Webinar | Building Your Customer Success Practice


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Join Dan Steinman, Gainsight's Chief Customer Officer, and Nello Franco, Customer Success Evangelist and former SVP of Customer Success at Lyris, for an enlightening discussion on how to build a CSM Team.

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  • Reality is that between CRM and Marketing Automation, companies spend a *boatload* of money and resources trying to convert new customers.Identify what is measurable and measure it…And the first phases don’t always have to be about renewal dollars, that’s a trailing indicator!You should be measuring the activities and events that are going to drive the renewal dollars: Customer background data filled out by CSM; CSMs performing QBRs; CSMs pitching strategic services offering (because that one item makes customers sticky)… figure out what it is for you, and do it.
  • Hiring/staffing is just a part of the overall pictureImplement the process… absolutely vitalTechnology can be something like Gainsight geared towards CSMs to help you scale, or it can be marketing automation-like in order to help you scale your messaging
  • Everytouchpoint with customer makes up the overall experience. Engagement with Product, Messaging from Marketing, Billing from AccountingMuch feedback will come back through Customer Success and provide learning (and actions) for the rest of the organization.All execs need to be comped on Customer Success/Retention
  • Webinar | Building Your Customer Success Practice

    1. 1. Building Your Customer Success Practice #customersuccess Webinar Series
    2. 2. Dan Steinman Chief Customer Officer, Gainsight Nello Franco Customer Success Executive and Influencer Our Panelists http://blog.nellofranco.com @nfranco http://www.gainsight.com @GainsightHQ
    3. 3. Customer Success Mission Proactively engage with your customers to ensure that they are receiving value from your solution (not just your product).
    4. 4. Customer Success Churn Risk Potential Upsell / Strong Advocates A B NumberofCustomers ©blog.nellofranco.com 2013 Optimizing your resources for revenue impact
    5. 5. Customer Success Churn Risk Potential Upsell / Strong Advocates NumberofCustomers ©blog.nellofranco.com 2013 A B Delivering value across the board moves the curve
    6. 6. By delivering value to your customers, you will see tangible results. 1 Customers will stay with you longer. (Higher LTV, Lower Churn) Customers will act as advocates for future customers. (Lower CAC) 2 3 Customers will want to buy more. (Higher ACV, ARPU and LTV)
    7. 7. Sales to existing customers are common to fastest growing SaaS companies
    8. 8. What are you trying to achieve? 1 Are you an early stage company who wants to proactively manage your customer base? Are you trying to scale your CSM offering? Do you want better forecasting and predictability? 2 3 4 Are you trying to improve performance for a specific metric? • Churn • Upsell • Reference Customers
    9. 9. Based on what you’re trying to achieve with your CSM organization… identify the measurable objectives of your next phase of investment.
    10. 10. The plan you deliver to your CEO should consist of more than just adding headcount. 1 Quantify the results you are trying to achieve. Articulate how processes, people and technology are going to get you there. 2 3 Explain how you will measure the results.
    11. 11. Determine how you’ll apply across your customer segments.
    12. 12. And make sure the whole company is with you on this journey.
    13. 13. Should you… Charge for Customer Success? Not charge for Customer Success?
    14. 14. Left to their own devices, the natural tendency of all customers is going to be towards churn.
    15. 15. Customer Success is not an option in a recurring revenue business. It’s something you do because it protects revenue and generates growth.
    16. 16. A typical CSM has a level of product and domain expertise that makes them extremely valuable to customers. 1. Customer relationship skills 2. Product expertise 3. Domain expertise 4. Conduit to all other company resources
    17. 17. There’s a word for providing product and domain expertise to customers for a fee: Consulting. Also known in the industry as Professional Services.
    18. 18. Success with the product is a right.
    19. 19. You don’t have the power. If you don’t deliver success, your customers will find another vendor.
    20. 20. You don’t want the fee to be the focus. Not charging fees places your CSM organization in the value-added position of developing deep, long-term relationships with your clients.
    21. 21. Not charging for this role does not mean “Cost Center.” Hard metrics such as churn, renewals, growth…and ultimately the improvement to your company’s valuation should justify your investment.
    22. 22. Your Customer Success team should be the best lead-gen engine for your Services team. And you can pay them for doing it!
    23. 23. Not charging for Customer Success does not mean: 1. That it’s not valuable 2. That Consulting is a promotion 3. That you are not driving revenue
    24. 24. Pressure to charge for it may mean you aren’t tying yourself to the right metrics like renewal and upsell $$.
    25. 25. Thank You!