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Dive into the challenges and opportunities of managing CS teams in APAC, exploring market-based organizational structures, skill set balance, and fostering a customer-centric mindset.
Greetings, esteemed readers! Today, we delve into the captivating world of managing Customer Success teams, an area of expertise that has fueled my enthusiasm throughout my journey in leading sales teams across various organizations in Singapore. Our focus today revolves around the skills, organizational strategies, and unique challenges encountered in managing CS teams.
When it comes to organizing a CS team, the approach can vary based on the nature of your company, products, and customer profiles. One effective strategy is to allocate Customer Success Managers (CSMs) based on product lines, especially if your company offers a range of products. Alternatively, sorting customers by the Annual Recurring Revenue (ARR) can help create specialized teams for different customer segments such as Gold, Platinum, or Long Tail customers.
My favorite approach is a market-based organization, where teams are structured by countries or regions. For instance, dividing responsibilities among South Asia, Southeast Asia, AMZ, and North Asia fosters regional Centers of Excellence, promoting stronger relationships with customers through direct interactions.
Managing CS teams in the Asia-Pacific (APAC) region presents distinctive challenges and opportunities. With around 20 to 30 diverse markets, each with its dynamics, APAC stands as a rich learning ground. The region’s emphasis on relationships makes face-to-face interactions crucial, setting APAC apart as a relationship-based market.
One noteworthy observation is the varied usage of products across different markets, providing valuable insights for product development. Despite initial difficulties in talent acquisition, the CS industry in APAC is evolving, especially in tech hubs like Singapore, witnessing an influx of talented individuals keen on pursuing roles in CS.
Navigating the evolving landscape of CS in a market that is not in its prime can be challenging. Economic uncertainties and global situations impact customer commitments, leading to a downgrade in Software as a Service (SaaS) ticket sizes. Retaining existing business becomes a priority, often hindering the focus on business growth.
Effective time management emerges as a critical challenge, requiring CS managers to strategically allocate resources and prioritize tasks. Achieving a balance between handling day-to-day operations and fostering strategic relationships with customers poses a constant challenge.
Creating a harmonious team of individual contributors involves careful skill set balance. Beyond hiring individuals with diverse industry backgrounds, designating subject matter experts within the team for specific products or regions enhances knowledge sharing. Weekly team updates further facilitate the cross-pollination of insights and experiences.
When recruiting CSMs, a focus on mindset is paramount. Essential traits include the ability to be a strong individual contributor, and adept at managing their book of business. Proficiency in time and project management, along with strategic thinking, is crucial. Building relationships internally and externally, along with maintaining a positive attitude, completes the ideal skill set.
Contrary to any restrictions, CS roles are open to individuals from diverse backgrounds, including freshers. Opportunities abound, especially in young startups eager to integrate CS roles early in their growth phase. Active engagement on professional platforms like LinkedIn and participation in CS-specific events can pave the way for freshers to build connections and access valuable insights.
Ensuring CSMs remain motivated involves careful expectation management. Clear communication regarding the strategic goals of the CS team, providing levers for revenue growth, and fostering a customer-focused mindset are critical elements. Addressing constant product issues and aligning the entire company with a CS mindset is essential for sustaining CSM motivation.
The key to managing CS teams effectively lies in a personalized approach. Regular one-on-ones focusing on both professional and personal growth, combined with a continuous emphasis on a customer-centric mindset, contribute to a thriving CS team. Aligning internal processes with the CS mindset and providing resources for CSMs to excel are managerial responsibilities crucial for success.
In conclusion, managing CS teams requires a delicate balance of organizational strategies, skill set alignment, and a relentless focus on fostering a customer-centric mindset. As the CS landscape continues to evolve, adaptation and a proactive approach will set the stage for sustained success in this dynamic field. Cheers to navigating the exciting realm of Customer Success in the APAC region!13
Anshi has over 12 years of experience in demand generation, digital marketing, and managing global teams. In her prior role as head of marketing operations for a high growth US healthcare tech organization she transformed marketing from cost to revenue center.
Published February 01, 2024, Updated February 01, 2024
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