01
Two distinct managed-service routes
Managed CX & Loyalty
For businesses that want help planning, executing and evaluating customer engagement and loyalty work. The scope can include campaign operations, audience preparation, reporting, programme review and an agreed improvement plan.
This is a human-delivered service around the customer's objectives and technology. It can help the organisation make better use of existing capabilities instead of leaving the platform underused.
Zemark Managed by Pobuca
For clients who want Pobuca's people to manage Zemark on their behalf. The service can provide an agreed rhythm for reviewing the agent's work, maintaining the relevant instructions and knowledge, and coordinating improvements or exceptions.
This is additional to the Zemark software-and-AI-expert subscription and carries a separate charge. It is not the same as a customer's employee approving an action inside the normal agent workflow.
02
Agree the work, not just the label
“Managed” should identify concrete responsibilities. Define the activities, systems, audiences, review schedule and outputs. Establish who supplies source material, who approves communications and who can change commercial or programme rules.
The same team can support different engagements, but the scope should not be assumed to be identical. A loyalty campaign service and management of a CRM agent involve different work.
The proposal should also distinguish operational work from technical support and from new implementation projects.
03
Keep your business decisions with the right people
Pobuca can prepare, operate and recommend within the agreed remit. Your business retains responsibility for the decisions assigned to it, including material commercial commitments and approvals.
A practical operating model makes those checkpoints easy to use. Reviews should show the proposed action and the information required to decide, not create an additional layer of vague meetings.
Escalations need a named route so an issue does not remain unresolved between the client, Customer Success and engineering.
04
A regular cycle of delivery, review and improvement
Customer Success turns the agreed priorities into an operating rhythm. We review completed work, examine the relevant results and exceptions, and maintain an improvement agenda with clear next steps.
Campaign responses, programme participation, service requests and agent outcomes provide different perspectives. We use the available reporting to explain what changed and where to focus — not simply to produce another dashboard.
Reviews keep business owners involved in the decisions that matter. The agreed service plan sets the frequency, deliverables and responsibilities, while the team coordinates the operational work between reviews.
05
Connect operations with technical delivery when necessary
Some improvements are operational: a clearer brief, a different audience or updated knowledge. Others require engineering, a new integration or a product change.
A useful managed service identifies that distinction and coordinates the next step. It should not pretend a missing technical capability can be solved by a campaign operator or an unapproved prompt.
Additional project work follows the agreed commercial and delivery process.
06
A practical example
A customer-engagement review identifies a recurring audience issue. Customer Success checks the source information and campaign definition, proposes a correction and obtains the relevant approval.
If the issue is a configuration or operational matter within the service, the team addresses it. If the source integration is incomplete, it is routed to the appropriate delivery team with a clear requirement.
The next review checks the result. The value lies in continuity and ownership — not simply a report arriving every month.
Is this included in our software licence?
Only where the approved commercial agreement says so. The human-managed Zemark service is separately charged under the agreed proposition.
Is Customer Success our outsourced marketing department?
The scope can include specific operational activities, but it is not an unlimited transfer of every marketing responsibility.
Are technical support and managed services the same?
No. Support, ongoing business operation and development work need separate definitions.
Can our team continue doing part of the work?
Yes. A shared operating model can define which tasks remain with you and which Pobuca manages.
Give your customer-growth work a clear owner and a useful improvement rhythm. Book a discovery meeting.
