Defining Value Isn’t One Conversation
Defining Value Isn’t One Conversation
Defining Value Isn’t One Conversation
Defining Value Isn’t One Conversation
Everything looked fine, until it wasn’t.
Everything looked fine, until it wasn’t.
Everything looked fine, until it wasn’t.
The customer was active. Support tickets were low. Sentiment seemed okay. But they churned. Not because of a service failure. Because somewhere between kickoff and renewal, what we were delivering stopped aligning with what they needed.
We didn’t lose that deal in Q4. We lost it in Q1, when we stopped asking the right questions.
Most teams define value at the start of a customer lifecycle, then never revisit it. But value isn’t static. It shifts. Priorities change. Stakeholders roll off. Internal goals evolve.
And if you're not realigning at key moments, you're running blind.
“Most teams define value at the start of a customer lifecycle, then never revisit it. But value isn’t static. It shifts. Priorities change. Stakeholders roll off. Internal goals evolve.”
The customer was active. Support tickets were low. Sentiment seemed okay. But they churned. Not because of a service failure. Because somewhere between kickoff and renewal, what we were delivering stopped aligning with what they needed.
We didn’t lose that deal in Q4. We lost it in Q1, when we stopped asking the right questions.
Most teams define value at the start of a customer lifecycle, then never revisit it. But value isn’t static. It shifts. Priorities change. Stakeholders roll off. Internal goals evolve.
And if you're not realigning at key moments, you're running blind.
“Most teams define value at the start of a customer lifecycle, then never revisit it. But value isn’t static. It shifts. Priorities change. Stakeholders roll off. Internal goals evolve.”
The customer was active. Support tickets were low. Sentiment seemed okay. But they churned. Not because of a service failure. Because somewhere between kickoff and renewal, what we were delivering stopped aligning with what they needed.
We didn’t lose that deal in Q4. We lost it in Q1, when we stopped asking the right questions.
Most teams define value at the start of a customer lifecycle, then never revisit it. But value isn’t static. It shifts. Priorities change. Stakeholders roll off. Internal goals evolve.
And if you're not realigning at key moments, you're running blind.
“Most teams define value at the start of a customer lifecycle, then never revisit it. But value isn’t static. It shifts. Priorities change. Stakeholders roll off. Internal goals evolve.”
The trap most teams fall into:
Value gets defined once, usually by a single stakeholder
It gets translated into metrics like adoption or login frequency
Those metrics are tracked, even as the customer's goals change
By the time the CSM is fighting to hold the renewal, it’s already too late.
The trap most teams fall into:
Value gets defined once, usually by a single stakeholder
It gets translated into metrics like adoption or login frequency
Those metrics are tracked, even as the customer's goals change
By the time the CSM is fighting to hold the renewal, it’s already too late.
The trap most teams fall into:
Value gets defined once, usually by a single stakeholder
It gets translated into metrics like adoption or login frequency
Those metrics are tracked, even as the customer's goals change
By the time the CSM is fighting to hold the renewal, it’s already too late.
How we manage value alignment at Continu
Anchor in business outcomes from day one
In early conversations, we ask, "What does success actually look like to you?" Not just in terms of implementation, but business impact. That answer becomes the thread we carry through onboarding, reporting, and every touchpoint after.
Build mid-cycle checkpoints to revisit value
We structure moments into the lifecycle—after onboarding, at 90 days, and at the start of every QBR—where we ask, "Is this still the right definition of success?" CSMs are trained to listen for drift, including new goals, new stakeholders, and shifting use cases. We document changes and adjust course early.
Connect the dots consistently, not just at renewal
We don’t wait until the contract is up to revisit the value story. Our CSMs regularly bring the original success goal into customer conversations. When we report on progress, we tie it back to that outcome and ask if anything has changed. That way, when renewal arrives, the story is already clear. It’s not a pitch. It’s just the next chapter.
How we manage value alignment at Continu
Anchor in business outcomes from day one
In early conversations, we ask, "What does success actually look like to you?" Not just in terms of implementation, but business impact. That answer becomes the thread we carry through onboarding, reporting, and every touchpoint after.
Build mid-cycle checkpoints to revisit value
We structure moments into the lifecycle—after onboarding, at 90 days, and at the start of every QBR—where we ask, "Is this still the right definition of success?" CSMs are trained to listen for drift, including new goals, new stakeholders, and shifting use cases. We document changes and adjust course early.
