Customer Success StrategyThat Fuels Growth
Turn your customer success organization into a revenue engine. With data-driven insights, proven methodologies, and AI-powered tools, we help you maximize retention, accelerate expansion, and drive customer advocacy.
It's more than service.
Customer Success is no longer just about service - it's about growth. Your team is on the frontlines of adoption, renewal, and expansion. But without the right strategy, resources, and technology, even the best product can fail to reach its full potential. SBI partners with Customer Success leaders to design strategies that reduce churn, unlock upsell opportunities, and turn customers into advocates.
The New Reality
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AI-empowered customersCustomers expect proactive, personalized experiences.
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Pressure to prove ROICS must demonstrate clear impact on retention and expansion.
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Revenue responsibilityCS teams are accountable for NRR and growth, not just satisfaction.
What You Need
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StrategyClear playbooks that connect customer outcomes to business growth.
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OrganizationRight-sized teams with clear coverage models and capacity planning.
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PerformancePredictive health scoring that prevents churn and identifies expansion.
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GrowthCustomer advocacy programs that drive referrals and organic growth.
Explore the Levers that Drive Customer Success
The fundamentals of Customer Success are shifting. What worked yesterday won't guarantee tomorrow's results. As AI, data, and customer expectations reshape the game, these levers show where CS leaders must focus today to deliver retention and expansion, while building the foundation for how customer success will be run in the future.
Customer Success Strategy
What It Is
Customer Success Strategy defines how your company ensures customer outcomes, renewals, and expansion. It connects CS directly to revenue, not just service.
Customer Success Strategy defines how your company ensures customer outcomes, renewals, and expansion. It connects CS directly to revenue, not just service.
Why It Matters
Without a clear strategy, CS defaults to firefighting. A strong strategy sets the agenda for customer value creation, which drives NRR and enterprise value.
Without a clear strategy, CS defaults to firefighting. A strong strategy sets the agenda for customer value creation, which drives NRR and enterprise value.
AI-Era POV
Without a clear strategy, CS defaults to firefighting. A strong strategy sets the agenda for customer value creation, which drives NRR and enterprise value.
Without a clear strategy, CS defaults to firefighting. A strong strategy sets the agenda for customer value creation, which drives NRR and enterprise value.
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Key Components
- Vision and mission for CS
- Alignment to revenue and NRR targets
- Customer journey mapping
- Segmentation and prioritization
- Success planning framework
- Metrics (renewals, expansion, adoption)
- Governance and executive sponsorship
Frequently Asked Questions
Is CS strategy just part of sales strategy?
No, though they must align tightly. Sales strategy focuses on new customer acquisition, CS strategy focuses on customer value realization, retention, and expansion. While sales asks 'how do we win deals,' CS asks 'how do we ensure customers achieve their desired outcomes and grow with us.' In high-performing organizations, CS and sales strategies connect through shared revenue targets (especially NRR), coordinated account planning, and common definitions of ideal customer profiles. Poor alignment creates handoff failures, conflicting priorities, and revenue leakage. Best practice: CS strategy should be a distinct but complementary pillar of your overall GTM strategy.
Who owns CS strategy?
Typically the Chief Customer Officer (CCO) or VP of Customer Success, with close alignment to the CRO and CEO. In smaller organizations, the CRO may own both sales and CS strategy. Regardless of ownership, CS strategy requires executive sponsorship and board visibility since retention and NRR directly impact valuation multiples. The owner must have authority to drive cross-functional alignment with product (to prioritize customer-requested features), sales (to ensure proper handoffs), and finance (to model retention economics). Warning sign: if CS strategy is owned by a director-level leader without executive backing, it won't have the organizational weight needed to drive change.
How do you measure if the strategy is working?
Track Net Revenue Retention (target: 110-130% for SaaS leaders), gross retention rate (target: 90%+ annually), customer health score trends, time-to-value for new customers, expansion rate from existing accounts, and customer lifetime value trends. Leading indicators include product adoption rates, feature utilization, support ticket trends, and NPS/sentiment scores. Most important: measure whether CS investments produce returns-if you're adding CSMs but retention isn't improving, your strategy has execution problems. Benchmark against industry peers and track improvement over time. Best-in-class organizations connect CS metrics directly to enterprise value creation in board presentations.
How should CS strategy differ by customer segment?
