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cco-review

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Original

English
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Translation

Chinese

/cs:cco-review — CCO Forcing Questions

/cs:cco-review — CCO核心质询问题

Command: 
/cs:cco-review <plan>
The retention-obsessed CCO pressure-tests any plan that touches customer experience. Six questions before any retention claim, segmentation change, CS team expansion, or major CS hire.
命令： 
/cs:cco-review <plan>
以留存为核心的首席客户官（CCO）会对所有涉及客户体验的计划进行压力测试。在提出任何留存主张、调整客户细分、扩张CS团队或进行重大CS招聘前，需先回答以下六个问题。

When to Run

适用场景

  • Before any board narrative that includes a retention number
  • Before approving a CS team headcount expansion
  • Before re-segmenting the customer base or changing tier definitions
  • Before launching a customer marketing or advocacy program
  • Before a major CS hire (CSM, AM, Implementation, Customer Marketing)
  • When NRR is "great" but churn complaints from CSMs are increasing
  • Before deciding whether to add an AM role separate from CSM
  • 在任何包含留存数据的董事会汇报之前
  • 在批准CS团队人员编制扩张之前
  • 在重新划分客户群体或调整客户层级定义之前
  • 在启动客户营销或客户推荐计划之前
  • 在进行重大CS岗位招聘之前（客户成功经理CSM、客户经理AM、实施专员、客户营销专员）
  • 当净留存率（NRR）表现“良好”但CSM反馈的客户流失投诉不断增加时
  • 在决定是否增设独立于CSM的客户经理（AM）岗位之前

The Six CCO Questions

六个CCO核心问题

1. What's the GROSS retention rate?

1. 总留存率（GRR）是多少？

Not NRR. Gross. NRR can hide a leaky bucket behind expansion.
  • GRR healthy ≥ 90% at growth stage, ≥ 95% at scale
  • If GRR < 85% but NRR > 100%, the product is failing for 15%+ of customers; expansion is masking the failure
  • Run 
    retention_decomposition_analyzer.py
不是净留存率（NRR），是总留存率。 NRR可能会通过业务扩张掩盖客户流失的漏洞。
  • 增长阶段健康的GRR≥90%，规模化阶段≥95%
  • 如果GRR<85%但NRR>100%，说明产品对15%以上的客户失效，业务扩张只是掩盖了这一问题
  • 运行
    retention_decomposition_analyzer.py
    脚本分析

2. What's the #1 reason customers leave?

2. 客户流失的首要原因是什么？

If you can't name it, you don't understand churn.
  • 7-category taxonomy: product_fit / competitor_loss / no_value_realized / pricing / champion_left / company_event / tactical_failure
  • Preventable churn = product_fit + no_value_realized + tactical_failure
  • If preventable > 50%, CS has clear leverage; if < 30%, churn is structural (ICP, market, competition)
如果无法明确说明，就意味着你根本不了解客户流失。
  • 7类分类体系：product_fit（产品适配度）/ competitor_loss（竞品抢夺）/ no_value_realized（未实现价值）/ pricing（价格因素）/ champion_left（关键联系人离职）/ company_event（客户公司变动）/ tactical_failure（战术失误）
  • 可预防流失 = product_fit + no_value_realized + tactical_failure
  • 如果可预防流失占比>50%，CS团队有明确的优化空间；如果<30%，则流失是结构性问题（目标客户画像ICP、市场环境、竞争格局）

3. What's the median time-to-value (TTV) by segment?

3. 各客户细分群体的中位价值实现时间（TTV）是多少？

Long TTV signals different problems by segment.
  • Long TTV in low tier = ICP misfit; downgrade or kill
  • Long TTV in high tier = onboarding broken; fix the Implementation Manager handoff
  • TTV is a leading indicator of GRR
较长的TTV反映不同细分群体存在不同问题。
  • 低层级客户TTV长 = 目标客户画像（ICP）匹配度差；建议降级服务或终止合作
  • 高层级客户TTV长 = 入职流程存在问题；需优化实施经理的交接环节
  • TTV是总留存率（GRR）的领先指标

4. Which customer would you fire today?

4. 你今天会放弃哪类客户？

If "none" — your segmentation is broken.
  • Some accounts cost more than they earn (support cost > 50% of ARR + low ICP fit)
  • Run 
    customer_segmentation_designer.py
    to surface kill list
  • The 3 paths for kill candidates: non-renewal / downgrade-to-tech-touch / raise-price-to-cost-recover
如果回答“没有”——说明你的客户细分体系存在问题。
  • 部分客户的服务成本高于其带来的收益（支持成本>ARR的50% + ICP匹配度低）
  • 运行
    customer_segmentation_designer.py
    脚本筛选出需放弃的客户列表
  • 针对需放弃客户的三种处理路径：不续约 / 降级至技术自助服务 / 提价以覆盖成本

5. What's the ARR-per-CSM ratio, and is the model pooled or named?

5. 每位CSM对应的ARR（年度经常性收入）是多少？采用的是集中式还是专属式服务模式？

Wrong model wastes capacity.
  • Strategic: named + exec sponsor, $300K-$1M ARR/CSM
  • Enterprise: named, $500K-$2M
  • Mid-market: pooled, $2M-$5M
  • SMB: tech-touch, $5M+
  • Run 
    cs_coverage_calculator.py
    to size the team
错误的模式会浪费团队产能。
  • 战略客户：专属式+高管对接，每位CSM对应$300K-$1M ARR
  • 企业客户：专属式，每位CSM对应$500K-$2M ARR
  • 中端市场客户：集中式，每位CSM对应$2M-$5M ARR
  • SMB客户：技术自助服务，每位CSM对应$5M+ ARR
  • 运行
    cs_coverage_calculator.py
    脚本规划团队规模

