Nothing irritates Customer Success Managers (CSMs) more than a product that fails to deliver results. Of course, this has an impact on the customer’s ability to execute their work, but it also has an impact on the CSM’s quota and the company’s general ability to develop and grow. Product challenges can take numerous forms, and the severity of the problem may differ from one consumer to the next.
For example, a complex product may make it harder to onboard (and keep) clients. People will not adopt another product solely because of an executive directive that is not supported. Other issues can include a lack of perceived value, friction-filled encounters, and serious product defects that disrupt critical business processes. All of these are issues CSMs must address in order to ensure that their customers—and their company—are well-positioned for long-term success.
While product challenges may appear to be an easy internal fix for the product team, CSMs will be on the front lines and have a vital role to play in resolving issues and establishing customer loyalty and buy-in.
Additional Resource: How to Scale Customer Success through this Product-Driven Approach
Product Challenges that Plague Customer Success Long-term
Challenge 1: Prospects have a hard time seeing the value in your offering.
Prospective purchasers will find it challenging to evaluate SaaS items due to the tremendous competition for the consumer’s attention. As a result, they are concerned about SaaS integration, with 33% indicating that SaaS is too expensive and 29% claiming that migration and installation challenges are simply not worth the benefits that a SaaS solution may give.
Customers typically think of tech as cutting-edge, therefore they assume it must come with a large price tag. This is one explanation for why this misconception is so prevalent when it comes to SaaS. Furthermore, the typical SMB spends 6.9% of its revenue on IT, compared to 4.1 percent for the average MSMB. As IT budgets become more constrained, business decision-makers are more likely to distribute revenue wisely.
When clients have such reservations about your SaaS solution, it’s clear that they don’t see the actual benefits it may give. Any SaaS software’s goal is to assist clients in being more productive and making their jobs easier. It’s simple to see why they’d struggle to locate the unique value that you supply if the operating gap between their on-premise system and your SaaS software is too wide.
Correlate Price and Value
No two clients are alike, and each has unique criteria and objectives that they are attempting to achieve with a potential solution. However, you won’t know which pain points are the most important until you know what value looks like to the client.
While the solution is beneficial, it is also difficult and time-consuming. You’ll have to reimagine how you sell your product and its key characteristics to deliver value to the customer. After you’ve figured out what the customer’s pain points are, concentrate on them to determine which ones your SaaS product can solve differently or better than how they are using it now.
Challenge 2: The complexity of the product
Product complexity is perhaps the most prevalent product problem that CSMs must solve. A product that is difficult to use and intuitive might cause a slew of issues. First, for a very complex product, CSMs may struggle to onboard new customers and ensure to properly train them. CSMs face unique challenges in onboarding and training because they must provide training or answer queries over the phone or via email rather than in person.
In addition, most customer accounts suffer some level of staff and end-user churn. These users frequently quit without training their successors, putting the product at risk of failure due to its difficulty to understand and use.
In many circumstances, you can avoid negative experiences by providing proper experiences at the right moments. This helps to clear up any ambiguity. Ensure you have the correct ticketing system in place for customer support, send the right follow-ups at the right time, and have a good feedback loop in place, to name a few.
Long-term retention rates are higher for software companies that continue to include existing customers in beta tests, examine and identify common difficulties for feature improvements, and try to remedy user experience issues. To succeed, first and foremost commit to consistently enhancing your product.
Challenge 3: Effective User Onboarding
Finally, proper onboarding of new users is likely one of the most crucial issues that SaaS organizations confront in order to avoid product abandonment throughout the trial and post-sale periods. Onboarding is such a significant bottleneck that it was shown to be the most common reason for users abandoning a product. Onboarding is also made up of a number of smaller issues, the most important of which is determining when to start investing capital in the onboarding process.
You can use our Onboarding Guide to solve this problem
Challenge 4: Product Buy-in
CS has little to do when a product is selected by an executive who has used the product in a prior role. While the product may have a beautiful UI, it may be simple to use and may be well-positioned to create success for the company, without proper buy-in from those that will be using the product, it’s destined to create challenges for the CSM. While the company may use the product as long as it’s integrated into the process and is mandated by the executive team. What happens when the executive leaves? If the CSM hasn’t created relationships across the customer account, there will be no internal traction to prove that their product is the best option when renewal time comes around.
Final Thoughts on ‘product challenges’
It’s easier than it sounds to reduce product difficulties. To solve product challenges, it takes an entire company to come together. All teams- marketing sales, and customer success must communicate and learn from customer issues as they pertain to product. The majority of the aforementioned challenges stem from the customer’s perception of the value against the actual outcomes.
It is the CSM’s and the entire company’s responsibility to come together and learn what users demand from the product. Only then you should try to achieve customer success. After all, firms that want their customers to grow should have a customer success culture. Every product will face obstacles, but a company’s real colors will emerge when it works to overcome those obstacles while keeping the client in mind. The intelligent and actionable software from CustomerSuccessBox aids in improving customer experience and increasing product uptake.