In every organization I have worked at, or consulted to, the Client Success team believe they have too many accounts. Typically, it’s because of staff turnover, New Business team closing lots of deals and/or because Client Success is asked to do more and more (ensure usage, be the strategic partner for the client, look for upsell opportunities, secure the renewal, find success stories etc etc).
Generally, the number of accounts is not too high – it’s a lack of prioritization that makes it seem overwhelming. One solution is to tier accounts. Customers in the higher tiers are treated with high priority, customers in the lower tiers are lower priority. Tiers are determined by actual spend, potential spend, product usage or some other quantitative measure. Below, I give my perspective on the pros and cons of this approach.
1. It’s clear which factors should be used to prioritize customers, and those factors are agreed upon by the entire organization
2. Your customer base follows the 80/20 rule i.e. 80% of the revenue comes from 20% of the customers. This makes prioritization a little easier. The further the customer base deviates from this, the harder it is to implement this model
Otherwise, you may need to address your "understaffing" issues through additional resources and/or improved workflows.
Feel free to contact me if you’d like additional thoughts on when to implement this model and how to make it successful.
Azim Nagree is an ex-Bain consultant with 20+ years in leading strategy, growth and operations transformations.