Unite product and customer teams to increase net retention • CableFree TV

It’s easy to say things like “We’re customer-obsessed”, but such statements are hard to implement in reality. In many companies, the product and customer teams are separate units, and when they don’t work together, there is a dynamic that can cause all sorts of problems for the customer, which can lead to dissatisfaction and churn.

Most companies cannot afford these problems in an economic downturn. Protecting and expanding your existing customer base is the most cost-effective and cost-effective path to success for both you and you. as well as your clients. At a time when clients are slowing down, if not stopping, their adoption of new initiatives, helping them get more out of their existing investments, is a winning formula for growth.

Combining product features and customer success in a customer-experience-focused (dare I say obsessive) team is the best way forward for SaaS companies looking to nurture happy customers, build better products, and generate more revenue from existing customers.

Here is just one example of how a disparate team approach can go wrong. In some companies, the customer may experience a dozen transfers between the signing of the contract and the transition to its implementation. In one of my previous companies, there were 14 transfers between different functional groups, including sales, onboarding, customer support, professional services, and account managers.

Today, customers can opt out at any time, so you have to earn a seat at the same table with your customer every single day, and there is no room for any missteps.

This amount of transmission creates a lot of room for error in the customer experience, not to mention a lack of ownership when something goes wrong. Most importantly, you miss out on valuable insights into how you can improve your products and customer experience, leaving your customers to wonder how much you have invested in their success when they think critically about their most important suppliers.

This example and many other anecdotes from practice show that separate customer service and product teams create inconsistent incentives between groups. Here are a few more reasons why and how you should join forces as a single customer success team.

Why: Customers just want to talk about your product.

Customers buy your product because they believe in your vision, your point of view on solving the problems they face, the possibilities of your technology, and the promises you make for the future. Now you have to live up to those expectations.

For today’s SaaS companies, landing a customer is just the first step, but it wasn’t always like that. In the past, companies with a perpetual license received the lion’s share of their total income immediately after the contract was signed. It was nice to get maintenance income, but it was pennies compared to the original contract value. As a result, there was not much risk over the life of the client. As a result, product teams found themselves largely disconnected from customers and often relied on outside research or second-hand information about what customers needed rather than actual customer feedback.

By Peter Kavinsky

Peter Kavinsky is the Executive Editor at