Connect the dots consistently, not just at renewal
We don’t wait until the contract is up to revisit the value story. Our CSMs regularly bring the original success goal into customer conversations. When we report on progress, we tie it back to that outcome and ask if anything has changed. That way, when renewal arrives, the story is already clear. It’s not a pitch. It’s just the next chapter.
How we manage value alignment at Continu
Anchor in business outcomes from day one
In early conversations, we ask, "What does success actually look like to you?" Not just in terms of implementation, but business impact. That answer becomes the thread we carry through onboarding, reporting, and every touchpoint after.
Build mid-cycle checkpoints to revisit value
We structure moments into the lifecycle—after onboarding, at 90 days, and at the start of every QBR—where we ask, "Is this still the right definition of success?" CSMs are trained to listen for drift, including new goals, new stakeholders, and shifting use cases. We document changes and adjust course early.
Connect the dots consistently, not just at renewal
We don’t wait until the contract is up to revisit the value story. Our CSMs regularly bring the original success goal into customer conversations. When we report on progress, we tie it back to that outcome and ask if anything has changed. That way, when renewal arrives, the story is already clear. It’s not a pitch. It’s just the next chapter.
Why this matters
A few months ago, a customer completely shifted their internal priorities halfway through the year. Their original success plan no longer applied. We caught it in a casual mid-cycle check-in. No deck. No big meeting. Just a moment of listening.
We paused, re-scoped, and adjusted the rollout. When renewal came around, they didn’t just stay; they expanded.
Their words: "You were the only partner who adjusted with us."
That’s what value really is. Not a dashboard metric. A relationship built on relevance, context, and follow-through.
“When we report on progress, we tie it back to that outcome and ask if anything has changed. That way, when renewal arrives, the story is already clear. It’s not a pitch. It’s just the next chapter.”
Why this matters
A few months ago, a customer completely shifted their internal priorities halfway through the year. Their original success plan no longer applied. We caught it in a casual mid-cycle check-in. No deck. No big meeting. Just a moment of listening.
We paused, re-scoped, and adjusted the rollout. When renewal came around, they didn’t just stay; they expanded.
Their words: "You were the only partner who adjusted with us."
That’s what value really is. Not a dashboard metric. A relationship built on relevance, context, and follow-through.
“When we report on progress, we tie it back to that outcome and ask if anything has changed. That way, when renewal arrives, the story is already clear. It’s not a pitch. It’s just the next chapter.”
Why this matters
A few months ago, a customer completely shifted their internal priorities halfway through the year. Their original success plan no longer applied. We caught it in a casual mid-cycle check-in. No deck. No big meeting. Just a moment of listening.
We paused, re-scoped, and adjusted the rollout. When renewal came around, they didn’t just stay; they expanded.
Their words: "You were the only partner who adjusted with us."
That’s what value really is. Not a dashboard metric. A relationship built on relevance, context, and follow-through.
“When we report on progress, we tie it back to that outcome and ask if anything has changed. That way, when renewal arrives, the story is already clear. It’s not a pitch. It’s just the next chapter.”
What to try next
Add a “Value Alignment” slide to your QBRs—anchor to outcomes, not just usage metrics
Revisit each customer’s original success goal regularly—not just before renewal
Audit your top accounts this quarter for value drift—who's executing, but no longer aligned?
In the end, you can’t prove value if you’re measuring the wrong thing.
And you can’t drive outcomes if you never ask whether they’ve changed.
Value isn’t one conversation. It’s a thread you have to keep pulling.
What to try next
Add a “Value Alignment” slide to your QBRs—anchor to outcomes, not just usage metrics
Revisit each customer’s original success goal regularly—not just before renewal
Audit your top accounts this quarter for value drift—who's executing, but no longer aligned?
In the end, you can’t prove value if you’re measuring the wrong thing.
And you can’t drive outcomes if you never ask whether they’ve changed.
Value isn’t one conversation. It’s a thread you have to keep pulling.
What to try next
Add a “Value Alignment” slide to your QBRs—anchor to outcomes, not just usage metrics
Revisit each customer’s original success goal regularly—not just before renewal
Audit your top accounts this quarter for value drift—who's executing, but no longer aligned?
In the end, you can’t prove value if you’re measuring the wrong thing.
And you can’t drive outcomes if you never ask whether they’ve changed.
Value isn’t one conversation. It’s a thread you have to keep pulling.
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© 2025 Planhat AB
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© 2025 Planhat AB
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© 2025 Planhat AB
Customers
© 2025 Planhat AB