E.g. at Gainsight this is particularly important at this time.
Add something about why we even started thinking about Gainsight.
Metrics, incentives, timeframes
Each department is getting buy in from different people at the customer, and satisfying these people aren’t always enough for the next department down the line.
Easier language, clearer meaning. Make the whole thing more of a Gainsight story
Better intro to RACI – why did we decide to use it? This is particularly important as we’ve scaled because we can’t just talk to each other about every customer. And we use Gainsight to collaborate, so we wanted get more in there. E.g. Support issue and services engaged + CSM intervention
RACI – Talk about my own story about how this is challenging
3 key relationships we focused on Most important things to prioritize: for Sales it was KT, for Services it was Visibility, for Support it was Communication
Let’s talk about CSM and Services 1- “you as a CSM probably said this or heard someone said this.” 2- situation today 3 – 3 problems we needed to solve.. Sales has info, need to capture, need to be viewed later on. The key to solving this problem is knowledge transfer…
- Give EXAMPLES for each and how each of these is being used later
These questions help us make sure that we meet the customer’s definition of success in post-sales: (customers’ business objectives? What are any challenges we may face in making this customer successful? In this section, we also ask about the customer’s Customer Success engagement model, given that this affects how they’ll use our software. For example, maybe they’re building out their CS team and they want to help prioritize CSM time, as well as reduce churn. If you’re a marketing automation company, you might ask questions about your customer’s marketing strategy.
-- On-boarding package -- what kind of add-ons they’ve purchased e.g. our Success Snapshots feature
Personas: It’s important for Sales to identify these people immediately after contract signature, so that we can cater our 1:many programs to their different roles, and so that our Customer Success and Services teams know who to reach out to for different parts of our onboarding process. For example, we identify a Gainsight Admin who’s the technical contact, the Exec Decision Maker.
In your business you may have other types of questions important to capture. I spent a lot of time with the CSM and Services to identify the questions that come up again and again
This is a REQUIRED section to close opportunity. Systematically get this information from Sales before they close the oppt’y.
Our sales team is fully on board with implementing this Knowledge Transfer process. It’s more convenient for them to fill out this form than answer our one-off questions after close. In addition, we structured the fields in Salesforce.com essentially as a 5-7 minute questionnaire, with drop-down menus and multi-select options, so that the questions are easy to answer.
Again the key to understanding this is to spend time with the Sales team to understand what would be easy for them and save time for them while driving success post-sales.
We included these questions as required fields in a section of the Salesforce.com Opportunity page, so that the account executive fills them out before s/he moves the deal to Closed/Won phase. The fields then populate into Gainsight’s Customer360 page. That way, we have the information at our fingertips right after the contract is signed.
Now, 2 months later, when you need to reach out to a person on the customer’s team to train them on a specific use case, you no longer have to go back to the sales rep to figure that out. You actually have that information in front of you. You know who to reach out to and what they care about most. And this completes the knowledge transfer loop, helping you deliver the best for your customer
-- Now, let’s talk about how we work together with Services “I don’t know where in the on-boarding process this customer is”
Understand where is the customer, is there intervention required, and if so what is that intervention and how to quarterback the relationship
Keep CSMs informed on critical issues that affect retention risk Allowed visibility by surfacing the project roadmap into C360 For example, at Gainsight the first step is to have a Kick-off call. 2 weeks after the kick-off call, the CSM will be training the customer. if you don’t know where to see this. we see this customer had a kick-off call a week ago. On this roadmap it’s really easy to see which steps have been completed and what’s coming up.
It’s really easy to miss these steps when you have 30 accounts. Never drop the ball when you need to act
-- Worked with our Services team to understand how CSMs can be most helpful when a project milestone is delayed. -- Sometimes, this is all about increasing communication with customers and help them move along the project -- Sometimes, the CSM can be a great advisor to the PM or the Customer because you can bring an Outside Perspective and help troubleshoot issues -- Our Services team is very excited about this. -- EXAMPLE: For example this can help when CSMs jump in and communicate with the customers and troubleshoot issues based on their understanding of the business value that we’re trying to deliver. The project was delayed.. The CSM got involved and learned that the Gainsight Admin doesn’t have enough bandwidth. The CSMs reached out to the other personas as well and together they found another person that could help advance the project.
Let’s talk about CSM and Sales -- Now, let’s talk about how we work together with Support
There are a few things that could go wrong… a urgent ticket opens, a ticket is open for too long, too many tickets are open
-- I worked with Support to design Playbook for where Support could use help from the CSMs. -- For example, suppose a customer has a high priority ticket open, and Support could use help from CSMs with increased communication. The CSM can check in to assure the Customer that the problem is being addressed, as well as check in after the ticket is resolved to confirm the business need is address
In the past this was an email thread that would be hard to find. Today everyone gets involved in the conversation and real-time problem solving
1. Remember we all have a common goal: to deliver outstanding customer experiences. 2. Good news is that CS is uniquely positioned within a company to drive to this common goal through cross-functional coordination. CSMs need to have a full view of the customer in order for you to quarterback the relationship. 3. Even better news is that you’re all GS customers so you have access to this really powerful tool. GS allows you to operationalize these workflows. It’s a great tool to fundamentally change the way these teams work together to deliver outstanding customer experience.