Latest news with #PMP
Forbes
a day ago
- Business
- Forbes
Why Your Customer Success Team Might Be Measuring The Wrong KPI
Andrew Neal, PMP, is the Chief Operating Officer of Endpoint Automation Solutions. Customer success teams across software companies monitor key metrics religiously—reviewing dashboards, logging customer interactions and celebrating progress. But here's the uncomfortable truth: Tracking KPIs doesn't guarantee you're measuring the right ones. I've seen it firsthand. A team can hit its targets—like reducing average response time or boosting satisfaction scores—yet churn quietly rises, upsell opportunities stall and executive teams are left scratching their heads. Why? Because we often confuse activity with impact. And that gap can be the difference between a customer who renews and expands, and one who walks. The Danger Of Vanity Metrics Customer success managers are typically measured on metrics like net promoter score (NPS), customer satisfaction (CSAT) and ticket resolution time. These numbers can make us feel good, but they often lack depth. They tend to measure perception rather than outcomes, as well as lagging indicators that don't address early warning signs. For example, a customer might rate a support interaction highly but still leave a month later because they never fully adopted the product. NPS may rise while product usage falls. A customer may be "happy," but that doesn't mean they're successful. Vanity metrics give a snapshot but don't tell the full story. They measure engagement rather than outcomes. And they're dangerous because they create a false sense of momentum. The Metrics That Often Get Overlooked If your KPIs aren't tied to customer outcomes or revenue impact, it's time to recalibrate. Here are five metrics I've seen make a real difference: 1. Customer Health Score: A composite metric that includes usage, engagement, ticket volume and sentiment, customized to your business model. A good health score is predictive, not reactive. 2. Time To First Value (TTFV): This measures how quickly a customer receives meaningful value from your product after onboarding. Faster value = stickier customer. 3. Feature Adoption/Usage Depth: Are customers using the core features that drive ROI? Are they exploring new ones? Usage is a leading indicator of expansion potential. 4. Net Revenue Retention (NRR): NRR combines renewals, upsells and downsells. It's a powerful measure of whether you're growing your value within the existing customer base. I have found this metric to have the most impact within my businesses. It is frequently the most evident connection between customer success and business performance. Some companies, such as Hubspot, reinforced the importance of this metric by linking it to customer usage and executive bonus calculations. 5. Churn By Cohort Or Segment: Looking at churn by customer segment, use case or lifecycle stage often uncovers more than raw churn percentages alone. The best metrics aren't just easy to track; they tell a story about the customer's experience, align teams around value delivery and help you act on it. Aligning KPIs To The Customer Journey Another misstep I often see is applying the same KPIs across the entire customer lifecycle. But onboarding is not the same as renewal. Product adoption is not the same as expansion. Each phase deserves its own success markers. For example: • Onboarding: Track TTFV, implementation time and early feature usage. • Adoption: Look at engagement scores, support interaction frequency and usage trends. • Renewal: Monitor NRR, contract value trends and support history. • Expansion: Focus on upsell activity, executive sponsor engagement and ROI realization. When KPIs are matched to the stage the customer is in, CSMs can be more proactive, and your leadership team gains clearer visibility. Cross-Functional Alignment Is Critical Customer success doesn't live in a silo. If your customer success team is tracking one set of KPIs while sales, product and finance are tracking others, you're likely flying blind in at least one direction. At our company, we've made it a point to connect CS metrics to broader business goals. For example: • Customer success tracks feature adoption, which results in the product gaining insight into roadmap priorities. • Customer success identifies common churn reasons, which helps sales adapt to ideal customer profiles. • Customer success surfaces ROI use cases, which allows marketing to build stronger case studies. Shared dashboards and recurring cross-departmental reviews have been game changers. When customer success is embedded into the broader revenue engine, the value becomes exponential. Audit And Redesign Your Success Metrics If you haven't audited your KPIs recently, now's the time. Here's a simple checklist I recommend to other executives I meet with on this topic: 1. Are your customer success metrics aligned with long-term customer outcomes? If not, you're optimizing for short-term wins that may not drive retention or expansion. 2. Are they predictive, not just reflective? Metrics like health score and time to first value (TTFV) help you intervene early. 