Techniques for Gathering Client Feedback

CSMs, are we asking the right questions? 🤔 Sometimes, we stick to surface-level questions that don’t really get to the heart of what our customers need. But small tweaks can lead to big insights. Here’s how to take your customer conversations from basic to brilliant: Go from: "Are you happy with the product?" ➡️ To: "Can you share a specific example of how our product helped you achieve a recent business goal?" Asking if someone is happy only scratches the surface. The better question digs into the value they get from the product and how it ties into their success metrics. Go from: "Do you have any issues with the product?" ➡️ To: "Can you walk me through a recent challenge you faced while using the product and how you worked around it?" A yes/no question limits feedback. Asking for a specific experience helps you understand user pain points and provides actionable data. Go from: "What features do you like?" ➡️ To: "Which feature did you use most often this past week, and how did it help your team?" It’s not just about what customers like; it's about what creates the biggest impact for their team. Go from: "What are you concerned about during your next board meeting?" ➡️ To: "What key metric are you most focused on reporting to your board next quarter?" Asking this question helps you understand your customer’s priorities and where your product can help them deliver on their goals. Go from: "What metrics are you held accountable to in your specific role?" ➡️ To: "Which metric has been most challenging for you to hit, and how can our product help improve it?" This question shifts the focus to their pain points, giving you a chance to help them leverage your product to overcome obstacles. Go from: "Are there aspects of our product that you feel you are not fully utilizing yet?" ➡️ To: "Is there a feature of our product that you haven’t fully explored but think could be valuable for your team?" This specific question gets customers thinking about how to get more value from your product and where they might need help to unlock new features. --- These updates give you more than answers. They push deeper talks that lead to useful ideas and better connections. What’s one question you plan to improve in your next customer conversation?

CSMs are borrowing techniques from psychotherapy to save renewals. And it's working. The OARS framework comes from therapeutic counseling, but it's perfect for discovery calls. It builds trust faster than any sales technique because it makes prospects feel heard instead of sold to. Here's how it breaks down: - Open Questions. Stop asking "Do you like our product?" Start asking "What's the #1 thing being discussed in your boardroom right now?" Open questions force prospects to think and share real information. Closed questions get you yes/no answers that lead nowhere. - Affirmations. When customers hit milestones, acknowledge it. "You increased automation by 30% ahead of schedule" builds momentum better than moving straight to the next agenda item. - Reflections. This is the secret weapon. Repeat back what they said in your own words: Prospect: "We're drowning in support tickets and need better analysis." You: "So it sounds like you want to extract more insights from your current support system, and you're looking for solutions to do that. Did I get that right?" Reflections prove you're listening and give them a chance to clarify. Even when you're wrong, they'll correct you - which gives you better information. - Summary. End calls by pulling together everything they said, then ask: "What's the next step you think we should take?" When THEY suggest the next step instead of you telling them what to do, they're more likely to follow through. The framework works because it changes us the traditional sales approach that your clients might be used to. Instead of pitching and pushing, you're reflecting and guiding. Most reps ask a question, then immediately ask three more questions because they panic in silence. That turns discovery into an interrogation. OARS teaches you to ask one question, shut up, and let them talk. Then reflect what you heard before moving forward. Chad shared how he used this to save a six-figure renewal during a Sales Assembly session on Customer Discovery last week. The customer had been ghosting emails for weeks. Instead of pitching harder, he asked: "Is there something I should have asked you that maybe I didn't?" The response was a novel about losing faith in the product roadmap and feeling left behind by competitors. That one reflective question uncovered the real issue and saved the deal. Therapists know that people need to feel understood before they'll change their behavior. Customers need to feel understood before they'll renew their contracts.

