CSM Final COPY COPY Flashcards by Zachary Goldman

o Which of the following is not one of the stages discussed in the customer lifecycle?
 Awareness
 Adoption
 Onboarding
 Expansion & Advocacy

Awareness

How well did you know this?

Not at all

Perfectly

o What is the initial Adoption phase about?
 Getting new users access to the product
 Getting new users to log in to the product for the first time
 Getting new users to start using the product in their regular workflow
 None of the above

Getting new users to start using the product in their regular workflow

How well did you know this?

Not at all

Perfectly

o During which phase does a customer reach “first value”?
 Success
 Adoption
 Expansion & Advocacy
 Onboarding

Success

How well did you know this?

Not at all

Perfectly

o Which of the following is an example of what can happen during the Expansion and Advocacy phase?
 Customer adds new licenses
 Customer purchases additional products
 Customer agrees to be featured in a case study or refer others to the company
 All of the above

All of the above

How well did you know this?

Not at all

Perfectly

o Why could a customer repeat phases of the Customer Lifecycle?
 There are features they haven’t utilized yet
 They launch new initiatives
 Their company decides to expand their use into new departments
 All of the above

All of the above

How well did you know this?

Not at all

Perfectly

o What does every great onboarding experience include?
 White glove service
 A plan
 Technical integration documents
 None of the above

A plan

How well did you know this?

Not at all

Perfectly

o The pain of what needs to be greater than the resistance to change?
 Implementation
 Losing out on new opportunities
 Status quo
 Migrating systems

Status quo

How well did you know this?

Not at all

Perfectly

o What are customers often afraid of when onboarding to a new system?
 Losing customer data
 Missing out on revenue if something goes wrong
 Disrupting their staff or their customers
 All of the above

All of the above

How well did you know this?

Not at all

Perfectly

o What is the scope of the CSM’s responsibility for the onboarding process?
 They are accountable for the overall success of onboarding, but not necessarily responsible for executing each step of the process
 They are responsible for executing each step of the process
 They are only responsible for running the kickoff call. Someone else will handle the rest.
 None of the above

They are accountable for the overall success of onboarding, but not necessarily responsible for executing each step of the process

How well did you know this?

Not at all

Perfectly

o A great onboarding experience
 Always sticks to the default plan
 Has a plan, but remains flexible to customer needs
 Follows whatever the customer wants to do
 None of the above

Has a plan, but remains flexible to customer needs

How well did you know this?

Not at all

Perfectly

o What is Amy’s motto around expectations?
 If you expect nothing, you’ll never be disappointed
 Set expectations early and often, together
 I’m not in this world to live up to your expectations
 None of the above

Set expectations early and often, together

How well did you know this?

Not at all

Perfectly

o If you believe a customer is likely to encounter a problem down the road, you should:
 Address it now
 Make note of it so you’re prepared to handle it when it comes up later
 Ignore it until it becomes a problem
 None of the above

Address it now

How well did you know this?

Not at all

Perfectly

o How should you handle situations where the customer was promised something by sales that’s unlikely to happen?
 Make sure the customer understands it was the sales rep’s fault, not yours
 Acknowledge their frustration, ask for more clarification on what they were told and communicate your commitment to get things on the right track
 Handle the objection by persuading the customer that it’s not a problem
 None of the above

Acknowledge their frustration, ask for more clarification on what they were told and communicate your commitment to get things on the right track

How well did you know this?

Not at all

Perfectly

o According to Amy, out of 100% of what you say, approximately how much do people actually hear?
 90%
 50%
 20%
 5%

How well did you know this?

Not at all

Perfectly

o What are examples of topics around which you should be setting expectations with customers?
 What’s going to happen next
 When things are likely to happen
 What you need from the customer and what they should expect to get from you
 All of the above

All of the above

How well did you know this?

Not at all

Perfectly

o What does “first value” mean in the context of customer success?
 The first time the customer actually uses the product
 The first time the customer sees a return on their investment
 The first time the customer believes the product has delivered on its promise
 None of the above

The first time the customer believes the product has delivered on its promise

How well did you know this?