Enterprise customers need high-touch strategic partnerships with dedicated CSMs, executive business reviews, and customized success planning. Mid-market requires a balanced approach with hybrid touch models-some human CSM engagement plus scaled digital programs. SMB/volume segments need tech-touch models with automated onboarding, in-app guidance, community support, and AI-driven engagement. The mistake many companies make is trying to provide enterprise-level service to all segments, which doesn't scale economically. Design segmented strategies where service intensity matches customer value, and build digital programs that efficiently serve lower-tier segments while keeping them healthy.
When should a company invest in building a CS function?
Start basic CS practices when you reach $1-2M ARR or 20-30 customers, and hire a dedicated CS leader when you hit $5-10M ARR. Earlier than this, founders and account executives can handle customer success. Later than this, you're likely experiencing churn and expansion problems that damage growth. The trigger isn't just revenue-it's when you can no longer personally ensure every customer achieves value. Signs you need CS now: churn above 5% monthly, frequent escalations reaching executives, expansion opportunities going unworked, or lack of visibility into customer health across your portfolio.
CS Org Design
What It Is
Org design determines how CS teams are structured, staffed, and governed-defining coverage ratios, role clarity, and collaboration with sales and product.
Org design determines how CS teams are structured, staffed, and governed-defining coverage ratios, role clarity, and collaboration with sales and product.
Why It Matters
Without thoughtful design, CS organizations burn out talent, fail to scale, or misalign resources. Org design sets the foundation for sustainable growth.
Without thoughtful design, CS organizations burn out talent, fail to scale, or misalign resources. Org design sets the foundation for sustainable growth.
AI-Era POV
Without thoughtful design, CS organizations burn out talent, fail to scale, or misalign resources. Org design sets the foundation for sustainable growth.
Without thoughtful design, CS organizations burn out talent, fail to scale, or misalign resources. Org design sets the foundation for sustainable growth.
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Key Components
- Coverage models (high-touch, tech-touch, pooled)
- Role definitions (CSMs, renewals, support, ops)
- Ratios (accounts per CSM, ARR per CSM)
- Global vs. regional models
- Enablement and training paths
- Governance and escalation channels
Frequently Asked Questions
How many accounts should each CSM manage?
It varies dramatically by ARR per account, complexity, and touch model. Enterprise CSMs (strategic accounts): 5-15 accounts. Mid-market CSMs: 30-80 accounts. Tech-touch/pooled CSMs: 100-500+ accounts with automation. Alternative view by ARR: target $1.5-3M ARR per CSM for sustainable coverage. Higher ratios risk burnout and poor customer experience, lower ratios may be economically unsustainable. The right ratio depends on product complexity, customer sophistication, renewal risk, and expansion opportunity. Monitor CSM utilization, customer health trends, and retention rates by portfolio size to optimize. If CSMs are underwater, you need either more headcount, better segmentation, or more automation.
Should renewals sit in CS or sales?
Both models work, but the choice matters. CS-owned renewals: Better when renewal is primarily about value realization and product adoption. Creates accountability for retention within CS and aligns incentives. Common in SaaS with annual contracts and continuous customer engagement. Sales-owned renewals: Better when renewal involves negotiation, pricing complexity, or significant expansion opportunities. Leverages sales closing skills and maintains customer relationship continuity. Common in enterprise software with multi-year deals. Hybrid: CS qualifies renewals and owns below-threshold accounts, sales handles complex renewals and expansions. Whatever you choose, avoid ambiguity-unclear ownership creates gaps where renewals fall through.
How do digital and human CSMs coexist?
Digital CSMs (AI-driven automated engagement) handle scale and repetitive tasks: onboarding sequences, adoption nudges, health monitoring, renewal reminders, and content delivery. Human CSMs focus on strategic activities: relationship building, custom success planning, executive engagement, complex troubleshooting, and expansion discovery. The best organizations use digital-first approaches for all customers with human CSMs layering on additional touch for higher-value or higher-risk accounts. This allows 1 human CSM to effectively support more accounts by offloading 40-60% of routine work to automation. Key: ensure digital experiences are high-quality, not just cheap-poorly executed digital touch damages customer relationships.
What's the ideal CS team structure?
Start with generalist CSMs who handle everything, then specialize as you scale. Common specialized roles: Implementation/Onboarding specialists who focus on time-to-value, CSMs who own ongoing relationships and adoption, Renewals managers who handle contract negotiations, Customer Success Operations who manage data and systems, and Technical Account Managers for complex technical customers. At scale, add Executive sponsors for strategic accounts and Community managers for user engagement. Don't specialize too early-role proliferation with small teams creates coordination overhead. Specialize when volume justifies dedicated focus and handoffs between roles can be smooth. Most companies over-complicate structure; keep it simple until pain points emerge.
