“customer”的搜索结果

Analyze customer profitability and revenue durability for SaaS, subscription, and other recurring businesses. Examine acquisition costs, retention, and revenue trends by customer group, then produce an Excel workbook, summary slide, and issues for further investigation.

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• Assessing recurring revenue quality in an investment target
• Tracking revenue by customer acquisition year
• Comparing acquisition costs with customer lifetime value

Assess customer account health using evidence about relationships, engagement, commercial status, support, and delivered value. Prepare a quarterly business review with documented outcomes, open commitments, suggested attendees, and an agenda for the next phase.

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• Check customer relationship health and renewal risks
• Prepare outcomes and an agenda for a quarterly business review
• Compare meeting and email activity across periods

Turn an unresolved customer issue into a structured brief for the right team. Gather context, document reproduction steps, assess customer and business impact, and clarify the action and deadline needed from engineering, product, security, or leadership.

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• Preparing a bug report for engineering
• Consolidating reports of an issue affecting multiple customers
• Escalating an issue that puts a customer renewal at risk

Map the customer experience from discovering a product to recommending it. Create a table of interactions, actions, emotions, and pain points at each stage, then prioritize improvements to sign-up, initial use, and continued engagement.

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• Mapping the full customer experience
• Finding friction during sign-up and initial use
• Identifying reasons customers leave

Check new customer onboarding progress using HubSpot and Postgres, identify stalled or overdue milestones, and prepare emails tailored to the missed step. Notify the customer success manager while leaving customer communication to human review.

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• Daily checks of new customer onboarding progress
• Drafting helpful emails for stalled setup steps
• Reminding customer success managers about overdue accounts

Define ideal customers and a clear market position for an AI product. Use customer evidence to separate customer fit from buying intent, turn technical capabilities into business messages, and plan recurring checks of product-market fit.

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• Define ideal customers using existing customer data
• Clarify differentiation from competitors and manual work
• Translate technical features into messages for buyers

Collect customer reviews from e-commerce product and review pages, including review text, ratings, dates, verified purchase status, and helpful votes. Gather multiple pages of feedback to prepare data for customer opinion research and sentiment analysis.

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• Gathering customer feedback for product research
• Preparing review text for sentiment analysis
• Collecting recent or helpful Amazon reviews

Builds an ideal customer profile from evidence: case studies, testimonials, customer logos, solutions pages, reviews and any sales notes you have. Produces market sizing layers, firmographic segments, a champion and an economic buyer persona, a negative ICP, intent signals, customer proof points and a voice-of-customer section in the buyers' own words, every claim sourced. Triggers: "ICP research", "ideal customer profile", "who are our customers", "customer segments", "buyer personas", "who should we target". Run after /company-context. Not for competitor analysis (use /competitor-research) or call transcript patterns (use /win-loss).