Not at all

Perfectly

o Software products are typically designed for:
 One specific type of customer with one specific use case
 Multiple types of customers with one specific use case
 Multiple types of customers with multiple use cases
 Any of the above can be true

Any of the above can be true

How well did you know this?

Not at all

Perfectly

o What is the #1 thing CSMs can do to maximize the chances of the customer reaching first value quickly?
 Understanding why the customer signed up in the first place and what they want to accomplish
 Getting the customer onboarded as quickly as possible
 Responding quickly to any questions from the customer
 None of the above

Understanding why the customer signed up in the first place and what they want to accomplish

How well did you know this?

Not at all

Perfectly

o How does value get delivered to customers?
 Through the product
 Through people who support the product
 Through the product and people
 None of the above

Through the product and people

How well did you know this?

Not at all

Perfectly

o A CSM can augment the value delivered through the product by:
 Helping fill the gap between the product’s current capabilities and additional capabilities desired by the customer
 Translating the value delivered by the product into a digestible format for the customer
 Consolidating customer feedback and communicating back to the rest of the company
 All of the above

All of the above

How well did you know this?

Not at all

Perfectly

o What is the top reason you should be reaching out to a customer as a CSM?
 To motivate them to take an action
 To ask if they are having a positive experience
 To ensure they renew their contract
 None of the above

To motivate them to take an action

How well did you know this?

Not at all

Perfectly

o The most effective customer outreach includes:
 A compelling story with supporting data
 Prescriptive next steps
 A reminder of why they signed up in the first place
 All of the above

All of the above

How well did you know this?

Not at all

Perfectly

o What is multi-threading?
 A term used by software engineers that refers to code stability
 Checking in with the customer multiple times per month
 Building relationships with multiple contacts within the company
 None of the above

Building relationships with multiple contacts within the company

How well did you know this?

Not at all

Perfectly

o When is asynchronous communication potentially more appropriate than asking for a meeting?
 When you need to deliver information
 When you need to reach a stakeholder that is unlikely to jump on a meeting
 When the customer indicates they would prefer this type of communication
 All of the above

All of the above

How well did you know this?

Not at all

Perfectly

o What is the first thing you should do when a customer ignores your outreach?  Evaluate the potential reasons why your outreach is being ignored  Assume they are going to cancel and alert your team  Assume your contact is busy right now and try again later  None of the above

Evaluate the potential reasons why your outreach is being ignored

o Content produced or distributed by the Customer Success team to customers should be focused on:  Product features and uses  Industry insights  Tips that help customers in their daily lives  All of the above

All of the above

o What does “scaled customer success” refer to?  The process of expanding customer success beyond 1x1 interactions  A customer success department that serves more than 100 customers  Customer success resources that are exclusively available inside the product  None of the above

The process of expanding customer success beyond 1x1 interactions

o The customer success function was initially designed primarily to serve:  Small business (SMB) customers  Enterprise customers  Both SMB and Enterprise customers  None of the above

Enterprise customers

o What's the primary purpose of building a community?  To build an audience that can be monetized  To spread the word about your product or service to others  To facilitate conversations between customers  None of the above

To facilitate conversations between customers

o What are some ways that CSMs can foster community without a defined "community strategy" at a company?  Set up office hours on zoom  Engage in discussions with customers on Linkedin  Engage in customer events  All of the above

All of the above

o A company will have difficulty identifying at-risk customers if they don't:  Have a clear understanding of what a healthy customer looks like  Use a customer success management software  Call customers once per week  All of the above

Have a clear understanding of what a healthy customer looks like

o The best way to survive a crisis (site outage, etc) with your customers is:  To ensure the customer understands that it's not your fault  To build a strong relationship with the customer beforehand  To give a credit or other monetary incentive for the customer to stick around  None of the above

To build a strong relationship with the customer beforehand

o Which of the following are reasons a customer could become at-risk?  Dissatisfaction with the product or service  They become interested in a competitive solution  Change in company priorities or economic conditions  All of the above

All of the above

o What's a "give get"?  A bargain between the company and the customer designed to get the customer to take some action  An even exchange of value  A refund given to an upset customer  None of the above

A bargain between the company and the customer designed to get the customer to take some action

o What's the worst thing a CSM can do in the middle of a crisis?  Speak up  Shut down  Get upset  None of the above

