Get to know us better! Gain valuable insights into how we think by visiting our blog, or take a look at the industry events we're frequenting on our events page. You can also geek out with us by attending one of our security management webinars, or dive head first into the products and solutions we provide in our Resource Library. There's lots to keep you busy!
Unless you’re under a rock, you know that the WannaCry Ransomware cyberattack swept worldwide headlines last week.
Organizations scrambled to apply the latest Microsoft security patch to their computers to prevent the spread of the attack. It’s estimated that the ransomware attack hit more than 300,000 victims in 150 countries.
In Part One of this blog series, I talked about how to set up an enterprise software adoption up for success. In this installment, I’ll talk about how to go about creating a customer success organization.
The critical question to ask yourself before embarking on this mission is “What problem am I trying to solve?” Is it a struggle with customer churn? Is the sales team failing to achieve growth goals because they are managing all aspects of the current customer relationship? These answers will help identify the gaps in the current processes and decide if Customer Success is how to fill them.
It’s likely that the creation of the Customer Success organization will need to be justified on many levels within the company, particularly at the board level. To help overcome this hurdle, the first compelling data point should be the illustration of the total lifetime value of a customer base with 100% retention versus 95%, 80% and so on. The net present value of these accumulated churn scenarios can be staggering.
Maybe the chart was effective, but the company isn’t quite ready to invest. Consider launching a six-month pilot program of one or two Customer Success Managers (CSM) in your organization to demonstrate value.
Assign the CSMs to new customers who represent important segments and personas, but not to the highest revenue generating customers.
Decide the right metrics to track. Do you receive higher CSAT ratings? Higher NPS? Were fewer support tickets opened for the customers with a CSM?
Closely guide and monitor, and expect to modify as you go. Of course, there isn’t the prescience to prevent all failures, so adaptability is essential.
Build the Customer Success organization for your customers, not for someone else’s. There are best practices across most Customer Success organizations, such as using high-touch and low-touch models based on your customer segmentation. Most of it should be bespoke to the business. Customer Success in SaaS is different from Customer Success for on-premise solution providers. It varies from B2B to B2C. The technical expertise requirements are different for a security solution provider versus a data storage provider. Some CSMs are responsible for gathering renewals, but most are not; and they do not reside in sales.
Design the CSM role to fit the company culture, your customer organizations and end users. If the software is fairly simple and easy-to-use, a less technical CSM may do nicely. If the solution is seemingly esoteric or complicated, CSMs with deep discipline-related knowledge are required.
In addition, determine your own success metrics so that the efficacy of the organization can be validated as well as the ability to recognize gaps.
Customer Success is directly related to retention. Will it be measured by retention revenue or by logos/accounts retained? How will CSMs be measured: by support tickets deflected? How closely they follow the engagement schedule? By team or individual logos retained?
Answering and addressing these questions up front will go a long way towards setting up a successful program that can then be implemented, which I will cover in the third and final post of this series.
So you’ve purchased a new firewall. Now what?
You’ve got to decide which access is allowed, which isn’t allowed and whether or not rules are compliant with internal and regulatory standards.
Things are running along smoothly and then the dreaded “change.” A user submits a new access request and the fun begins. Is this access necessary? Safe? Compliant? And what happens when it’s time to retire unused rules?
How Effective Security Management Can Help Teams Cover the Exponentially Increasing Gap between Technology & the Resources Available to Manage It
Security teams today are under tremendous pressure due to the rising frequency and impact of breaches and a business that wants to move faster and faster. The answer to both of these challenges has always been to add more technology and staff resources.
However, each new technology added creates complexity. More rules are created and more data is generated. As networks continue to evolve, this complexity will only grow. And while staff resources may increase, they will never match the exponential growth of technology.
FireMon calls this phenomenon The Complexity Gap and has set out to help security teams close it.
Join us for this webinar with Frost & Sullivan where we’ll explore the causes of “The Gap” and how workforce multipliers such as intelligence and automation help staff manage their security more efficiently and more effectively.
Helping Enterprise Security Teams Improve Resource Efficiency & Reduce Overall Risk Exposure
Firewall technology has come a long way since its initial, most rudimentary forms. Next-Generation Firewalls (NGFW) are the latest development, and organizations are accelerating adoption to the new technology. But NGFWs aren’t a fix-all solution.