claude-code-arcane 1.0.0

package/skills/customer-success-manager/references/cs-metrics-benchmarks.md

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+# Customer Success Metrics and Benchmarks
+
+Industry benchmarks for key customer success metrics, segmented by company size, customer segment, and industry vertical.
+
+---
+
+## Core SaaS Metrics
+
+### Net Revenue Retention (NRR)
+
+NRR measures revenue retained from existing customers including expansion, contraction, and churn. It is the single most important metric for SaaS customer success.
+
+**Formula:** (Starting ARR + Expansion - Contraction - Churn) / Starting ARR * 100
+
+| Performance Level | NRR Range | Interpretation |
+|-------------------|-----------|----------------|
+| Best-in-class | > 130% | Strong expansion engine, very low churn |
+| Excellent | 120-130% | Healthy growth from existing customers |
+| Good | 110-120% | Solid retention with moderate expansion |
+| Target | > 110% | Minimum for sustainable growth |
+| Acceptable | 100-110% | Revenue stable but limited expansion |
+| Below target | 90-100% | Churn exceeds expansion |
+| Concerning | < 90% | Significant revenue erosion |
+
+**Benchmarks by Segment:**
+
+| Customer Segment | Median NRR | Top Quartile | Bottom Quartile |
+|-----------------|------------|--------------|-----------------|
+| Enterprise (>$100K ARR) | 115% | 130%+ | 105% |
+| Mid-Market ($25K-$100K) | 108% | 120% | 98% |
+| SMB (<$25K ARR) | 95% | 105% | 85% |
+
+### Gross Revenue Retention (GRR)
+
+GRR measures revenue retained without counting expansion. It isolates the churn and contraction signal.
+
+**Formula:** (Starting ARR - Contraction - Churn) / Starting ARR * 100
+
+| Performance Level | GRR Range | Interpretation |
+|-------------------|-----------|----------------|
+| Best-in-class | > 95% | Minimal churn, highly sticky product |
+| Excellent | 92-95% | Strong retention |
+| Good | 90-92% | Healthy with room to improve |
+| Target | > 90% | Industry standard target |
+| Acceptable | 85-90% | Moderate churn, needs focus |
+| Below target | 80-85% | High churn impacting growth |
+| Concerning | < 80% | Urgent retention problem |
+
+**Benchmarks by Segment:**
+
+| Customer Segment | Median GRR | Top Quartile | Bottom Quartile |
+|-----------------|------------|--------------|-----------------|
+| Enterprise | 95% | 98% | 90% |
+| Mid-Market | 90% | 95% | 85% |
+| SMB | 82% | 90% | 75% |
+
+---
+
+## Health Score Benchmarks
+
+### Portfolio Health Distribution (Target)
+
+A healthy CS portfolio should have the following approximate distribution:
+
+| Classification | Target Distribution | Alert Threshold |
+|---------------|-------------------|-----------------|
+| Green (Healthy) | 60-70% | < 50% triggers portfolio review |
+| Yellow (Attention) | 20-30% | > 35% signals systemic issues |
+| Red (At Risk) | 5-10% | > 15% requires executive intervention |
+
+### Average Health Score by Segment
+
+| Segment | Target Average | Industry Median | Top Quartile |
+|---------|---------------|-----------------|--------------|
+| Enterprise | > 78 | 72 | 82 |
+| Mid-Market | > 75 | 68 | 78 |
+| SMB | > 70 | 65 | 75 |
+
+### Health Score by Dimension (Industry Medians)
+
+| Dimension | Enterprise | Mid-Market | SMB |
+|-----------|-----------|------------|-----|
+| Usage | 72 | 68 | 60 |
+| Engagement | 70 | 62 | 55 |
+| Support | 78 | 72 | 65 |
+| Relationship | 68 | 60 | 50 |
+
+---
+
+## Churn Metrics
+
+### Logo Churn Rate (Annual)
+
+| Performance Level | Rate | Interpretation |
+|-------------------|------|----------------|
+| Best-in-class | < 5% | Exceptional retention |
+| Excellent | 5-8% | Very strong |
+| Good | 8-12% | Healthy |
+| Acceptable | 12-15% | Room for improvement |
+| Below target | 15-20% | Significant churn problem |
+| Concerning | > 20% | Urgent -- product-market fit issues likely |
+
+**Benchmarks by Segment:**
+
+| Segment | Median Annual Logo Churn | Top Quartile | Bottom Quartile |