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Product marketing and go-to-market strategy for B2B SaaS launches and positioning. Use this skill when planning a product launch, developing positioning and messaging, analyzing competitive landscape, building customer advocacy programs, designing a customer referral program (who may accept the reward, how the introduction is made), designing a win/loss interview program, working out why we lose deals, designing GTM strategy, creating category positioning, planning analyst briefings, or deciding which country to expand into and how far to localize. Also use it for an early-stage startup where the founder is still doing the selling — running founder-led sales, setting up a design-partner program, judging whether you have product-market fit, deciding what not to do yet, deciding when to hire the first AE or first marketer, and moving upmarket to larger buyers. Also use it when your company has just acquired another (or is about to), to plan the marketing integration: what you may and may not do between signing and close, the first letter to the acquired customers, whether to keep, endorse, fold in or retire the acquired brand, merging the two marketing databases without mailing people who opted out, when to start cross-selling, and announcing a product sunset. Also use it to design a demand-generation campaign and the channel plan it runs on: one campaign with one job, the offer for buyers who are and are not in market, what each channel is for, the kill and scale rules set before launch, the follow-up sales agrees to, the yearly calendar of always-on programs and tentpole campaigns, and which channels to keep, test or stop. Also use it for brand marketing and demand creation — how much to spend on brand versus performance, what to measure when a brand campaign produces no conversion event, and how to answer "we cannot attribute it". Also triggers on: founder-led sales, founder-led GTM, design partners, design partner agreement, first customers, first 10 customers, do we have product-market fit, PMF, Sean Ellis test, very disappointed survey, pre-seed, seed stage, when to hire our first AE, first sales hire, first marketing hire, moving upmarket, going upmarket, enterprise readiness, first enterprise deal, what do enterprise buyers need before they sign, positioning, product launch, beta program, early access program, design partners, private preview, public preview, general availability, GA launch, when can we call it GA, can sales sell a beta feature, selling the roadmap, launch tier, competitive intelligence, messaging, customer advocacy, win/loss analysis, win/loss interviews, why we lose deals, closed-lost analysis, loss reason, close-reason field, competitive displacement, displace an incumbent, rip and replace, competitive takeout, switch from a competitor, win deals from a competitor, incumbent contract, renewal window, auto-renewal notice period, switching costs, EU Data Act, cloud switching rights, why do we lose to no decision, GTM, category design, ideal customer profile, ICP, what is our real ICP, who actually buys from us, refresh our ICP from closed-won deals, ICP refresh before planning, analyst briefing, G2 review, international expansion, market entry, expand into Europe, which country should we launch in next, localization, translate our site, in-country go-to-market, regional GTM, is cold email legal in Germany, brand marketing, brand awareness, brand vs performance, brand versus demand gen, demand creation, demand capture, 95-5 rule, out of market buyers, category entry points, distinctive brand assets, mental availability, brand tracking, brand health, brand lift, share of search, how do we measure brand, justify brand spend, brand budget. Also triggers on public-sector marketing: sell to government, government marketing, public sector go-to-market, federal marketing, state and local government, SLED, FedRAMP, FedRAMP marketing claims, can we say FedRAMP ready, GovRAMP, StateRAMP, VPAT, accessibility confor

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Use when the user says "run customer discovery", "help me interview customers", "write customer interview questions", "validate my assumption", "talk to users", "synthesize customer interviews", "what are my customers saying", "user research for my startup", "mom test interview", "are we solving a real problem", or wants to extract real insight from conversations with potential or existing customers.

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Build a detailed buyer persona or customer profile. Use when the user says "write a persona", "build a buyer persona", "customer persona for [product]", "who is our target customer", "ICP document", "ideal customer profile", "define our buyer", "who are we building this for", "customer profile", "audience profile", or wants to create a documented, research-backed profile of who buys the product and why. For sourcing the real research behind a persona, see customer-research. For segment and firmographic definition, see icp-research. For writing it into the knowledge base, see brand-context.

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Design a 100-day customer onboarding plan with phase gates based on Never Lose a Customer Again by Joey Coleman. Use when user says "onboarding plan", "new customer onboarding", "customer kickoff", "first 90 days", "activation plan", "customer launch plan", "new customer journey", or "implementation plan" - even if they don't say "100 days" explicitly. Applies to CSMs designing structured onboarding programs that move customers from signed contract to full adoption.

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Design and improve customer referral and affiliate programs that bring in new customers through existing users or partners. Plan rewards, sharing methods, outreach emails, and measurement to identify where participation or signups need improvement.

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• Designing a customer referral program
• Reviewing affiliate commissions
• Improving referral participation and signups

Organize customer support emails, turn requests into tasks, and record ticket updates in a tracking spreadsheet. Escalate urgent issues through Google Chat and schedule follow-up calls with customers in Google Calendar.

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• Sort and prioritize support emails
• Turn customer emails into support tasks
• Record ticket status in a tracking spreadsheet

Helps startup leaders make strategic data decisions: assess permission to train AI on customer data, choose data architecture, evaluate customer data as a business asset, and sequence hiring around the decisions the business needs to make.

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• Assessing customer data for AI training
• Choosing data architecture and what to build or buy
• Evaluating data assets before fundraising or M&A

Use defined customer and order tables to build sales analysis queries with consistent business rules. Calculate revenue from completed orders, rank customers by spending, and identify high-value orders using the supplied thresholds and SQL example.