Shut down

o What drives the best behavior during a difficult conversation?  Oversight from leadership  When both sides are focused on reaching a positive outcome  Pretending nothing is wrong  None of the above

When both sides are focused on reaching a positive outcome

o What is the best way to kick off a difficult conversation?  Communicate your intention to get to a good place by the end of the conversation  Ease in with some small talk  Communicate why the other person did something wrong  None of the above

Communicate your intention to get to a good place by the end of the conversation

o If you approach someone to have a difficult conversation and they say no, you should:  Drop it  Communicate why it's important and urge them to reconsider  Ask if they'd be open to talking in a few days  None of the above

Ask if they'd be open to talking in a few days

o What is Christine's advice to people who typically fear participating in a difficult conversation?  Fear creates opportunity  It's rarely as bad you as you think it's going to be  Get it over with quickly  All of the above

It's rarely as bad you as you think it's going to be

o How do you reduce the tension between you and the other person during these conversations?  Set expectations ahead of time so the other person understands what you'll be discussing  Humanize yourself. Let the other person know that it's uncomfortable for you too.  Communicate your desire to reach a positive outcome  All of the above

All of the above

o Which of the following is a scenario that can cause tension between sales and customer success?  Onboarding takes a “long time”  The CS team suggests that our solution is not a good fit for the customer, after they have already signed up  The customer wants to cancel after interacting with the CS team  All of the above

All of the above

o What is a clawback?  A period of time during which sales commission is taken away from the sales rep if the customer cancels  When a customer who previously canceled comes back to purchase again  A negative performance review  None of the above

A period of time during which sales commission is taken away from the sales rep if the customer cancels

o What is a best practice when interacting with sales?  Assume positive intent  Engage in conversation  Lead with curiosity  All of the above

All of the above

o Which type of animal did Christine reference during this interview?  A baby cow  A puppy  A baby chick  None of the above

A baby chick

o Why is it important to build a great relationship with sales?  When done well, everybody wins  It makes working at the company more enjoyable  It helps customers achieve their outcomes  All of the above

All of the above

o What is the main point of conducting business reviews with customers?  To ensure we understand and can help to accomplish the customer's objectives  To make our company look good  To keep the customer updating on what's happening  All of the above

To ensure we understand and can help to accomplish the customer's objectives

o What does COR stand for?  Customer Opportunity Review  Customer Objectives Review  Customer Offsite Review  None of the above

Customer Objectives Review

o How often should we run business reviews with customers?  Quarterly  Monthly  Annually  Whenever is best for the customer

o Answer – Whenever is best for the customer

o What is the most common type of business review that companies do with their customers today?  QBR  EBR  COR  None of the above

QBR

o Where do most companies fail when running QBRs or EBRs?  They meet too frequently  They spend too much time talking about themselves  They don't meet frequently enough  None of the above

They spend too much time talking about themselves

o When is typically the most opportune time to approach customers about potential expansion opportunities?  Mid quarter  During the second half of the year  At the start or end of a quarter  None of the above

At the start or end of a quarter

o What is the best way for CSMs to surface potential expansion opportunities?  Hunt for multiple business initiatives happening inside the company  Keep tabs on new funding and hiring announcement  Instruct customers to notify you at the start of each quarter whether or not they plan to add licenses or new products in the next quarter or two  None of the above

Hunt for multiple business initiatives happening inside the company

o What is the most common mistake CSMs and Account Managers make when pursuing a renewal?  They focus on the future  They focus on the past  They wait too long to confirm the customer's intent to renew  None of the above

They focus on the past

o What does "unknown, unknown" refer to?  When customers don't realize they have a problem and don't know how to solve it  When customers know they have a problem and know how to solve it  When customers don't know how to solve an important problem  None of the above

When customers don't realize they have a problem and don't know how to solve it

o What is the most common mistake CSMs and Account Managers make when pursuing expansion opportunities?  They are too direct  They aren't direct enough  They have a solution and are hunting for a problem  None of the above

They have a solution and are hunting for a problem

o According to the CSMs interviewed, every day as a CSM is:  The same  Different  A struggle  None of the above