+|---------|------------------------|--------------|-----------------|
+| Enterprise | 5% | 2% | 10% |
+| Mid-Market | 10% | 5% | 18% |
+| SMB | 20% | 12% | 35% |
+
+### Churn Leading Indicators
+
+The following metrics have the highest predictive power for churn events:
+
+| Indicator | Lead Time | Correlation with Churn |
+|-----------|-----------|----------------------|
+| Login frequency decline (>30%) | 60-90 days | Very High |
+| NPS drop (>3 points) | 30-60 days | High |
+| Executive sponsor departure | 30-90 days | Very High |
+| Support escalation rate increase | 30-60 days | High |
+| Meeting cancellation increase | 30-45 days | Moderate-High |
+| Feature adoption decline | 60-90 days | Moderate |
+| Competitor mentions | 30-60 days | Moderate |
+
+---
+
+## Expansion Metrics
+
+### Expansion Revenue Rate
+
+| Performance Level | Rate | Notes |
+|-------------------|------|-------|
+| Best-in-class | > 30% of total revenue | Strong land-and-expand motion |
+| Excellent | 25-30% | Effective expansion engine |
+| Good | 20-25% | Solid upsell/cross-sell |
+| Target | > 20% | Minimum for healthy growth |
+| Below target | 10-20% | Expansion motion needs development |
+| Concerning | < 10% | Missing significant expansion opportunity |
+
+### Expansion by Type
+
+| Expansion Type | Typical Contribution | Average Deal Size |
+|---------------|---------------------|-------------------|
+| Seat Expansion | 40-50% of expansion | 15-25% of contract value |
+| Tier Upsell | 25-35% of expansion | 40-80% of contract value |
+| Module Cross-sell | 15-25% of expansion | 10-20% of contract value |
+| Department Expansion | 5-15% of expansion | 50-100% of contract value |
+
+### Expansion Readiness Indicators
+
+| Signal | Interpretation |
+|--------|---------------|
+| Seat utilisation > 90% | Ready for seat expansion |
+| Feature requests for higher tier | Upsell opportunity |
+| Usage of 70%+ of current modules | Ready for cross-sell |
+| New department interest | Department expansion play |
+| Customer referral activity | Strong relationship, open to expansion |
+
+---
+
+## Engagement Metrics
+
+### Customer Engagement Score (CES) Benchmarks
+
+| Metric | Target | Median | Warning |
+|--------|--------|--------|---------|
+| Meeting attendance rate | > 80% | 72% | < 50% |
+| Average NPS | > 50 | 35 | < 20 |
+| Average CSAT | > 4.2/5 | 3.8/5 | < 3.0/5 |
+| Response time (days) | < 2 | 3 | > 5 |
+| QBR completion rate | > 90% | 75% | < 60% |
+
+### Time to First Value (TTFV)
+
+| Segment | Target TTFV | Median TTFV | Warning Threshold |
+|---------|------------|------------|-------------------|
+| Enterprise | < 30 days | 45 days | > 60 days |
+| Mid-Market | < 21 days | 30 days | > 45 days |
+| SMB | < 14 days | 21 days | > 30 days |
+
+---
+
+## CSM Operational Metrics
+
+### Portfolio Management
+
+| Metric | Enterprise CSM | Mid-Market CSM | SMB CSM (Tech-Touch) |
+|--------|---------------|----------------|---------------------|
+| Accounts per CSM | 10-25 | 30-60 | 100-300+ |
+| ARR per CSM | $2M-$5M | $2M-$4M | $1M-$3M |
+| Touch frequency | Weekly-biweekly | Biweekly-monthly | Quarterly-automated |
+| QBR frequency | Quarterly | Semi-annually | Annually |
+| Health score reviews | Weekly | Bi-weekly | Monthly |
+
+### CSM Activity Benchmarks
+
+| Activity | Target per Month | Purpose |
+|----------|-----------------|---------|
+| Strategic calls | 2-4 per account | Relationship building |
+| Health score reviews | 4 (weekly) | Portfolio monitoring |
+| QBR preparation | 3-5 per quarter | Executive engagement |
+| Escalation handling | < 2 per month | Issue resolution |
+| Expansion conversations | 1-2 per account | Revenue growth |
+
+---
+
+## Industry-Specific Benchmarks
+
+### By Industry Vertical
+
+| Industry | Median NRR | Median GRR | Median Logo Churn |
+|----------|-----------|-----------|------------------|
+| Infrastructure/DevOps | 125% | 95% | 5% |
