Customer success for big tech companies
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Customer success for big tech companies Presentation Transcript

  • 1. Customer Success for Big Tech Companies Tom Cloos, OracleBryan Plaster, Informatica
  • 2. Tom Cloos Oracle Corporation Sr. Director, Customer Success Responsible for North American Service Automation Client Base Currently 33 CSMs and 4 RDs With Significant Growth in FY15 Tiered client coverage Focus on: • Knowing the business • Knowing the solution • Providing expert guidance • Demonstrating measurable value Customers around the world rely on Oracle’s complete portfolio of enterprise and industry applications. Oracle offers choice and flexibility with the most comprehensive, modern, and secure portfolio, including SaaS applications for human capital management, customer experience, and more. Oracle provides enterprise-level solutions that support all types of cloud-based scenarios, including public cloud, private cloud, and a hybrid option. $37.2 Billion FY2013 Revenue 400,000 Customer Including 100 of Fortune 100 85,000 Oracle Application Customers Over 120,000 Employees
  • 3. Understanding Large Scale Customer Success Challenges • Role Definition – Many more touch points for clients. Much more overlap and potential confusion internally and externally. For example, centralized crisis communication is extremely challenging and global client engagement creates even more issues. • Role Education – Once defined, constant education necessary. Turnover, bias, lack of exposure to SaaS, etc. • Acquisitions – Need to integrate multiple philosophies, methodologies, standards of customersuccess. Determining what needs to remain and what needs to be standardized across those companies, and clients is extremely difficult and has many ramifications. • Account Planning and Strategy Execution – CSM, Sales, HW, SW, KAD. Each has own objectives, initiatives, charters, quotas, management demands. Bigger contracts, master agreements, and ”ways of doing business”. • Flexibility/Agility – Growth and sheer scale inherently create the need for more rigid processes. Often, customer success is an afterthought in these decisions. Approvals, product roadmaps, finance, SOWs, etc can cause significant frustation. Can’t just walk down to the CEO’s office and say ”this doesn’t make sense, let’s fix it”. Need to recognize there are other effective ways.
  • 4. How We Address Recongize the challenges the large high-tech company creates and then embrace and addresss • Identify and cultivate internal relationships –These will become as valuable as your external ones, especially at executive level. Instill this habit/practice among the entire success organization. Evangelize and Socialize! • Build and execute a great success plan – Should complement (or incorporate) traditional account plan. Important to get the right internal and external commitments to allow execution of the plan and everyone possible moving in the same direction. • Control what we can control – Build a great strategy, provide exceptional service and guidance, and ensure demonstrated and measurable results.
  • 5. Bryan Plaster Informatica Bryan runs Informatica's Subscription Customer Success program and Informatica Cloud Labs. Prior to Informatica he has been pioneering in “cloud” since 1998 with ASP pharmacies, franchises, appliances, SaaS applications and SaaS platforms - all in the area of customer success and adoption. His propensity for creating evangelistic customers carries him to scale his excitement across the next wave of customer success. Vice President, Subscription Customer Success and Cloud Labs
  • 6. • Self-service trials are the pinnacle of success in launch of a new Cloud product • Functionality is only one part, nurturing prospects so they know what to expect as your subscription customer • Automating that nurture is the first step in scaling – Community, support, self-help In the Beginning, it all begain with trial success . . . .
  • 7. Enter the next stage - Customer Success • We finally have customers! Product is a success! • Are they still around after a year? Let’s check!
  • 8. Customer Success Strategy • Everything that we do is focused on enabling instant customer value so they want to “Renew and buy more” • This will only happen if they are successful right away - getting value from the start of their subscription • How do your Customers look at their subscription? Luxury sports car lease Time bomb OR
  • 9. 9 Renewal New Customer On Boarding & Launch Proactive Management Upsell Maximize Adoption Customer Life Cycle
  • 10. CSM Team structure Technical Solutions Worldwide Sales Customer Success Cloud Renewals Team Customer Success Managers Onboarding Strategic Accounts Training, GTM programs Customer Success Technologist/Architects Cloud Labs API Response Team Technical Support Professional Services matrixed
  • 11. Indicators to success • Renewal rate – #Accounts and by ACV • Churn – by ARR/qtr/year • Adoption – % new customers from previous Qtr Successful with 1st project – New product adoption
  • 12. Goals for the Customer Success Group in 2014 • Scale with growing business • Every new customer needs to get started fast – thinning ratios of CSM • Training - More on demand and automated “self-service” - MOOC • Community – More knowledge to enable self-service • Automation - for the CSM team • Proactive alerting of possible issues before they escalate – “let’s solve this before it is a problem” • Customer score at a glance – “What am I walking into?”
  • 13. Q & A