3. Are you segmenting insights? One-size-fits-all metrics may be hiding important trends across verticals or customer types. 4. Do your KPIs inform other departments? Metrics should create alignment, not just accountability. 5. Are they actionable? A good KPI should lead to a decision or behavior change. 6. And most importantly: Do you review them regularly? Your business evolves. Your metrics should, too. Meet monthly with your customer success leadership team to monitor key indicators like NRR, Churn risk and usage trends. This helps flag early signs of change before they escalate. In addition to meeting with your customer success leadership team monthly, you should also host a comprehensive KPI review that includes stakeholders from product, sales, marketing and finance to align on business goals, adjust targets based on customer behavior and monitor market feedback. Companies like Slack identified that siloed KPI's across departments hindered a cohesive approach to customer success. Using cross-departmental reviews, they were able to foster a unified strategy, enhancing customer experience and contributing to net revenue retention. The job of a customer success team is not just to support—it's to drive growth. But if you're measuring the wrong things, you're likely missing what matters most. The right KPIs will tell you where the friction points are, where the opportunities lie and how to evolve your customer journey to drive value. They won't just help you track success—they'll help you create it. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
BBC News
2 days ago
- Health
- BBC News
Major Hampshire study to examine rare appendix cancer
For the first time a major study aims to get a better understanding of the biology of a rare appendix cancer and dramatically delay peritonei, or PMP, affects up to 400 new patients in the UK a year, with as many as 40% seeing it return after the last 30 years Basingstoke and North Hampshire Hospital has become a world leader in this type of cancer. PMP originates in the appendix and spreads throughout the peritoneal cavity, which is the space within the abdomen that contains the intestines, stomach, and liver. Kelly Warwick, 46, is part of the new trial that aims to stop it returning. It involves what is called a "hot wash" of chemotherapy after the cancerous tumour is removed."They put the chemo liquid inside and that stays in for about an hour to an hour and a half, and then they take that out and sow you back up," she describes it as "obviously very painful", but said the main aftereffect was "tiredness".But Kelly said she now felt '"absolutely fine"."I've recovered really well, I've been very lucky thankfully. I literally had no symptoms from the chemo, there was nothing," she said. The hospital's Peritoneal Malignancy Institute will study up to 200 patients who will be given two different will be randomising patients, giving different doses of chemotherapy, and monitoring them to establish how the cancer responds, as well as what impacts it has on a patient's quality of five-year research study aims to explore how a patient's post-operative prognosis could be improved through greater understanding of chemotherapy treatments, as well as dosage. The study, which is being carried out in partnership with the Southampton Clinical Trials Unit, will also deliver insight into the genetics of the disease, something which could assist in identifying more targeted treatment for Surgeon Faheez Mohamed said the research programme would result in the hospital's "pioneering work" gaining "understanding that will aid innovation in treatment for our patients, and so improving long-term prognoses".The hospital trust said the results could be life-changing for people suffering with this rare cancer all over the world. You can follow BBC Hampshire & Isle of Wight on Facebook, X (Twitter), or Instagram.
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Business Standard
14-07-2025
- Automotive
- Business Standard
Electric two-wheeler firms in talks with govt for localisation relief
PLI, PMP targets under strain as rare earth magnet stocks fast dry up Surajeet Das Gupta New Delhi Listen to This Article Electric two-wheeler (e2W) firms have approached the Ministry of Heavy Industries (MHI), seeking exemptions from including electric motors in the localisation calculations under the production-linked incentive (PLI) scheme for automobile and auto components — and from the phased manufacturing programme (PMP) localisation requirement for subsidy eligibility under the PM Electric Drive Revolution in Innovative Vehicle Enhancement scheme. In a meeting with the MHI, 2W companies told the government that their stock of rare earth magnets is dwindling, leaving them with no option but to import electric motors — already fitted with rare earth magnets — directly from China. Earlier, many companies
Time of India
14-07-2025
- Automotive
- Time of India
Smaller e-bike cos slip after FAME red flag