+| Cybersecurity | 120% | 93% | 7% |
+| HR Tech | 110% | 90% | 12% |
+| MarTech | 105% | 87% | 15% |
+| FinTech | 115% | 92% | 8% |
+| HealthTech | 112% | 91% | 10% |
+| EdTech | 100% | 85% | 18% |
+| eCommerce Tools | 108% | 88% | 14% |
+
+### By Company Stage
+
+| Stage | Median NRR | Median GRR | Notes |
+|-------|-----------|-----------|-------|
+| Early Stage (<$10M ARR) | 100% | 85% | Focus on product-market fit |
+| Growth ($10M-$50M ARR) | 110% | 90% | Building CS function |
+| Scale ($50M-$200M ARR) | 118% | 93% | Mature CS operations |
+| Enterprise (>$200M ARR) | 115% | 95% | Optimisation phase |
+
+---
+
+## Metric Relationships
+
+### Key Correlations
+
+| If This Metric Moves | This Also Tends to Move | Direction |
+|---------------------|------------------------|-----------|
+| Health score down | Churn probability up | Inverse |
+| NPS up | NRR up | Direct |
+| TTFV down | GRR up | Inverse |
+| Feature adoption up | Expansion rate up | Direct |
+| Escalation rate up | NPS down | Inverse |
+| Multi-threading depth up | GRR up | Direct |
+
+### The SaaS Retention Equation
+
+**Sustainable Growth requires:** NRR > 110% AND GRR > 90%
+
+If NRR is high but GRR is low: You are churning customers and replacing with expansion from survivors. Not sustainable.
+
+If GRR is high but NRR is low: You retain well but do not expand. Leaving money on the table.
+
+Both high: Healthy, compounding growth from existing customers.
+
+---
+
+**Last Updated:** February 2026
+**Sources:** Industry surveys, SaaS benchmarking reports, customer success community data (2024-2025 data cycles).

package/skills/customer-success-manager/references/cs-playbooks.md

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+# Customer Success Playbooks
+
+Comprehensive intervention, onboarding, renewal, expansion, and escalation playbooks for SaaS customer success management.
+
+---
+
+## Risk Tier Intervention Playbooks
+
+### Critical Risk (Score 80-100)
+
+**Situation:** Customer is at imminent risk of churn. Multiple severe warning signals detected. Requires immediate executive-level intervention.
+
+**Timeline:** Act within 48 hours.
+
+**Steps:**
+
+1. **Executive Escalation (Day 0)**
+   - Alert VP of Customer Success and account executive immediately
+   - Brief internal leadership on situation, warning signals, and ARR at risk
+   - Identify any pending support issues and fast-track resolution
+
+2. **Customer Contact (Day 1-2)**
+   - Schedule executive-to-executive call (VP CS to customer VP/C-level)
+   - Frame the conversation around understanding their challenges, not defending your product
+   - Listen more than talk -- capture the real objections
+
+3. **Save Plan Creation (Day 2-3)**
+   - Create a detailed save plan with specific value milestones tied to their business outcomes
+   - Include timeline, owners, and measurable success criteria
+   - Get internal alignment on any concessions (pricing, features, roadmap commitments)
+
+4. **Rescue Team Assignment (Day 3-5)**
+   - Assign a dedicated rescue team: CSM + Solutions Engineer + Support Lead
+   - Daily internal stand-up (15 min max) on account status
+   - Solutions Engineer to conduct technical health check
+
+5. **Execution and Monitoring (Week 2-4)**
+   - Execute save plan with weekly customer check-ins
+   - Track progress against milestones
+   - Prepare competitive displacement defence if competitor involvement detected
+
+6. **Resolution Assessment (Week 4)**
+   - Evaluate whether the situation is stabilising
+   - If improving: transition to High-risk monitoring cadence
+   - If not improving: escalate to CEO/GM for final intervention
+
+**Success Criteria:** Risk score drops below 60 within 30 days. Customer confirms continued partnership intent.
+
+---
+
+### High Risk (Score 60-79)
+
+**Situation:** Customer showing clear signs of dissatisfaction or disengagement. Still salvageable with focused CSM intervention.
+
+**Timeline:** Act within 1 week.
