that pure play csm to strategic top account whatever you want to call it model but we are gradually mixing in more of a skills based engagement model so the idea that we have shared success resources that specialize it could be in a product it could be in or security or compliance, like key IT concerns. And we deploy these experts who are in a shared success setup into outcome-based engagements that have a beginning and an end. So it looks a little bit more like little custom consulting engagements. And that's what we're looking at in terms of scale. It's a work in progress. We're also rebuilding our digital foundation. We've got a whole new digital tech stack.
[14:32] all around Salesforce for all our properties that we are actually have started deploying. So both those are our avenues to scale. Well, so two things. Number one, I think Salesforce org has spoken at previous conferences about that sort of dynamic engagement models where based on what the customer needs right now, apply more resource. But if there's somewhere else, you can pull some of that resource off. So it creates more flexibility. So that is a lever for scaling. And what about... monetize in terms of when you can and you're adding value and you can charge the customer for that value to basically feed the engine of resource. What's your perspective on that? That is also key. It's a little bit.
[15:13] setting up for success for day one, right? Making sure customers understand what they're entitled to, And if they're expecting more to sell that delta. Yeah. So we have offers, we call them success plans. So they include enhanced support. When you get up in the higher levels, you've got technical account managers that really help. And then you have proactive monitoring that our product team does. So we can instrument a lot more. The key for us is selling the right plan. That helps us. It doesn't fully take us out of the financial gyrations, but it helps us a lot. And it's a huge business for us now. And one of the key things, again, our perspective is being prescriptive with that customer as you're going through that sales cycle and saying, look, based on where you are, your complexity, your size, what you're trying to achieve.
[16:01] here's the right prescription for you. That is going to involve some of these value-add services, which you should pay for, but you're going to be more successful if you follow this as opposed to a different plan. Yeah, absolutely. And the prescription isn't necessary to buy stuff from us. It could be you need these skills. How are you going to get these skills? Are you going to get them from a partner? Do you have internal people that you want to skill up? Let us help you. You need an integration architect because of the complexity of what you're doing. And we don't want to be kind of the SOS call all the time when you realize your architecture isn't performing, for example. Absolutely. We benchmark customer success organizations. We look at the tracking. Some are very focused on health scores, adoption, metrics, others are very focused on commercial metrics, you know, renewal rates, expansion rates. Your perspective, what metrics matter the most to your organization?
[16:54] Well, we do, we have that, we face that same set of, you know, which metrics are key. Well, we look at metrics in two big buckets. One of them is what we owe the company in terms of financials. And that is the attrition rate slash renewal rate, depending on which way you like to look at it. And also, attrition. grow growing the business right so that is kind of the land and expand motion so what is the expand based upon the fact that the landing actually create a lot of value for the customer. So we have we have our but our biggest metric that that finance tracks with an incredible amount of precision is our is our attrition rate. And that's the number one. That's the one that I will get calls about. What does it look like? We forecast against it, you know, like a business.
[17:41] But beyond that, I mean, because that's, you know, it's a trailing 12 month. That's how we look at it. So it's a little bit after the fact. Right. So so the other metrics we look at are more, you know, traditional. Right. We have an early warning system based upon adoption and usage. That really is an early warning for potential renewal risk. And we like to engage early. We like to engage nine to 12 months before the renewal date. If it looks like these adoption and usage metrics are not good. Yeah. But we also have a metric around just technical health.
[18:14] of the customer's instance of. Salesforce. So that would be how many lines of custom code are written in there? How are their key business processes performing at peak loads? It actually includes human knowledge like, well, do we have The do we have buy in from the executives? Do we see huge amount of tech debt sitting there that's preventing a customer from actually taking advantage of the latest innovation. Because even in a cloud-based world, this does happen. So that is kind of our health rating. And we look at that as well and really try to formulate how are we actually going to attack that. It's interesting you said we like to engage 9 to 12 months before the renewal. I love it. We buy SaaS products like everybody else. And I love it when you buy the product and you get this call from the CSM and they want to introduce themselves.
[19:10] about 30 days before the renewal is due. And I go, "I didn't mean the CSM, I meant the renewal manager." That's who I meant. That was not the CSM. But anyway, so yeah. So let's talk about futures here. Because again, customer success is not a static concept. It keeps evolving. That's what makes it fun. Yeah, absolutely. So what do you think the future of customer success looks like? Is it more AI? Is it more personalized? More, you know, digital experience for the customer? What do you think it looks like? Yeah, we didn't have the...
[19:41] plethora of digital tools that, you know, 10, 12 years ago. So I do think that the personalization, and the idea of targeted engagements because the customer wants a particular outcome, as we understand better, and understanding better doesn't just mean deploying people to go sit at the customer site and attend all the steercos. Yes, that's nice, but there are other ways of kind of gathering that intelligence, loading it into a system, and making sure everyone has that data.
[20:13] I think that data-driven insight and personalization and targeted outcomes will be will be the secret sauce of the future that will also help us scale And for more rote tasks, there is obviously an amazing amount of self-service that's available. Our Slack counterparts, as many of you know, Slack is now part of the Salesforce family. And I sit down with their success team and I'm like, "So how do you do this?" And they're like, "Oh, we Slackify everything." And I'm like, "Okay, what does that mean?" But they have bots, they have a lot of automation just built into Slack channels. And we're looking at that thinking, "Well, what can we learn from it?" And I do think that that is the future, that the simple things can be automated.
