This document provides an overview of a customer success presentation for a distribution company client. It includes an agenda, introduction of the client and their business lines, a high-level strategy discussion, and specific challenges the client faces. Potential technology solutions are proposed to address challenges around streamlining purchasing and offering packaging as a service. The presentation also maps the client's needs to a customer success lifecycle process and playbook. It outlines marketing, sales, implementation, onboarding, business-as-usual support, expansion, renewal, and advocacy phases and proposes playbooks and processes for each phase. The next steps identified are to prioritize playbooks, develop templates, engage stakeholders, establish feedback, test and iterate on the playbooks.

1. CSM Presentation
4th March 2019
chris@futureyou.ai

2. Agenda
• Book and references
• Introduction of the client
• High Level Strategy
• A current challenge and possible solution
• Customer Success Lifecycle Process
• Next Steps

3. Client: Distribution Company
• Packaging / Hygiene:
• Food service products: Cups, disposable tableware, food packaging,
containers
• Hygiene and Medical: Cleaning products, drug and alcohol testing, Janitorial
and cleaning equipment, continence
• Secondary Packaging: Bags and liners, Cases and storage, Industrial paper,
tapes, adhesives
• Approx. 100 staff

4. High Level Strategy
“First task outline the business strategy”

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8. Organisation: Sample

9. Summary
• Grow market share
• Hire BDM, marketing, category managers
• Product training, segmentation
• Add value with additional services to clients
• Share expertise
• Reduce cost to serve
• Eliminate import stock outs.
• Enabled by digital

10. Specific Challenge: Spotless purchasing from the
distributor
• In December they have
three weeks to service
40% more orders
• Roads are busy
• Logistical problems

11. 1. & 2 Where technology can deliver value
“My customers, customer journey”
• weekly/monthly orders for
product
• Rather than searching through
‘000s of SKUs use purchasing
data to determine their typical
orders by month and offer a
“Buy Now” option.
• Add a form to allow the buyer
to change the quantity of the
predicted SKUs to add
flexibility.
• Increase through-put at year
end

12. 3. Where technology can deliver value
“Packaging products as a Service”
• Look for a managed service
offering where orders are sent
based on predictive data
• No touch for both the distributor
or the client
• Save time for the distributor and
client
• More integrated partner solution
• Could be used for other products
and business units e.g. food
service, cups, food packaging etc
• ”Packaging as a Service”

13. Technology
Current Technology
• ERP System21
• EDI
• MS365
• Exchange
• Sitecore
• IT department
• Time and materials business
partner
Possible Tech areas of interest
• Cloud Infrastructure
• AS2 replacement for EDI
• Software development projects
• Form design
• Integration
• Web site optimization
• Predictive analytics
• Security for client logins

14. Playbook
Customer Success Playbooks are meant to help your customer achieve
their Desired Outcome; help them get the outcome they require in an
appropriate way
Sixteen Ventures

15. Mapping between Assignment and Lifecycle
Service Playbook Milestones
1. Strategy, (drivers and tech roadmap)
2. Meetings, (engagement with stakeholders)
3. Dashboards, (reporting, metrics)
4. Newsfeeds, (engagement with stakeholders)
5. Tickets, (PMR / Ops)
6. Projects,
7. Marketing / HR / LoB, (influence)
8. Infrastructure, (Tech current state)
9. Finance, (procurement, billing)
10. Security and Compliance
11. Purchasing
Lifecycle Playbook
1. Sales
2. Lifecycle Engagement
3. Sales / Implem / Onboard / BAU /
4. Lifecycle Engagement
5. Sales (Pilot), Implem, Onboard, BAU, Renew
6. Sales (existing projects), Expand (new projects)
7. Sales (need/value), Expand
8. Sales (Technology), Expand
9. Renew, Sales,
10. Sales (Technology), Expand
11. Sales, Renew

16. Lifecycle Process
• Flesh out each phase of the lifecycle playbook
• Service Playbook / Catalogue is a list of capabilities that the company
can deliver. Due to the range of possible options I believe the
difficulty in not so much in the technology but identifying the areas of
value that meet the clients needs and their area of focus.
• The Milestones represent engagement models, tools to support on-
boarding, BAU PMR handling, Technology deployment options,
Current state of the client and procurement, payment handling.
• My approach is to pull these into a framework that can be applied
onto every current and future client and can evolve to handle changes
in Lancom’s offerings to the market.

17. Customer Success Lifecycle Process
• Non-linear, overlap between each phase

18. Lifecycle Playbook
Process Steps (Not linear)
1. Marketing
2. Sales
3. Implementation
4. On-boarding
5. BAU
6. Expansion
7. Renewal
8. Advocacy
Lead teams
• Marketing
• Sales (CS)
• Engineering / Support / CS
• CS / Support
• CS / Support
• CS
• CS
• CS

19. 1. Marketing Playbooks
Social Media Playbook:
- Connect with Packaging house teams on
Linkedin and Twitter
- Three posts a week on focus topics such
as process improvement, web
optimization, online order management
- Create a community of existing Lancom
clients and offer informational sessions,
post on the website. Use email
marketing to drive traffic to content to
get Lancom message across
- Sponsor an industry event where
Packaging house and other similar
companies will be attending and get a
speaking spot

20. 2. Sales Playbooks
Customer Journey Playbook
This is where we would work with
Packaging house to understand what
the end point would look like.
Working back to the experience of each
persona such as the “Spotless
procurement administrator”, “Spotless
procurement”, “Packaging House
Customer support” etc
This would build the capabilities needed
that would feed into how the solution
would be delivered from a technical
perspective

21. 3. Implementation
Engineering and Support would lead this
phase and so they would build the playbooks
that meet their needs.
Validate the scope with the client and the
outcomes
Working with testers from spotless to trial
the implementation
Define the hand-over criteria
Build a document of understanding with the
Packaging house stakeholders

22. Engagement – BAU phase
Regular meetings, weekly / fortnightly with
primary contact at Packaging House
QBR with C-level and reports on successes
and areas for improvement include metrics
and KPIs (cost, usages, value), pulled from
Dashboard
Regular NPS, identify issues from user
population
Invite MD and leadership team to Microsoft
business session
Schedule training for new Spotless
procurement team and onsite ordering staff.
Schedule Lancom executive meeting with MD
of packaging house for on-going discussion

23. Short Playbooks

24. Next Step
• Prioritize Playbooks
• Develop required templates
• Identify, engage and align with Lancom stakeholders
• Establish a feedback mechanism
• Test and iterate
• Tool selection e.g. Excel, Onenote etc