+
+**Steps:**
+
+1. **Root Cause Analysis (Day 1-3)**
+   - Review all health score dimensions to identify the primary drivers
+   - Pull support ticket history for patterns
+   - Check product usage trends for the past 90 days
+
+2. **CSM Outreach (Day 3-5)**
+   - Schedule a dedicated call with the customer (not a routine check-in)
+   - Open with empathy: "I've noticed some changes and want to make sure we're supporting you properly"
+   - Identify the top 3 customer concerns
+
+3. **30-Day Recovery Plan (Day 5-7)**
+   - Build a 30-day recovery plan with measurable checkpoints every week
+   - Include specific actions for each concern identified
+   - Share the plan with the customer for mutual commitment
+
+4. **Re-Engage Executive Sponsor (Week 2)**
+   - Request a meeting with the executive sponsor
+   - Align on business outcomes and how your product supports them
+   - Confirm continued sponsorship and address any political changes
+
+5. **Support Fast-Track (Ongoing)**
+   - Escalate any pending support tickets internally
+   - Assign a support point of contact for this account
+   - Provide weekly status updates on open issues
+
+6. **Progress Review (Week 3-4)**
+   - Review all metrics for improvement
+   - Adjust plan if specific interventions are not working
+   - If score drops to Critical: escalate to executive playbook
+
+**Success Criteria:** Risk score drops below 40 within 30 days. No new warning signals emerge.
+
+---
+
+### Medium Risk (Score 40-59)
+
+**Situation:** Early warning signs detected. Customer may not be aware of emerging issues. Proactive outreach prevents escalation.
+
+**Timeline:** Act within 2 weeks.
+
+**Steps:**
+
+1. **Data Review (Day 1-5)**
+   - Analyse which dimension(s) are pulling the score down
+   - Review recent support interactions for sentiment clues
+   - Check for any known product issues affecting this customer
+
+2. **Proactive Check-In (Week 1-2)**
+   - Schedule a "value check-in" call (position it as routine, not reactive)
+   - Share relevant success stories from similar customers
+   - Propose a training session or product walkthrough for underutilised features
+
+3. **Value Reinforcement (Week 2-3)**
+   - Send a customised ROI summary showing value delivered
+   - Highlight feature releases relevant to their use case
+   - Connect them with your customer community or user group
+
+4. **Monitoring (Week 3-4)**
+   - Increase monitoring frequency to bi-weekly
+   - Watch for improvement or continued decline
+   - If declining: move to High-risk playbook
+
+**Success Criteria:** Score stabilises above 50 or improves. No escalation to High risk.
+
+---
+
+### Low Risk (Score 0-39)
+
+**Situation:** Customer is healthy. Standard success cadence applies. Focus on value reinforcement and expansion readiness.
+
+**Timeline:** Standard touch cadence.
+
+**Steps:**
+
+1. **Maintain Cadence**
+   - Enterprise: Monthly strategic reviews, quarterly QBRs
+   - Mid-Market: Bi-monthly check-ins, semi-annual reviews
+   - SMB: Quarterly automated health updates, annual review
+
+2. **Proactive Communication**
+   - Share product updates and release notes
+   - Invite to webinars, conferences, and community events
+   - Share relevant industry insights and benchmarks
+
+3. **Expansion Readiness**
+   - Monitor for expansion signals (usage approaching limits, new use cases)
+   - Prepare expansion proposals when timing is right
+   - Position premium features and modules relevant to their needs
+
+4. **Renewal Preparation**
+   - Begin renewal preparation 90 days before contract end
+   - Build renewal proposal with value delivered summary
+   - Identify any terms or pricing adjustments needed
+
+**Success Criteria:** Customer remains in Green classification. Expansion conversations initiated when appropriate.
+
+---
+
+## Onboarding Playbook
+
+### Phase 1: Welcome and Setup (Day 1-14)
+
+| Day | Activity | Owner | Deliverable |
+|-----|----------|-------|-------------|
+| 1 | Welcome email and introduction | CSM | Welcome package sent |
+| 1-2 | Kickoff call | CSM + SE | Success plan drafted |
+| 3-5 | Technical setup and configuration | SE | Environment configured |
+| 5-7 | Admin training session | CSM | Admins trained |
+| 7-10 | Data migration (if applicable) | SE | Data validated |
+| 10-14 | Initial user training | CSM | Core team trained |
+
+### Phase 2: Activation (Day 15-30)
+
+| Day | Activity | Owner | Deliverable |
+|-----|----------|-------|-------------|
+| 15 | Activation check -- are users logging in? | CSM | Usage report |
+| 15-20 | Follow-up training for laggards | CSM | All users active |
+| 20-25 | First business outcome milestone | CSM | Milestone achieved |
+| 25-30 | 30-day review call | CSM | Review documented |
+
+**Critical Milestone:** Time to First Value must be under 30 days.
