Trim Size: 6in x 9in  Mehta572763 c01.tex V1-04/03/2020 11:45pm Page 16 16 WhyCustomerSuccessBecameStandard Law#4:YourCustomers Expect You to Make Them Wildly Successful Customers don’t buy your solution just for its features and functions. They buy your offering (and buy into the relationship with you) because they want to achieve a business objective. They are assuming you will drive their success. And, by the time the sales cycle is complete, their expectations are really high. Don’t waste time complaining about the fairness of this attitude; just acknowledge and work with it. Delivering wild success requires you to ask three fundamental ques- tions: 1. How does your customer measure success? 2. Is the customer achieving that value (or are they at least on a realistic path to achieving it)? 3. What’s the customer’s experience with you along the way?  Law#5:Relentlessly Monitor and Manage Customer Health  Customer Health is at the heart of Customer Success. It not only informs your actions, it actually drives appropriate action when used properly. Cus- tomerHealthistoCustomerSuccesswhatthesalespipelineistoasalesVP’s planning info—the predictor of future customer behavior. So just as sales VPs manage through their pipeline, Customer Success teams must man- age through customer health. Monitoring and managing customer health is a core activity for Customer Success teams. It must be done and done well—even relentlessly. Law#6:YouCanNoLongerBuildLoyalty through Personal Relationships Oneofthevaluesofmoderntechnologyisthatitmakesourproductsmuch easier to buy for our customers. This almost always leads to a “long tail” of lower-value customers who, in most companies, end up being ignored. The best companies will figure out how to effectively and efociently manage this large base of customers.