Electric two-wheeler makers penalised for violating Faster Adoption and Manufacturing of Electric Vehicles-II ( FAME-II ) subsidy norms have seen a collapse in sales, with several smaller players nearly vanishing from the market. The government's crackdown has consolidated market share among a few players. Gurugram-based Okinawa Autotech saw its annual sales nosedive from 31,618 units in 2023 to 4,855 in 2024. In the first half of 2025, it has managed to sell just 1,422 vehicles, according to data from the government's Vahan portal. Ampere Vehicles , owned by Greaves Electric Mobility, also recorded a drop in volumes. Combined sales reported on Vahan under both Ampere and Greaves fell to 26,963 units in 2025 so far, down from 36,148 units in 2024 and 66,958 in 2023. Other manufacturers such as AMO Mobility and Benling India have almost disappeared from the market, selling just 25 and 95 vehicles, respectively, in 2025. Launched in 2019, FAME-II aimed to promote domestic manufacturing by mandating that a fixed percentage of components be sourced locally to qualify for demand incentives. However, between late 2022 and early 2023, the government began investigating multiple companies after receiving complaints of non-compliance. 'The market has been a bit slow but is likely to improve… We are finding our own ways to sell our vehicles,' said Sushant Kumar, founder of AMO Mobility, without elaborating. Hero Electric , once a market leader, is now undergoing insolvency proceedings. The resolution professional has invited bids for the bankrupt company. Hero had 29,965 vehicle registrations in 2023, which plunged to 2,916 units in 2024 and 382 units so far in 2025. 'This is a case of regulatory action that essentially took the wind out of these companies,' said V G Ramakrishnan, managing partner at Avanteum Advisors LLP. 'They benefited from the subsidies without following the rules and ultimately paid the price. They had a business model but failed to invest in localisation or comply with government directives, yet continued to claim incentives.' The decline in registrations follows the Ministry of Heavy Industries' decision to suspend subsidy disbursals after several electric two-wheeler makers were found violating Phased Manufacturing Programme (PMP) localisation norms under FAME-II. A total of 13 companies came under scrutiny. Six including Hero Electric, Okinawa Autotech, Benling India, AMO Mobility, Greaves Electric Mobility and Revolt Motors were found to have violated the norms. Following detailed audits and vendor invoice checks, these companies were directed to return subsidies, with the total clawback estimated at ₹469 crore. Among these, Revolt, Greaves, and AMO Mobility returned a combined ₹170 crore to the government. Hero Electric, Okinawa Autotech, and Benling India contested the claims and approached the courts. 'The temporary dip in numbers during 2024 was primarily due to a voluntary business pause we undertook while seeking regulatory clarity around the FAME-II subsidy criteria. Like several players in the industry, we faced challenges, which significantly impacted operations across the sector,' said a spokesperson for Greaves Electric Mobility. 'However, following the resolution and payment of dues, we have resumed normal business operations and are witnessing a steady recovery in registrations and market momentum.' Benling India declined to comment on the matter, while Hero Electric's Naveen Munjal, Okinawa, and Revolt Motors and did not respond to queries. In December 2024, the Serious Fraud Investigation Office (SFIO) launched inquiries into Hero Electric, Benling India and Okinawa Autotech for allegedly falsifying documents to show compliance. Raids and document seizures were carried out as part of the probe into the fraudulent availing of subsidies worth ₹297 crore. The loss of subsidies led to sharp price increases across models, denting consumer demand and leading to a collapse in sales at these firms. 'Some companies deliberately ignored the policy, which had commercial consequences,' Ramakrishnan said. 'When the government enforced localisation norms strictly, these firms lost out. But this did not mean the entire market collapsed. In fact, new players entered, and existing compliant players expanded.' While smaller, non-compliant players crumbled, the market share of large, compliant players such as TVS Motor, Bajaj Auto, Ola Electric, and Ather Energy has grown. TVS and Bajaj, leveraging strong supply chains and brand credibility, are now leading the electric two-wheeler segment. Ola Electric, though facing increased regulatory scrutiny and a decline in market share, continues to scale production and remains among the top players. Ather Energy has also benefited from the shake-up, with a steady rise in registrations and continued investments in new models and charging infrastructure. The government, meanwhile, is working on a successor programme, referred to as FAME-III , aimed at promoting electric mobility while ensuring stricter compliance and a stronger focus on domestic manufacturing. The new policy is expected to further support the transition to cleaner mobility and reduce the country's dependence on fossil fuels.
