Sales is a revenue-generating department, and 2B companies can also have the opportunity to realize pre-sales and after-sales, which is of a sales nature.
Judging from the content just mentioned above, customer success is more valuable to 2B companies. Like user operations in 2C, it is not impossible to say that it is customer success. It is also to guide users or members to renew and pay for new memberships. Continue to extend the recharge and renewal front through activities and discounts.
But from a professional point of view, payment and customers, customers are enterprises; users and users, users refer to individuals, and there are two “object” changes before and after the landing of robot products. Enterprises purchase robots and put them in business scenarios for users to use.
The "use" here has two meanings. Internal employees (administrators) use robots to serve consumers, which solves the human problem of the enterprise; external users of the enterprise use robots to handle business or services and solve their own needs.
Looking at it this way, the functional requirements of robots and object orientation appear in parallel, which is a two-way street. However, in order to better manage demands and serve customers who ultimately pay, pre-sales and enterprises are generally connected to collect daily demands, and give feedback after internal evaluation.
At this time, there is a problem. We passively receive and feedback the needs of our customers, and it is one-way passive.
This is different from the two-way demand theory mentioned in the analysis just now, because it ignores the experience demand of the C-side, which means that the company is always led by customers by sales, which eventually leads to some directional projects, software and hardware evaluation and scheduling, Low cost/sales ROI, no development or low priority and too long schedule are unacceptable to customers.
The ultimate result is that customer needs are not met, and customer success is not achieved without signing or renewing fees.
The customer success manager should not only solve the problem of demand management, but also control the customer's demand, which is the management of customer expectations that will be discussed below. The robot business model is different from traditional 2B products, more like 2B2C, such as Tmall, Meituan, and Qunar, which are Internet country email list platforms, and do not consider self-operated stores.
In itself, it is for B. The merchants set up shop to sell goods, meals, tickets and hotels, and the merchants operate in the background; C-end users come to consume and experience the front-end.
The overall formulation and implementation of user strategies are not completed by the merchants themselves. These major platforms have the intervention and assistance of the "merchant operation" and "customer success" teams. While managing the merchants, it will also facilitate the completion of orders.
In addition to online, offline smart containers and robot products have similar operation modes. 2B companies put in containers and 2C sells goods. Customer operation assumes the role of after-sales + customer service + operation. The merchant purchases equipment at one time, pays the service fee every year, and pays for the SKU sales template to increase the quota. Customer success must ensure the renewal rate and customer hierarchical management.