You’re asking the same questions every 3PL does. And you wonder why you can’t close more business? Let’s get real and ask more thought-provoking questions. 1 - How are current fulfillment delays impacting your ability to hit sales or growth targets? (Follow-up: To what extent has this limited your ability to scale?) 2 - Many brands say they lose customers due to inconsistent delivery times. How often is this an issue for your customer experience? (Follow-up: How has this inconsistency impacted repeat purchases or brand loyalty?) 3 - Many of our clients tell us they struggle with balancing inventory across multiple locations. How is that showing up in your operations? (Follow-up: How has this affected delivery times and stockouts?) 4 - Many brands feel frustrated when their 3PL’s customer service is outsourced or limited to ticketing systems. To what extent has this affected your ability to get timely solutions? (Follow-up: How does the lack of direct support impact your operations, especially during high-stress periods like peak season?) 5 - How much time does your team spend waiting on ticket responses instead of getting immediate answers? What’s the impact on your day-to-day operations and ability to quickly solve issues? (Follow-up: Would having a dedicated support rep or real-time assistance change the way you interact with your 3PL?) 6 - We hear from brands that they often feel like ‘just another number’ to their 3PL. How personalized or tailored is the support and service you currently receive? (Follow-up: To what extent does a lack of personalization impact your ability to meet your unique fulfillment needs?) 7 - How valued do you feel as a client? Are you able to reach decision-makers when issues arise, or do you feel stuck in a chain of command? (Follow-up: What would happen to your average order processing time if you had a direct line to the right people when problems arise?) 8 - To what extent do you feel your 3PL actually understands and prioritizes your brand’s specific needs, rather than treating you like any other client? (Follow-up: What’s the impact on your customer retention if your 3PL isn’t helping you deliver a differentiated experience?) 9 - How much influence do you have over the warehousing process when the 3PL doesn’t directly control the warehouse? What limitations do you see in terms of customization or flexibility? (Follow-up: If warehouse outsourcing leads to even a slight dip in order accuracy, what does that mean for your return rate and customer loyalty?) 10 - Many brands struggle with unexpected fees from their 3PL. To what extent has a lack of cost transparency impacted your ability to forecast budgets accurately and plan effectively? (Follow-up: If hidden fees are causing budget overruns, what’s the impact on your overall profitability?) The more you know. #3PL #ecommerce #sales

Here's a lil secret about “check in" or cadence calls with your customers. Many of us were taught that these touchpoints are to understand how the customer is using our product, address any issues, and identify expansion opportunities. Here's the fatal flaw in that theory. Your customer hasn't woken up thinking about your product today. They're not sitting around wondering how to use more of your features. And they certainly haven't assembled a list of needs for you to solve. They have a job, with a job description and priorities they need to execute. So, at best they think of your product maybe 40% of their. At worst its 0%. So, how could we approach customer discovery in a constant fashion? 1 - Build a hypothesis on what business objectives this account is trying to achieve this quarter/year, and seek to understand what you're missing as an outsider. Find this in their latest earnings call, leadership announcements, press releases about new initiatives. Bring it to the call, and frame it as, "This is what I can observe from my research - what did I miss?" 2 - Be curious about HOW your champion currently believes they will accomplish those goals, and seek to understand HOW they formed that opinion. Example: Company's goal is to reduce customer acquisition costs by 30%. Your champion believes they need better lead scoring. They believe this because Marketing keeps sending "bad leads" to Sales. 3 - Introduce evidence that contradicts those beliefs/assumptions. Our goal isn't to tell them they're wrong. It's to introduce an insight that reveals a crack in their thinking. "We analyzed 200 companies in your industry and found the ones with the lowest CAC actually focus first on conversion rate optimization, not lead scoring." 4 - Give them a formula to calculate the implications of continuing with their current approach. This is NOT about your ROI. This is about the cost of continuing down their current path. Always tie this back to a P&L impact: increased costs, decreased revenue, or missed growth opportunities that affect the bottom line. Make it concrete, not conceptual. 5 - If you've piqued their curiosity, suggest that they collect the inputs needed to calculate the size of the problem, and bring those to the next call. Don't jump to how your solution helps yet. Just agree that you'll explore the size of the opportunity together. Customer success calls shouldn't feel like a product usage review or a veiled sales pitch. They should feel like two colleagues looking at the business landscape together, with you bringing outside perspective they can't see from within. The most valuable CS teams don't just ensure adoption—they impact their customer's P&L. When your discovery connects directly to revenue growth, cost reduction, or margin improvement, you transform from a vendor contact to a strategic advisor. What would happen if your CS team approached discovery this way?