How should CS compensation be structured?
Most CS compensation is 70-85% base salary, 15-30% variable tied to retention and expansion metrics. Variable comp should reward outcomes CSMs can influence: Net Revenue Retention, gross retention rate, expansion bookings, product adoption milestones, and customer health scores. Avoid pure churn-based comp (discourages risk-taking) or pure growth-based comp (ignores retention). Some organizations use team-based goals for junior CSMs and individual goals for senior CSMs. Include quarterly or annual components, not just monthly, since CS impact plays out over longer timeframes. The goal: motivate proactive customer value creation, not reactive firefighting. Compare to sales: CS comp should provide stability while rewarding performance, not be purely transactional.
Customer Onboarding
What It Is
Onboarding sets the tone for the customer relationship. It includes implementation, training, and value realization milestones.
Onboarding sets the tone for the customer relationship. It includes implementation, training, and value realization milestones.
Why It Matters
Most churn happens in the first 90 days. Effective onboarding ensures adoption, satisfaction, and long-term loyalty.
Most churn happens in the first 90 days. Effective onboarding ensures adoption, satisfaction, and long-term loyalty.
AI-Era POV
AI streamlines onboarding by tailoring steps to customer segment, role, and usage data. Predictive alerts surface risks before customers disengage.
AI streamlines onboarding by tailoring steps to customer segment, role, and usage data. Predictive alerts surface risks before customers disengage.
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Key Components
- Clear success plans and milestones
- Training and enablement resources
- Implementation project management
- Defined time-to-value targets
- Digital onboarding programs
- Customer feedback loops
Frequently Asked Questions
How long should onboarding take?
Depends on product complexity, but speed matters.
Who owns onboarding?
Typically CS, but often in partnership with professional services.
How do you scale onboarding for SMBs?
Use digital playbooks, AI chatbots, and guided learning.
Renewals
What It Is
Renewals convert adoption into recurring revenue. They require strong customer health, clear value realization, and well-timed engagement.
Renewals convert adoption into recurring revenue. They require strong customer health, clear value realization, and well-timed engagement.
Why It Matters
Without disciplined renewal management, churn erodes growth faster than new sales can replace it. PE firms and boards scrutinize renewal rates closely.
Without disciplined renewal management, churn erodes growth faster than new sales can replace it. PE firms and boards scrutinize renewal rates closely.
AI-Era POV
AI tracks signals-usage drops, sentiment shifts, support tickets-to forecast risk and recommend proactive action plans.
AI tracks signals-usage drops, sentiment shifts, support tickets-to forecast risk and recommend proactive action plans.
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Key Components
- Renewal playbooks
- Forecasting and pipeline management
- Health scoring systems
- Executive engagement
- Commercial negotiation processes
- Retention incentives
Frequently Asked Questions
Should renewals sit with CS or sales?
Both models work-what matters is clear ownership, accountability, and compensation alignment. CS-owned renewals work well when contracts are straightforward, renewal is primarily about value realization, and CS teams have commercial skills. Sales-owned renewals work better when contracts are complex, pricing requires negotiation, or renewal conversations naturally flow into expansion discussions. Many organizations use hybrid models: CS owns renewals below a certain ARR threshold or complexity level, sales owns strategic renewals. Whatever model you choose, avoid ambiguity where both teams assume the other is handling renewals. Define clear ownership, establish SLAs for handoffs, and align compensation to reinforce accountability.
How do you forecast renewals accurately?
Combine customer health scoring, usage analytics, sentiment signals, and structured renewal pipelines with clear stage definitions. Best-in-class organizations track renewals in pipeline systems similar to sales pipelines, with stages like: At Risk (120-180 days out), In Process (60-90 days), Committed (30 days), Closed. Assign probability percentages to each stage based on historical conversion rates. Layer on predictive analytics that analyze usage trends, support ticket patterns, executive engagement, and competitive activity. Review renewal forecasts weekly with CS leadership, monthly with executive teams. Track forecast accuracy over time and adjust methodology when predictions consistently miss actual results. Target 90%+ forecast accuracy within 30 days of renewal date.
What if customers want to downgrade?
