Customer Success – Workshop 1 (Customer Needs)

The Appleton Greene Corporate Training Program (CTP) for Customer Success is provided by Mr. Adams Certified Learning Provider (CLP). Program Specifications: Monthly cost USD$2,500.00; Monthly Workshops 6 hours; Monthly Support 4 hours; Program Duration 12 months; Program orders subject to ongoing availability.

If you would like to view the Client Information Hub (CIH) for this program, please Click Here

Learning Provider Profile


Mr. Adams is an author, trainer, and consultant, specializing in helping technology companies deliver measurable business value through Customer Success Management best practices. Adams has over 25 years’ experience of working in the IT industry, including founding his own SaaS (software-as-a-service) business which he ran for six years before selling it in 2012.

Adams has delivered training and consultancy in over thirty countries across four continents. His courses have been attended by over 120,000 students worldwide, and his custom development work includes Cisco Systems’ Cisco Certified Customer Success Manager global certification program.

His book ‘Practical Customer Success Management: A Best Practice Framework for Rapid Generation of Customer Success ’ was published in 2019 and is available from Amazon and all other book retailers.

Adams, as Founder and CEO, provides high quality training for Customer Success Management best practice. Adams has won numerous awards for his achievements in his field, and acted as a judge for the annual Customer Success Excellence Awards in EMEA in 2022 and the Americas in 2023.

Appleton Greene Global

MOST Analysis

Appleton Greene

Mission Statement

Our first module introduces participants to the fundamental shifts in requirements and consumption patterns in technology acquisition and utilization by modern businesses. It explains how the need for agility to keep pace with change and the desire for reduced risk as well as improved cash flow from staged payment plans has driven the “as-a-service” consumption model. It describes the requirements of potential customers for technology suppliers to go beyond selling high quality products and services and instead to focus on selling outcomes. It provides participants with the tools to determine these impacts on their own business and invites them to consider the relevancy of these shifts to themselves and their customers and prospects.

Appleton Greene

Objectives

01. Traditional Business Consumption of Technology: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
02. Modern Business and Technology Consumption – The Need for Agility: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
03. Modern Business and Technology Consumption – The New Sales Cycle: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
04. Innovation: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
05. An Architectural Approach to Technology: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
06. Vision and Mission: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
07. The Business Model Canvas: departmental SWOT analysis; strategy research & development. 1 Month
08. Customer Requirement – The Challenge: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
09. Customer Requirement – The Response: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
10. Outcomes: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
11. Objectives: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
12. Managing Risk: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month

Appleton Greene

Strategies

01. Traditional Business Consumption of Technology: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
02. Modern Business and Technology Consumption – The Need for Agility: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
03. Modern Business and Technology Consumption – The New Sales Cycle: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
04. Innovation: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
05. An Architectural Approach to Technology: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
06. Vision and Mission: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
07. The Business Model Canvas: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
08. Customer Requirement – The Challenge: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
09. Customer Requirement – The Response: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
10. Outcomes: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
11. Objectives: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
12. Managing Risk: Each individual department head to undertake departmental SWOT analysis; strategy research & development.

Appleton Greene

Tasks

01. Create a task on your calendar, to be completed within the next month, to analyze Traditional Business Consumption of Technology.
02. Create a task on your calendar, to be completed within the next month, to analyze Modern Business and Technology Consumption – The Need for Agility.
03. Create a task on your calendar, to be completed within the next month, to analyze Modern Business and Technology Consumption – The New Sales Cycle.
04. Create a task on your calendar, to be completed within the next month, to analyze Innovation.
05. Create a task on your calendar, to be completed within the next month, to analyze An Architectural Approach to Technology.
06. Create a task on your calendar, to be completed within the next month, to analyze Vision and Mission.
07. Create a task on your calendar, to be completed within the next month, to analyze The Business Model Canvas.
08. Create a task on your calendar, to be completed within the next month, to analyze Customer Requirement – The Challenge.
09. Create a task on your calendar, to be completed within the next month, to analyze Customer Requirement – The Response.
10. Create a task on your calendar, to be completed within the next month, to analyze Outcomes.
11. Create a task on your calendar, to be completed within the next month, to analyze Objectives.
12. Create a task on your calendar, to be completed within the next month, to analyze Managing Risk.

Appleton Greene Global

Introduction

Appleton Greene

Technology vendors and other complex service providers are increasingly aware of the critical importance of guiding customers beyond the pre-sales journey into value realization. By providing Customer Success Management services, suppliers increase the overall ROI for their clients whilst simultaneously reducing time to value (TTV). In doing so, the technology provider enhances the customer relationships, reduces churn, increases NRR (net revenue retention) and sets themselves on a path for maximum revenue growth. My program provides a clear, process-driven methodology for researching, planning, and implementing a Customer Success Management strategy, and managing that strategy through to the attainment of measurable results.

The history of customer’s needs

The history of customer needs in the technology services industry has been shaped by advancements in technology, changing market dynamics, and evolving customer expectations. Let’s explore the key milestones and shifts in customer needs over time:

Early Computing Era (1940s-1950s)

During this period, the technology services industry was in its nascent stage, primarily serving large organizations and governments. Customers had limited access to computing resources, and their needs revolved around data processing, scientific calculations, and military applications. Key customer requirements included reliable hardware, efficient processing capabilities, and technical expertise to operate and maintain these early computing systems.

Mainframe and Minicomputer Era (1960s-1970s)

Source: Medium

With the advent of mainframe and minicomputer systems, computing services expanded to more industries. Businesses sought computing power for tasks like payroll processing, inventory management, and scientific research. Key customer needs during this era included faster processing speeds, improved storage capacities, and reliable software solutions to automate business processes. Customers also required support for custom software development and maintenance.

Personal Computer Revolution (1980s-1990s)

Source: History Extra

The introduction of personal computers (PCs) during this era brought computing power to individuals and small businesses. Customers sought affordable computing devices for personal productivity, educational purposes, and entertainment. Key customer needs included user-friendly interfaces, software applications for various tasks (e.g., word processing, spreadsheets), and connectivity options (e.g., modems for dial-up internet access).

Internet and Digital Age (1990s-2000s)

The widespread adoption of the internet transformed customer needs in the technology services industry. Customers increasingly required online connectivity, email services, and web-based applications. E-commerce emerged as a significant customer need, leading to demands for s