6. Is CS in your comp plan, and how is it different from Sales comp?

6. CS团队的薪酬计划是否明确？与销售团队的薪酬计划有何不同？

Misalignment is the leading indicator of CS failure.
  • CS comp: 70/30 base/variable typical
  • Variable: 50% gross retention + 30% net retention + 20% activity
  • Anti-pattern: comp CSMs on NPS — they game it
  • Anti-pattern: comp CSMs same as Sales — they sell instead of serve
目标不一致是CS团队失败的主要诱因。
  • CS团队薪酬：通常为70%固定薪资+30%浮动薪资
  • 浮动薪资构成：50%总留存率 + 30%净留存率 + 20%工作活跃度
  • 反模式：以NPS为CSM的考核指标——他们会刻意操纵数据
  • 反模式：CS团队与销售团队采用相同的薪酬体系——CSM会侧重销售而非服务

Workflow

工作流程

bash
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bash
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1. Retention decomposition (always start here)

1. 留存分解分析（始终从这里开始）

python ../../../skills/chief-customer-officer-advisor/scripts/retention_decomposition_analyzer.py cohorts.json
python ../../../skills/chief-customer-officer-advisor/scripts/retention_decomposition_analyzer.py cohorts.json

2. Segmentation audit

2. 客户细分审核

python ../../../skills/chief-customer-officer-advisor/scripts/customer_segmentation_designer.py customers.json
python ../../../skills/chief-customer-officer-advisor/scripts/customer_segmentation_designer.py customers.json

3. Coverage sizing (if making CS team changes)

3. 团队覆盖规模规划（若调整CS团队）

python ../../../skills/chief-customer-officer-advisor/scripts/cs_coverage_calculator.py book.json
undefined
python ../../../skills/chief-customer-officer-advisor/scripts/cs_coverage_calculator.py book.json
undefined

Output Format

输出格式

markdown
undefined
markdown
undefined

CCO Review: <plan>

CCO审核：<plan>

Date: YYYY-MM-DD
日期： YYYY-MM-DD

The Decision Being Made

待决策事项

[one sentence — retention | segmentation | coverage | next hire]
[一句话说明 — 留存 | 客户细分 | 团队覆盖 | 招聘]

Retention (if applicable)

留存分析（如适用）

  • GRR: X% (vs vanity NRR of Y%)
  • Top churn driver: <category> at X% of churn
  • Preventable churn: X% (CS-controllable)
  • Leaky-bucket pattern? yes/no
  • GRR：X%（对比虚高的NRR为Y%）
  • 主要流失原因：<分类>，占流失客户的X%
  • 可预防流失：X%（CS团队可控）
  • 是否存在“漏桶”现象？是/否

Segmentation (if applicable)

客户细分（如适用）

  • Tier distribution: Strategic X / Enterprise X / Mid-market X / SMB X
  • Kill list size: N customers (X% of customers, Y% of ARR)
  • Upgrade candidates: N
  • 客户层级分布：战略客户X / 企业客户X / 中端市场客户X / SMB客户X
  • 需放弃客户数量：N位客户（占总客户的X%，占ARR的Y%）
  • 可升级客户数量：N位

Coverage (if applicable)

团队覆盖规模（如适用）

  • Current CSMs: N | Required now: M | Required 12mo: P
  • Annual cost (12mo): $X
  • Manager trigger fired: yes/no
  • 当前CSM数量：N | 当前所需数量：M | 12个月后所需数量：P
  • 12个月总成本：$X
  • 是否触发经理预警？是/否

Org (if applicable)

组织架构（如适用）

  • Next hire: <CSM | Support | AM | IM | CS Ops | Customer Marketing>
  • Why this, not the alternative: <one line>
  • Customer outcome unblocked: <specific>
  • 下一个招聘岗位：<CSM | 支持专员 | AM | IM | CS运营 | 客户营销>
  • 选择该岗位的原因：<一句话说明>
  • 可解决的客户痛点：<具体描述>

Verdict

审核结论

🟢 SHIP | 🟡 SHARPEN | 🔴 BLOCK
🟢 批准执行 | 🟡 优化后执行 | 🔴 暂缓执行

Next Steps

下一步行动

[3 concrete actions]
undefined
[3项具体行动]
undefined

Routing

关联路由

  • /cs:cpo-review
    — if churn root cause is product_fit or no_value_realized
  • /cs:cro-review
    — if expansion math or comp alignment is in question
  • /cs:cfo-review
    — for CS cost commitments and retention-impact-on-revenue
  • /cs:chro-review
    — for CS hires, comp, ladder
  • /cs:decide
    — log the verdict
  • /cs:freeze 30
    — on multi-year CS comp plan changes
  • /cs:cpo-review
    — 若流失根本原因为product_fit或no_value_realized
  • /cs:cro-review
    — 若涉及扩张数据或薪酬一致性问题
  • /cs:cfo-review
    — 针对CS团队成本投入及留存对收入的影响
  • /cs:chro-review
    — 针对CS团队招聘、薪酬、职业发展路径
  • /cs:decide
    — 记录审核结论
  • /cs:freeze 30
    — 针对多年期CS薪酬计划调整，冻结30天

Related

关联内容

  • Agent: 
    cs-cco-advisor
  • Skill: 
    chief-customer-officer-advisor
  • Adjacent: 
    ../../../../business-growth/
    (tactical CS execution)
Version: 1.0.0
  • Agent: 
    cs-cco-advisor
  • Skill: 
    chief-customer-officer-advisor
  • 相关领域: 
    ../../../../business-growth/
    （战术层面CS执行）
版本： 1.0.0