First, understand why: are they getting insufficient value, do they have budget constraints, or did they overbuy initially? Conduct discovery to uncover root causes. If value realization is the issue, offer additional enablement, training, or CSM attention rather than immediate downgrades. If budget is the constraint, explore payment terms, phased implementations, or feature trade-offs. If they genuinely overbought, right-size the contract to match current needs while maintaining the relationship. A strategic downgrade that retains the customer is far better than losing them entirely. Document downgrade reasons systematically to inform sales on proper initial sizing and product on feature gaps. Some downgrades signal product-market fit issues that require executive attention.
How early should you start renewal conversations?
Begin value validation 90-180 days before renewal, commercial discussions 60-90 days out. For strategic accounts, maintain continuous business reviews throughout the year so renewal becomes a formality rather than a negotiation. Warning signs appear well before renewal dates-declining usage, lack of executive engagement, unresolved issues. Address these proactively rather than waiting for renewal season. Organizations that treat renewals as events rather than processes see higher churn and more last-minute surprises. Build renewal readiness into regular customer touchpoints, success planning, and quarterly business reviews. The best renewals feel inevitable because value has been continuously validated and documented.
What renewal metrics should you track?
Track gross retention rate (target: 90%+), net retention rate (target: 110-130%), renewal rate by segment and cohort, time-to-renewal decision, contraction rates, and reasons for non-renewal. Leading indicators include renewal pipeline health, customer health scores 90+ days out, and percentage of customers with documented success plans. Analyze cohort retention curves to understand whether newer cohorts retain better or worse than older cohorts. Track renewal forecast accuracy to improve prediction capabilities. Benchmark your metrics against industry standards for your market segment and business model. Present renewal metrics to boards quarterly as they directly impact valuation.
Customer Advocacy
What It Is
Advocacy programs formalize how customers share stories, participate in references, and influence prospects.
Advocacy programs formalize how customers share stories, participate in references, and influence prospects.
Why It Matters
Buyers trust peers more than vendors. Advocacy creates social proof and lowers CAC.
Buyers trust peers more than vendors. Advocacy creates social proof and lowers CAC.
AI-Era POV
AI pinpoints high-potential advocates and matches them to opportunities (case studies, peer calls, events).
AI pinpoints high-potential advocates and matches them to opportunities (case studies, peer calls, events).
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Key Components
- Reference programs
- Case studies and testimonials
- Customer advisory boards
- Peer reviews (G2, Gartner Peer Insights)
- Event participation
- Incentives and recognition
Frequently Asked Questions
How do you find advocates?
Look for high NPS, strong adoption, and positive outcomes.
What if a customer won't be public?
Use anonymous quotes, reference calls, or closed-door boards.
How do you measure advocacy impact?
Track referrals, influenced pipeline, and CAC reduction.
Enablement & Training
What It Is
Enablement ensures customers know how to use and maximize your product. Training can be self-service, instructor-led, or embedded.
Enablement ensures customers know how to use and maximize your product. Training can be self-service, instructor-led, or embedded.
Why It Matters
Empowered customers adopt faster, expand more, and renew reliably. Enablement reduces support costs and improves satisfaction.
Empowered customers adopt faster, expand more, and renew reliably. Enablement reduces support costs and improves satisfaction.
AI-Era POV
Adaptive learning platforms adjust content to the learner's pace, role, and performance-boosting engagement and retention.
Adaptive learning platforms adjust content to the learner's pace, role, and performance-boosting engagement and retention.
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Key Components
- Curriculum design
- Digital learning portals
- Role-based training paths
- Certifications and badges
- Train-the-trainer programs
- AI-driven personalization
Frequently Asked Questions
Do customers really use training resources?
Yes, when designed for relevance and ease of access.
How do we scale training?
Leverage digital platforms, certifications, and community forums.
What's the ROI of training?
Faster adoption, lower support costs, higher expansion rates.
CS Operations
What It Is
CS Ops manages tooling, processes, analytics, and playbooks for the CS function. It's the backbone enabling scale.
CS Ops manages tooling, processes, analytics, and playbooks for the CS function. It's the backbone enabling scale.
Why It Matters
Strong CS Ops improves efficiency, reporting accuracy, and alignment with sales, product, and finance.
Strong CS Ops improves efficiency, reporting accuracy, and alignment with sales, product, and finance.
AI-Era POV
AI augments ops with predictive forecasting, automated workflows, and customer journey orchestration.
AI augments ops with predictive forecasting, automated workflows, and customer journey orchestration.
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Key Components
- Health scoring and telemetry
- Playbooks and workflows
- Data integration (CRM, CS platform)
- Reporting and dashboards
- Forecasting and capacity planning
- Tech stack governance
Frequently Asked Questions
Is CS Ops different from RevOps?
