Contents
Why Onboarding Is the Most Critical Moment in the Relationship
Onboarding is not just an administrative formality at the start of a contract. It is the company's first real opportunity to position itself as a partner committed to the customer's success, rather than as just another supplier. A rushed onboarding plants a doubt that will weigh on the rest of the relationship, even if the initial technical problems are later resolved.
Assess Complexity Before You Start
Not every customer needs the same level of support. Before starting an onboarding, it helps to assess how complex it really is, based on several factors: the nature of the product or service involved, the extent of the planned customisation, the specific adoption needs of end users, and the degree of autonomy the customer wants. A customer who wants to be largely self-sufficient does not need the same support as one who expects to be fully looked after.
Set Precise Objectives, Not Vague Intentions
For each outcome the customer expects during onboarding, it helps to specify three things: the exact quality of the intended result, the expected quantity or scale, and the deadline by which it should be achieved. A vague objective such as "train the teams" makes it impossible to measure success or to spot a delay in time.
What Successful Onboarding Says About the Rest of the Relationship
A customer who has been through a smooth, well-structured onboarding moves into the adoption phase with a favourable view, which lowers the risk of early disengagement. Conversely, a chaotic onboarding feeds directly into the most common churn signals: declining usage, a customer who goes quiet, a cascade of support tickets.
A Template 90-Day Plan
| Period | Objective | Deliverable |
|---|---|---|
| Days 1 to 7 | Launch the relationship | Kick-off meeting, objectives confirmed in writing, named contacts |
| Days 8 to 30 | Get up and running | Configuration, training for the first users |
| Days 31 to 60 | Embed usage | Usage monitoring, removal of blockers, second wave of training |
| Days 61 to 90 | Prove the value | Review of results against the initial objectives, plan for the next phase |
Getting Onboarding Right in Morocco
- A kick-off meeting with the decision-maker, in person if possible. The personal relationship established at this point shapes everything that follows.
- Materials in French and Arabic, with short videos rather than long manuals.
- A dedicated follow-up channel. A WhatsApp group is convenient, but it needs ground rules: inform participants, limit the data exchanged, and plan for archiving. These conversations contain personal data subject to Law 09-08 on personal data protection.
- Milestones at 30, 60 and 90 days, shared with the customer, so that progress is visible on both sides.
Further reading
- 4 min read
- 3 min read
- 4 min read
Frequently asked questions
How long should onboarding last?
The most common benchmark in the Customer Success literature is 90 days, but the actual duration should be adjusted to the complexity of the product or service and to how much customisation is required.
Who should be involved in onboarding on the company side?
At a minimum, the person responsible for the customer relationship, and, depending on the case, product or technical experts who can address the specific needs identified beforehand. Onboarding should never rest on a single person working alone without access to the right internal expertise.
General information, not legal advice.
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