[20:58] And then the high value things, you've got enough data to make it targeted. So it's not quite so much, you know, spray and play, spray and pray in terms of how you want how you want something to land. Yeah, absolutely. I mean, we were on this topic yesterday. JB was on the square with really data driven, you know, sales motions and those analytics helping you be much more targeted on the sales side. Same true than after they're on the platform, much more targeted in your efforts based on where they're at, what they need, and to kind of fold instead of having to have a person intervene, that's definitely going to be key. Yeah. And if I could just riff a little bit on what Lisa was talking about on partners, I Right. 90% of the work in the Salesforce world is done by partners. So that's something we spend a lot of time thinking about. Like we have CSMs, we have our own success resources. We have this motion. But how then do you make that motion inclusive of this 90% of the world that's sitting in partners who aren't Salesforce badge employees? How do you make sure the knowledge, your best practices, et cetera, are all shared? So however we would train our own success managers,
[22:08] and our own consultants in our services organization, Making that available to partners is incredibly important. And then we've got, you know, some technical logistics. And so we spend a lot of time with our partner team trying to figure out how we can make this as seamless as possible. Because, again, setting everything up from success from day one, as I talked about, includes partners. Right. But partners, you know, may have slightly differing incentives. metrics or health metrics are shared with partners so we can all be as aligned as possible. Okay, so I'm going to riff now based on what you put on the table. So, on the partner side of this, so we see, if you look at the industry and you look at, you know, people have been in this industry a long time selling traditional products, whether it was a Microsoft or Cisco, whoever, they usually had very robust channel partner ecosystems because that was really important for how they went to market with that product. Then you have this next generation SaaS companies come along and a lot of them because it was direct, right? They didn't have as a robust
[23:15] the channel partner ecosystem. I mean, but it sounds, you know, it's Salesforce. How has that thinking evolved in terms of the role of the partners and how important they are? Do you think that's changing for sort of the born-in-cloud companies? I do. I think earlier on in our journey, partners helped us get bookings, right? They knew the market better, especially outside of what we consider our core markets where we had a lot of employees and expertise. But that philosophy has changed because of the whole idea of of being set up for success, which can't involve just Salesforce people. And so that whole philosophy is permeating our partner team as well, because we are aligned on making that customer successful, and we can't do it without our partners. So the channel is being pretty much a sales channel. Hey, I'm just an agent. If you can point me, now I got it. Thank you. They're on the platform too. Hey, the channel is really not only sales, but helping with that delivery motion, helping drive expansion, help very
[24:19] Thank you for taking that one. So I'm going to switch gears on you again here. And so tomorrow we have a keynote from Eva Helen, and she is a longtime tech exec, and she's publishing a book titled Women in Tech, a Book for Guys. And so I had an opportunity to interview her. We're doing a podcast now, and I had a great conversation. And in that conversation, we were talking about the fact that only 28% of employees in the tech workforce are women. I mean, very low. And so we as we were talking about that, this concept that diversity and inclusion is not the responsibility of HR or just a diversity and inclusion task force, that it's really the responsibility of every frontline manager. And I'd just love to know your perspective on what you believe frontline managers can do to help recruit more diverse talent into our industry.
[25:10] Absolutely, and just to do a little horn tooting, we look at, I look at my team's metrics all the time and we're at 47% female and I'm very, very happy about that. That's pretty impressive. Yeah. That's awesome. We have work to do and a whole bunch of other fronts, but I have that one statistic that warms my heart. It is everyone's business and it comes back to the statement earlier, it's a philosophy. Mm-hmm . Right. And as We need to have teams that mirror the diversity at our customers. This seems kind of obvious. So for a frontline manager, I would say open your aperture.
[25:52] If you're you know, trying to staff a role that helps manufacturing customers. You should look at someone who maybe is a shop floor supervisor who really understands the business processes really well like the whole industry approach actually gives us more access to non-traditional backgrounds meaning non-traditional tech backgrounds right don't just go for you know a tech person who's worked at all these you know enterprise software stalwarts and think that that person is going to be the best person for the job and that i think is a big It is a mindset change. It's an attitude change that needs to be supported by the culture of the company. So everyone feels that they you know, they should be doing this. And, uh, And at the end of the day, think about the person who can deliver the outcomes that you're looking for.
[26:41] When I was speaking to Eva in this podcast, we talked about the concept of when safety became a big thing in manufacturing plants and people created safety departments. But if everybody working on the front line felt that safety is not my job, they're supposed to worry about that. Safety in the plant is usually not that great. But if they all feel that they own safety, safety improves. I think it's the same exact issue here with diversity and inclusion. Everybody's got to feel that that's their responsibility, not ours. Somebody else's yeah, and everybody can have some impact on that absolutely absolutely so so I really appreciate the time here today And we went through our our time like that and I appreciate your your insights And in Salesforce continues to be a great role model I think for a lot of companies look at in terms of what does customer success look like at a much larger scale? So really appreciate the insights. Thank you for having me great conversation
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《炉边谈话：为未来扩展你的客户成功组织》由 TSIA（Technology & Services Industry Association，技术服务行业协会）（https://www.youtube.com/@tsiacommunity）制作，依据 CC BY 3.0（https://creativecommons.org/licenses/by/3.0/）许可。源视频：https://www.youtube.com/watch?v=3wv-qJCZGr4。本页是视频的文字转录，添加了段落分隔和时间戳；创作者与 Vidleaf 无关联，也不为其背书。Vidleaf 添加了 AI 标点和 AI 生成的摘要；原始措辞仍可在本页查看。
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