Yes, but they should integrate closely.
What tools do CS Ops teams use?
Gainsight, Totango, Catalyst, ChurnZero, Salesforce.
When should you invest in CS Ops?
Once you have >5–10 CSMs or $10M+ ARR.
Expansion & Growth
What It Is
Expansion is the process of growing revenue within existing accounts through adoption, upsell, and cross-sell.
Expansion is the process of growing revenue within existing accounts through adoption, upsell, and cross-sell.
Why It Matters
Expansion is more efficient than net-new sales and drives Net Revenue Retention (NRR). Boards and investors value NRR above all else.
Expansion is more efficient than net-new sales and drives Net Revenue Retention (NRR). Boards and investors value NRR above all else.
AI-Era POV
AI models predict expansion potential by analyzing usage patterns, purchase history, and peer benchmarks.
AI models predict expansion potential by analyzing usage patterns, purchase history, and peer benchmarks.
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Key Components
- Adoption analytics
- Expansion playbooks
- Upsell and cross-sell processes
- Account planning with sales
- Customer maturity models
- Incentives for expansion
Frequently Asked Questions
Should CS own expansion revenue?
Often yes, especially when expansion is adoption-driven (adding users, upgrading tiers, unlocking features). CS teams have continuous customer relationships and understand usage patterns that signal expansion readiness. However, some organizations have sales own larger expansions (new products, enterprise agreements, strategic deployments) that require negotiation skills and deal structuring. The most effective model: CS identifies expansion opportunities through customer success planning, qualifies the opportunity, and either closes simple expansions directly or hands qualified opportunities to sales for complex deals. Whatever model you choose, align compensation so both teams benefit from expansion revenue. Avoid models where CS generates leads for sales without credit-this creates resentment and reduces effort.
How do you avoid being 'salesy'?
Anchor all expansion conversations in customer outcomes, not vendor quotas. Start with success planning: What are the customer's goals? What's preventing them from achieving those goals? How could expanded usage or additional products help them succeed? Position expansion as a natural next step in their journey, not a sales pitch. Use data to show how similar customers achieved better outcomes with expanded adoption. Offer pilots or trials that let customers experience value before committing. The best expansion motions feel like advice, not selling-customers recognize that your recommendation serves their interests. CSMs who treat expansion as service (helping customers succeed) outperform those who treat it as sales (hitting quota). When expansion feels forced, customers resist. When it feels helpful, they embrace it.
What metrics matter most?
Net Revenue Retention (NRR) is the North Star metric-it captures both retention and expansion in one number. Target 110-130% for SaaS leaders. Also track: expansion ARR (new revenue from existing customers), expansion rate (% of customers who expand), average expansion deal size, time from initial purchase to expansion, product adoption rates (usage of advanced features signals expansion readiness), and attach rates for additional products. Leading indicators include: qualified expansion pipeline, customers in expansion-ready stages (high health scores, feature utilization approaching limits), and CSM coverage of expansion opportunities. Monitor expansion economics: expansion deals should have higher win rates and faster sales cycles than new logo deals since customers already trust you.
When is the right time to introduce expansion opportunities?
The right time is when customers have achieved initial value and demonstrated product adoption, not when you need to hit quota. Typical patterns: introduce expansion 3-6 months after initial onboarding when customers are proficient with core features, or when usage metrics approach plan limits (80%+ of seats filled, approaching API limits, hitting data caps). Red flags for poor timing: trying to expand before customers achieve their initial goals, pushing expansion to at-risk customers as a save tactic, or introducing new products before customers master existing ones. Best practice: build expansion stages into customer journey maps so CSMs know when customers are ready. Use AI to identify expansion signals like increasing usage, positive sentiment, and peer comparisons showing headroom for growth.
How do you prioritize which customers to focus on for expansion?
Prioritize customers who show: high product adoption and engagement, positive health scores and sentiment, achievement of initial success metrics, organizational headroom (more teams or use cases to expand into), budget authority and appetite, and competitive protection needs (accounts where expansion prevents competitive entry). Use scoring models that weight these factors based on your business. Focus CSM expansion efforts on the top 20-30% of customers who represent 80%+ of expansion potential. For mid-tier customers, use digital expansion motions (in-app prompts, automated campaigns, self-service upgrades). Don't waste CSM time on customers unlikely to expand-better to ensure their core experience is solid first.
