In many cases, the customer onboarding process is about getting your new customers up and running as fast as possible. This often results in a ton of work only to leave the customer's true goals unfulfilled. But the best customer onboarding process guides the customers in getting the most out of your company's product or service. Doing so builds customer confidence and trust. But building this kind of relationship requires your team to be open and candid about the highest risk factors within your customer onboarding process. Once these risk factors are identified, you can build an customer onboarding checklist allowing you to kill problems earlier and faster while creating mutual accountability between your team and your new client.

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Complex sales and customer onboarding often seem like separate aspects of a business, but they become interdependent once a deal is closed. During the sales process, crucial discussions occur about potential improvements and how your product or service can best assist the customer. This information is vital for directing the customer onboarding process. Any gap in this handoff can jeopardize the hard-earned customer relationship.

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Revenue and account leaders face the challenge of getting customers to attend customer success review meetings. To address this, many are adopting a blended strategy called SARNEW, which combines Strategic Account Reviews (SARs) with customer renewals.

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Clarifying ownership in customer renewals is crucial for maintaining recurring revenue. This field note summarizes our discussions with revenue leaders on building and executing consistent customer renewal processes that are engaging, collaborative, relationship-building, and effective in reducing churn.

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As a customer success or account team leader, your goal is to have your team actively engaging with customers. But what recipe will work? Successful account growth strategies have a great balance of mutual accountability driven by strategic plans, quarterly business reviews (QBRs), and mutual action plans (MAPs) with associated responsibilities and tasks. Every great customer meeting ends with a clear next step, a mutual plan, and a road for follow up.

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For many companies, landing & expanding customers is the only path to profitability. With the rise of SaaS and reoccurring revenue complex sales modules, pressure is now placed on the organizations (complex sales, customer onboarding and customer success teams) to get, keep, and grow revenue on their customers. This modern and continuous model is a challenge for many of these teams and will be the difference between success and failure.

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B2B complex sales are getting harder every day and this is only being amplified by the number of people required to be part of the complex sales process. This consensus-based approach is a challenge to complex sales leaders because many are required to sell and align the solutions multiple times in order to win. Good news, if you are working in regulated industries, this could be even higher:)

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Many complex sales leaders struggle when 90% of complex sales are done without one of their team members in the room. Prospects now have access to so much information during the qualification process and are only looping your team in towards the end of the complex sales process. The last 10% now requires a more collaborative approach to centralize and align stakeholders to win the business.

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