Different

o When things go wrong, either at the product level or the company level, a CSM should:  Be ready to counter any customer objection or complaint  Understand when to take responsibility and when to shift responsibility to someone else  Own it, whether you did anything wrong or not  None of the above

Own it, whether you did anything wrong or not

o A great CSM  Is curious and always searches for additional knowledge  Knows everything there is to know about customer success  Always has the answer  All of the above

Is curious and always searches for additional knowledge

o Which of the following are tech platforms you will likely need to know how to use as a CSM:  A CRM (e.g. Hubspot, Salesforce)  Office Suite (e.g. G Suite, Microsoft Office)  Customer Success Platforms (e.g. Gainsight, ClientSuccess)  All of the above

All of the above

o According to the CSMs interviewed, the most difficult part of being a CSM can be:  Keeping up with product development  Working with people every day  Getting a customer to change their perspective  All of the above

All of the above

o Which analogy does Elizabeth use to describe the CSM's role in the customer journey?  The captain  The quarterback  The point guard  None of the above

The quarterback

o What are the benefits of becoming an expert in your company's product(s)?  It instills confidence with your customers  You become an asset for the rest of the company  You will be better positioned to earn a promotion or compensation increase at the company  All of the above

All of the above

o Which of the following is not typically included in a customer health score?  How much the customer is paying  How frequently the customer calls into support  How often the customer is logging into the product  None of the above

How much the customer is paying

o Top performing CSMs  Are strategic thinkers  Have empathy  Are product-focused  All of the above

All of the above

o The primary job of the CSM is to bring all of the company's resources to bear in order to:  Prevent customers from canceling  Encourage customers to spend more money with the company  Deliver on the promises made to the customer during the sales process  All of the above

Deliver on the promises made to the customer during the sales process

o What's the difference between customer support and customer success?  Customer support is proactive, and customer success is reactive  Customer support is reactive, and customer success is proactive  Customer support roles typically pay more than customer success roles  None of the above

Customer support is reactive, and customer success is proactive

o A CSM's job duties typically include:  Providing training to customers  Holding meetings with customers  Guiding customers towards their strategic objectives  All of the above

All of the above

o Which of the following is a benefit of working inside an early-stage startup for your first customer success role?  You are more likely to specialize in one piece of the customer journey and will learn to do it well  You are more likely to gain exposure to the entire customer journey and learn which pieces of the customer journey you are most interested in supporting  Your career will grow faster  All of the above

You are more likely to gain exposure to the entire customer journey and learn which pieces of the customer journey you are most interested in supporting

o What is the most underrated benefit of working in customer support?  Support reps can identify trends and themes within the customer base due to the volume of conversations they are having with customers  Fixed hours  The pay is better than you think  None of the above

Support reps can identify trends and themes within the customer base due to the volume of conversations they are having with customers

o A CSM role can be a gateway to which of the following positions?  Customer Success Team Lead  Director / VP / Chief Customer Officer  Chief Operating Officer or Chief Executive Officer  All of the above

All of the above

o What does LTV refer to?  The total dollar amount a customer will spend with your company over time  The length of time a customer will remain a customer  The level of customer satisfaction  None of the above

The total dollar amount a customer will spend with your company over time

o What does churn mean?  The company has lost a customer  The company has lost some revenue from a customer  The company has lost a customer or has lost some revenue from a customer  None of the above

The company has lost a customer or has lost some revenue from a customer

o What does MRR or ARR stand for?  Monthly or Annual Recurring Revenue  Monthly or Annual Revenue Results  Monthly or Annual Revenue Recognition  None of the above

Monthly or Annual Recurring Revenue

o What is the typical relationship between MRR, churn and LTV?  They aren't related  LTV = Average MRR * Churn %  LTV = Average MRR / Churn %  None of the above

LTV = Average MRR / Churn %

o Why should CSMs care about SaaS metrics?  Unhealthy SaaS metrics put your company at risk  Unhealthy SaaS metrics put your job at risk  Understanding SaaS metrics will help you have better conversations with company leaders and with your customers  All of the above

All of the above

CSM Final COPY COPY Flashcards

All 75 questions from the course (75 cards)