+
+### Phase 3: Adoption (Day 31-60)
+
+| Day | Activity | Owner | Deliverable |
+|-----|----------|-------|-------------|
+| 30-40 | Feature adoption expansion | CSM | New features in use |
+| 40-50 | Integration setup (if applicable) | SE | Integrations live |
+| 50-60 | Usage benchmarking vs. peers | CSM | Benchmark report |
+
+### Phase 4: Optimisation (Day 61-90)
+
+| Day | Activity | Owner | Deliverable |
+|-----|----------|-------|-------------|
+| 60-70 | Advanced use case workshop | CSM + SE | New use cases identified |
+| 70-80 | ROI measurement | CSM | ROI documented |
+| 80-90 | 90-day executive review | CSM | Transition to steady-state |
+
+**Gate:** Handoff from onboarding to ongoing CSM management. Health score must be Yellow or better.
+
+---
+
+## Renewal Playbook
+
+### 120 Days Before Renewal
+
+- Review contract terms and pricing
+- Assess current health score and trajectory
+- Identify any outstanding issues or concerns
+- Begin internal alignment on renewal strategy
+
+### 90 Days Before Renewal
+
+- Schedule renewal conversation with customer
+- Prepare value delivered summary (ROI, usage stats, milestones achieved)
+- Draft renewal proposal with recommended terms
+- If at-risk: escalate and begin risk mitigation
+
+### 60 Days Before Renewal
+
+- Present renewal proposal to customer
+- Negotiate terms if needed
+- Address any concerns raised during the process
+- Escalate blockers to leadership
+
+### 30 Days Before Renewal
+
+- Finalise contract terms
+- Obtain signatures
+- Plan for any post-renewal actions (expansion, migration)
+- Update CRM with renewal details
+
+### Post-Renewal
+
+- Confirm renewed contract in systems
+- Send thank-you and updated success plan
+- Schedule next QBR
+- Identify expansion opportunities
+
+---
+
+## Expansion Playbook
+
+### Identifying Expansion Signals
+
+| Signal | Expansion Type | Priority |
+|--------|---------------|----------|
+| Seat utilisation > 90% | Seat expansion | High |
+| Requests for features in higher tier | Tier upsell | High |
+| New department inquiries | Department expansion | Medium |
+| High adoption of existing modules | Module cross-sell | Medium |
+| Customer referencing competitors for missing features | Cross-sell | High |
+
+### Expansion Conversation Framework
+
+1. **Discovery:** "I noticed your team has been getting great value from [feature]. Have you considered how [new module] could help with [related business outcome]?"
+2. **Value Framing:** "Companies similar to yours who adopted [module] saw [specific metric improvement]."
+3. **Proposal:** "Based on your current usage, here's what the expansion would look like..."
+4. **Stakeholder Alignment:** Involve the economic buyer early. The champion can advocate, but the budget holder decides.
+5. **Close:** Coordinate with sales/account executive for commercial negotiation.
+
+---
+
+## Escalation Procedures
+
+### Internal Escalation Matrix
+
+| Trigger | Escalation Level | Response Time |
+|---------|-----------------|---------------|
+| Health score drops to Red | VP Customer Success | 24 hours |
+| Executive sponsor leaves | Director CS + AE | 48 hours |
+| Critical bug affecting customer | VP Engineering + VP CS | 4 hours |
+| Customer mentions competitor evaluation | VP CS + VP Sales | 24 hours |
+| Renewal at risk (60 days or less) | CRO/VP Sales | 24 hours |
+| Customer threatens legal action | Legal + VP CS | Immediate |
+
+### Escalation Communication Template
+
+**Subject:** [ESCALATION] {Customer Name} -- {Brief Description}
+
+**Body:**
+- Customer: {name}, {segment}, ${ARR}
+- Health Score: {score} ({classification})
+- Renewal Date: {date}
+- Issue Summary: {2-3 sentences}
+- Warning Signals: {list}
+- Recommended Action: {specific next step}
+- Urgency: {critical/high/medium}
+
+---
+
+**Last Updated:** February 2026