Health Scoring & Predictive Insights
What It Is
Health scoring quantifies customer satisfaction and renewal likelihood using adoption, sentiment, support, and financial data.
Health scoring quantifies customer satisfaction and renewal likelihood using adoption, sentiment, support, and financial data.
Why It Matters
Without reliable health scores, CS teams rely on anecdotes and miss risks until too late. Predictive scoring drives proactive interventions.
Without reliable health scores, CS teams rely on anecdotes and miss risks until too late. Predictive scoring drives proactive interventions.
AI-Era POV
AI ingests usage telemetry, NPS, support tickets, and benchmarks to produce dynamic, predictive health scores.
AI ingests usage telemetry, NPS, support tickets, and benchmarks to produce dynamic, predictive health scores.
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Key Components
- Usage and adoption metrics
- Support and ticket volume
- NPS and sentiment analysis
- Executive engagement
- Financial performance
- Predictive modeling
Frequently Asked Questions
Do health scores really work?
Yes, if multi-factor and validated against renewal outcomes.
Should all customers have a health score?
Yes, scaled by segment and ARR.
What's the difference between health score and NPS?
Health scores are composite, NPS is just one input.
Voice of Customer & Feedback Loops
What It Is
Voice of Customer (VoC) programs collect, analyze, and act on feedback through surveys, interviews, communities, and usage data.
Voice of Customer (VoC) programs collect, analyze, and act on feedback through surveys, interviews, communities, and usage data.
Why It Matters
VoC ensures customer needs guide product, sales, and service strategies. It prevents blind spots and strengthens loyalty.
VoC ensures customer needs guide product, sales, and service strategies. It prevents blind spots and strengthens loyalty.
AI-Era POV
AI extracts insights from surveys, support calls, social media, and reviews to surface trends and prioritize actions.
AI extracts insights from surveys, support calls, social media, and reviews to surface trends and prioritize actions.
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Key Components
- Surveys (NPS, CSAT, CES)
- Advisory boards
- Feedback communities
- Sentiment analysis
- Closed-loop processes
- Integration with product roadmap
Frequently Asked Questions
How often should we run VoC programs?
Continuously, with quarterly reviews.
What if feedback conflicts?
Prioritize by ARR impact, segment, and strategic alignment.
How do you prove VoC ROI?
By linking feedback actions to churn reduction, adoption, or product innovation wins.
Real-World Impact
See how our clients have transformed their customer success organizations and achieved breakthrough results with our proven methodologies. At SBI Growth Advisory, we measure success not by effort but by outcomes.
$5B+
Total Revenue Impact
Generated for our clients
340%
Average ROI
Return on SBI investment
95%
Success Rate
Projects meeting objectives
Trusted by Industry Leaders
Leading companies across industries trust SBI Growth Advisory to transform their revenue operations and drive sustainable growth.
500+
Clients Served
98%
Client Satisfaction
20+
Years Experience
AI in Sales
Artificial Intelligence is reshaping the way revenue teams think, plan, and sell. What once relied on instinct and manual effort is now powered by data-driven insights and automation. From pipeline health to prospect engagement, AI is embedding intelligence at every stage of the sales process accelerating velocity, improving accuracy, and unlocking growth that traditional methods can't deliver.
Predictive Health Scoring
AI algorithms that identify at-risk customers and expansion opportunities before they surface.
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Discover AI health scoring strategies
Churn Prevention
Machine learning models that predict churn risk and recommend proactive interventions.
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Explore churn prevention solutions
Personalized Engagement
AI-powered personalization that delivers relevant content and recommendations to each customer.
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Discover personalization tools
Related Resources
Explore additional resources to deepen your understanding of sales strategy and revenue growth best practices.
CRO Playbooks
Strategic frameworks for revenue leaders
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CS Tools
Templates and frameworks for CS teams
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Explore CS tools
Research Reports
Industry benchmarks and analysis
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View research reports
Success Stories
Client transformation case studies
Learn More
Read success stories
Customer Success FAQs
Common questions about customer success strategy and implementation
From the Experts
Insights and perspectives from our team of revenue growth experts and industry thought leaders.
Mike Hoffman
CEO, SBI Growth Advisory
Customer Success is the frontline of revenue growth. The best CS teams don't just retain-they expand.
Read CEO insights
Jean Paul Rodriguez
Director, Delivery
Predictable growth starts with predictable retention. Build CS systems that scale.
Read CRO playbooks
Isaac Silverman
CTO
AI transforms CS from reactive support to proactive growth partner.
Learn about SBI Wayforge™