Time of India
14-07-2025
- Automotive
- Time of India
Smaller EV players nearly wiped out as FAME-II crackdown triggers sales collapse
Academy Empower your mind, elevate your skills ETtech Electric two-wheeler makers penalised for violating Faster Adoption and Manufacturing of Electric Vehicles-II ( FAME-II ) subsidy norms have seen a collapse in sales, with several smaller players nearly vanishing from the market. The government's crackdown has consolidated market share among a few Okinawa Autotech saw its annual sales nosedive from 31,618 units in 2023 to 4,855 in 2024. In the first half of 2025, it has managed to sell just 1,422 vehicles, according to data from the government's Vahan portal. Ampere Vehicles , owned by Greaves Electric Mobility , also recorded a drop in volumes. Combined sales reported on Vahan under both Ampere and Greaves fell to 26,963 units in 2025 so far, down from 36,148 units in 2024 and 66,958 in manufacturers such as AMO Mobility and Benling India have almost disappeared from the market, selling just 25 and 95 vehicles, respectively, in 2025. Launched in 2019, FAME-II aimed to promote domestic manufacturing by mandating that a fixed percentage of components be sourced locally to qualify for demand incentives. However, between late 2022 and early 2023, the government began investigating multiple companies after receiving complaints of non-compliance.'The market has been a bit slow but is likely to improve… We are finding our own ways to sell our vehicles,' said Sushant Kumar, founder of AMO Mobility, without elaborating. Hero Electric , once a market leader, is now undergoing insolvency proceedings . The resolution professional has invited bids for the bankrupt company. Hero had 29,965 vehicle registrations in 2023, which plunged to 2,916 units in 2024 and 382 units so far in 2025.'This is a case of regulatory action that essentially took the wind out of these companies,' said VG Ramakrishnan, managing partner at Avanteum Advisors LLP. 'They benefited from the subsidies without following the rules and ultimately paid the price. They had a business model but failed to invest in localisation or comply with government directives, yet continued to claim incentives.'The decline in registrations follows the Ministry of Heavy Industries' decision to suspend subsidy disbursals after several electric two-wheeler makers were found violating Phased Manufacturing Programme (PMP) localisation norms under FAME-II.A total of 13 companies came under scrutiny. Six, including Hero Electric, Okinawa Autotech, Benling India, AMO Mobility, Greaves Electric Mobility and Revolt Motors, were found to have violated the norms. Following detailed audits and vendor invoice checks, these companies were directed to return subsidies , with the total clawback estimated at Rs 469 these, Revolt, Greaves, and AMO Mobility returned a combined Rs 170 crore to the government. Hero Electric, Okinawa Autotech, and Benling India contested the claims and approached the courts.'The temporary dip in numbers during 2024 was primarily due to a voluntary business pause we undertook while seeking regulatory clarity around the FAME-II subsidy criteria. Like several players in the industry, we faced challenges, which significantly impacted operations across the sector,' said a spokesperson for Greaves Electric Mobility. 'However, following the resolution and payment of dues, we have resumed normal business operations and are witnessing a steady recovery in registrations and market momentum.'Benling India declined to comment on the matter, while Hero Electric's Naveen Munjal, Okinawa, and Revolt Motors and did not respond to December 2024, the Serious Fraud Investigation Office (SFIO) launched inquiries into Hero Electric, Benling India and Okinawa Autotech for allegedly falsifying documents to show compliance. Raids and document seizures were carried out as part of the probe into the fraudulent availing of subsidies worth Rs 297 loss of subsidies led to sharp price increases across models, denting consumer demand and leading to a collapse in sales at these firms.'Some companies deliberately ignored the policy, which had commercial consequences,' Ramakrishnan said. 'When the government enforced localisation norms strictly, these firms lost out. But this did not mean the entire market collapsed. In fact, new players entered, and existing compliant players expanded.'While smaller, non-compliant players crumbled, the market share of large, compliant players such as TVS Motor Bajaj Auto , Ola Electric, and Ather Energy has grown. TVS and Bajaj, leveraging strong supply chains and brand credibility, are now leading the electric two-wheeler Electric, though facing increased regulatory scrutiny and a decline in market share, continues to scale production and remains among the top players. Ather Energy has also benefited from the shake-up, with a steady rise in registrations and continued investments in new models and charging government, meanwhile, is working on a successor programme, referred to as FAME-III, aimed at promoting electric mobility while ensuring stricter compliance and a stronger focus on domestic manufacturing. The new policy is expected to further support the transition to cleaner mobility and reduce the country's dependence on fossil fuels.