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• Ranking the top ten customers by revenue over three months
• Calculating revenue from completed orders
• Finding orders with a total amount above 1,000

Analyze public reviews, app stores, and forums to identify unmet customer needs, competitor weaknesses, and reasons for switching products. Receive short customer quotes with source links, recurring themes, and hypotheses to validate in interviews.

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• Finding recurring complaints about competitors
• Preparing hypotheses before customer interviews
• Gathering quoted evidence for sales comparison guides

Create a customer journey map showing actions, contact points, emotions, success measures, and responsible teams at each stage. Use it to identify frustrating experiences, compare improvement opportunities, and build a shared view across departments.

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• Reviewing the customer experience from discovery to continued use
• Investigating where customers drop out
• Aligning marketing, sales, product, and support teams

Design processes to retain customers and grow revenue from existing accounts. Use product activity and customer relationships to define risk signals, upgrade opportunities, onboarding steps, renewal schedules, and follow-up plans for previously lost sales opportunities.

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• Defining early warning signals and responses for customer churn
• Planning upgrade offers based on product usage
• Designing onboarding and renewal workflows

Draft first replies to customers and identify tickets that require human review before sending. The skill defines sensitive cases to escalate and guides replies that explain the next action, name who handles it, and match the customer's tone.

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• Drafting a first reply to a customer
• Identifying tickets that need human review
• Explaining next steps and who handles them

Deploys, queries, and debugs AWS Marketplace usage-based (PAYG) metering — the pipeline (ResolveCustomer, BatchMeterUsage, EventBridge via SAM) and querying/debugging metering records, statuses, failures, discrepancies. Covers Concurrent Agreements (CustomerAWSAccountId + LicenseArn), multi-product, CloudTrail Event History (90 days; never CloudTrail Lake), Seller Reports (Billed Revenue/Usage columns + CSV/SDDS parsing), existing-stack detection, metering region for BatchMeterUsage/MeterUsage (DisabledApiException), metered AMI/Container + IAM roles, where registration data lives (customer-profile table), legacy ProductCode + CustomerIdentifier, DuplicateRecord/CustomerNotSubscribed, bad LicenseArn. Also SCOPES adjacent asks — flat-rate/SaaS-Subscription "do I still meter", CCP included-units + overage, contract term/annual renewal, forecasting future bills/usage — with the right answer or a one-line redirect. Use for any BatchMeterUsage/ResolveCustomer or SaaS usage-billing question.

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Build a User Generated Content (UGC) strategy — getting customers to create content, review generation, UGC briefs for creators, social campaigns, contest mechanics, legal rights management, and repurposing UGC in paid ads. Use when the user says "UGC", "user generated content", "get customers to create content", "customer content", "UGC ads", "UGC creators", "organic UGC", "UGC strategy", "how do we get customers to post about us", "brand hashtag", "UGC brief", "influencer UGC", "UGC for ads", "customer photos and videos", or wants to use real customer content to build trust and reduce content production costs.

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Applies Steve Blank's Customer Development methodology from The Four Steps to the Epiphany. Use when a startup is searching for customers and a business model before scaling. Covers Customer Discovery, Customer Validation, Customer Creation, and Company Building. Triggers include 'we built it but no one's buying', 'should we hire salespeople yet', 'how do we find our first customers', 'we're burning cash and sales aren't scaling', 'are we in a new or existing market', 'when do we scale'. NOT for companies that have already crossed the chasm into mainstream (use Crossing the Chasm instead), not for optimizing an existing sales funnel, not for product development methodology (this is its companion, not replacement).

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A great product that nobody knows about is a failed product. Go-to-market strategy is how you get your product into customers' hands. Not marketing in the abstract - specific motions, channels, and sequences for your specific situation. This skill covers GTM motion selection (product-led, sales-led, community), channel strategy, launch sequencing, early customer acquisition, and the critical transitions between GTM phases. Use when "go to market, GTM, launch strategy, how to get customers, sales vs product-led, channel strategy, market entry, customer acquisition, distribution strategy, product launch, getting first customers, sales motion, bottoms up, top down sales, go-to-market, gtm, launch, product-led-growth, sales, channels, customer-acquisition, distribution, marketing" mentioned.

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