Insights
Articles
Articles written from the field. Each one defends a thesis and says where it stops.
Articles
La qualité est gratuite. Le churn ne l'est pas.
A finance director can read a Customer Success budget the way they read a bill for spare parts. The article uses Juran's cost of quality and the five whys, with the case of Lidl, which paid 500 million euros to learn the lesson. Laid out in four cost lines, the budget puts prevention, paid this year, next to churn, paid next year on someone else's line. The five whys then point to the cause to act on. It ends with its limits and sources.
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Six ans plus tard : ce qui était faux, et ce qui tient
In 2020, three articles defended three theses on Customer Success. The article rereads them in 2026, after a pandemic, hypergrowth, a wave of budget cuts and an acquisition. All three still hold, each with a correction: value is proven in the customer's own metrics and in front of the person who signs, a spotted threat calls for a coordinated response from the whole company, and the economic buyer is identified before the renewal quarter. The CSM now also answers for what AI agents say.
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Le coût d'obtention de la qualité appliqué à la rétention
Cost of quality comes from industry, and Customer Success has never used it. Yet CS makes the central trade-off of the job: how much to spend before the incident rather than after. The article maps four cost lines onto a customer portfolio (prevention, appraisal, internal failure, external failure), shows why almost the whole budget sits downstream, what measuring costs, and what the comparison shifts. It also says where the framework stops: churn that is suffered stays outside its scope and comes down to account coverage.
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Ce que le pricing retail apprend au Customer Success SaaS
Retail pricing and SaaS Customer Success solve the same problem: capturing value on an installed base. Retail dealt with it a generation earlier and has tooling that SaaS reinvents badly. The article covers four operational transfers: price image, increases differentiated by segment, discounts measured like promotions, and the rhythm of decisions. Three need no new tool or data. The fourth means moving a calendar the whole organisation follows, which is where it meets resistance. It also marks the exact points where the analogy breaks.
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Construire une fonction Customer Success : les six premiers mois
The order in which a Customer Success function is built matters more than what is built. The intuitive order, hire, buy tools, write playbooks, is the one that fails. The article follows the first six months of the reverse sequence: observe before fixing, define what a renewal is, map the real portfolio, then make three decisions that hold for a year. Several workstreams are deliberately postponed. The sequence holds on one condition: a leadership mandate.
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Piloter une équipe Customer Success sur plusieurs marchés
For a Customer Success team spread across several countries, the question is at what level standardisation stops paying off. The answer comes in three layers: what is identical everywhere, what stays local, and a grey zone where most of the management work sits. The article covers hiring and autonomy, accounts present in three markets, and what a shared metric does not say. It ends on a scale limit: beyond three markets, the common layer shrinks.
Read (in French) →
Six articles published so far, in French. Each card gives an English summary and links to the French article.
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