MAPPING YOUR CUSTOMER JOURNEY: THE ORGANIZATIONAL EXERCISE YOU MUST DO
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Customer Success Summit 2015 breakout session: Presented by: Adam Peddicord, Sr. Director of Customer Success, PayScale
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MAPPING YOUR CUSTOMER JOURNEY: THE ORGANIZATIONAL EXERCISE YOU MUST DO
- 1. Produced by Mapping Your Customer Journey The Organizational Exercise You Must Do Mapping Your Customer Journey The Organizational Exercise You Must Do
- 2. 14,000 Positions 3000 Customers 11 Countries 250 Compensable Factors 40 Million Salary Profiles
- 3. Senior Director of Account Management 10+ years SaaS customer facing teams Adam Peddicord www.linkedin.com/in/adampeddicord www.payscale.com
- 4. Introduction/Background Susan Summers says, âdo this quick exerciseâ: ď From prospecting to renewal, jot down your flagship productâs âidealâ customer journey ď Now ask yourself, can everyone at my company do this, and give the same answers? www.payscale.com
- 5. www.payscale.com Best Practice 1. Decide what you want to achieve 2. Do your homework ď Review your data ď Interview your staff ď Interview your customers 3. Acknowledge the details matter 4. Listen, document, discuss, decide 5. Assign ownership & deadlines 6. GO!
- 6. What Were the Results? 1. Product engagement up 2. NPS up 3. Time to complete onboarding reduced 4. Customer value every present www.payscale.com
- 7. Take-aways/lessons learned 1. You wonât know whether or not your assumptions are valid until you test them 2. The deets matter 3. Be very inclusive, but make sure you assign command, control, and ownership to the right person/people/team 4. Trust your findings, set your course, & GO! www.payscale.com
Editor's Notes
- We use a data driven approach to examine and present the market value of job positions We support transparency in wages and provide this through our software offerings to both employees and employers Through PayScaleâs online compensation survey, we collect data from individuals on their jobs, employers, demographics (such as gender), educational background and other compensable factors Using these data, and a proprietary compensation model, we then provide reports to these individuals that show how they are paid relative to other people like them Further, we also sell a software service to employers, which utilizes our data and model so they can understand how their workforce compares to the labor market for similar positions at similar employers
- Army vet - Afghanistan & Iraq MBA SaaS exp. B2C real estate lead gen/CRM B2B & B2C email marketing B2B data analytics HR
- Include background, challenges, your situation that led to this best practice Renewal rates stagnating Customer intimacy, communication, and product usage not where we thought it should be Felt we either needed to validate, or refute, long-held customer experience perceptions What makes your situation unique? Niche solution HR professionals main users and buyers Why was this a challenge a priority? Want to help our customers more, but need them to help us do so Opportunity to invest in our customers Aggressive growth strategy, and we canât make it happen without our customers Was this a top down or a bottom up priority? Everyone felt this needed to happen, and wanted to make it happen
- What was the solution you implemented? Map âidealâ customer journey/experience from every engagement point (sales through renewal) a customer takes with PayScale What steps did you have to go through to implement it? Decide who needs to be involved internally & externally (we casted a wide net) Collect âwhat we think we knowâ and decide âwhat we want/need to changeâ Established our mindset Whatâs best for the customer? Deliver value with every engagement Meet with, and document feedback, from staff Asked external resource to engage customers on our behalf, summarize their own findings, and deliver recommendations Assembled, reviewed, and analyzed all our data on a weekly basis with senior leadership team, 2 x a month with all managers Delivered exec overview of all findings, recommendations on strategy & execution Assigned ownership to task initiatives, deadlines, etc. Executed according to plan Did everything go as planned? Controversial topics brought to the forefront Challenging decisions need to be made about if what we were doing really mattered to the customer, which meant change for some groups, and change is always hard How long did you expect this to take? How long did it take? Hoped it would take a month and a half Ended up taking three months+
- What tangible results can you share? Customer product usage increased by 3% every month since rolling out changes- thanks Totango for the insight! <50% NPS survey respondents are promoters, 19% detractors Did any of these results surprise you? Thought it would take a little longer to see the usage needle move, so thatâs been great Are there things that will change based on these results? Constant adjustments will be made (weâre not looking to âset-it and forget itâ)
- What were the most surprising lessons? Sounds easy to do, but itâs a fairly challenging task Youâll need to remain focused, diligent, humble, and willing to âgo thereâ to find the best solution for you Expect findings and disrupters in the most unlikely places Trust your gut, and do what you think is right What do you think is the most important lessons? Talk to your customers AND your front line The details REALLY matter (listen, listen, listen, and document, document, document) Your customer engagement changes will become mapped out before your eyes Better team collaboration and relationships will develop How you choose to communicate your findings, action plans, and commitments critical to success internally and externally In addition to making sure you create a value based system of engagement for the customer every step of the way, you also need to mindful of whatâs their skin in the game If you were to do it again, would you do anything differently? Have the customer engagement asks come directly from your C level (may help with participation) Completed the exercise earlier