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Similar to From Support to Success: How Splunk Evolved Its Success Services to Deliver More Customer Value
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From Support to Success: How Splunk Evolved Its Success Services to Deliver More Customer Value
- 1. From Support to Success: How Splunk Evolved its Success Services to Deliver More Customer Value
- 2. • This webinar is being recorded • The slides will be shared • Q&A throughout the presentation and at the end Housekeeping
- 3. Copyright © 2014 Splunk Inc. Success Services Evolution @ Splunk Jeffrey Johnson, Director 9 Feb 2016
- 4. AGENDA 4 1. About Jeffrey Johnson 2. About Splunk 3. Success Journey & Evolution 4. The Old World 5. The New World 6. Tool & Process Changes 7. Q & A
- 5. ABOUT ME 5 • 1 year golf pro • 2 ½ career holes-in-one • 10 years software development • 10 years in life sciences software start-ups • Developer • Tech Support • Education • Professional Services • Product Management • Voice of Customer • Inherited Splunk Community in 2016 dormie@splunk.com Jeffrey Johnson – Director Customer & Community Programs
- 6. ABOUT SPLUNK 6 Company (NASDAQ: SPLK) Company Mission: Make machine data accessible, usable and valuable to everyone. Founded: 2004 Customers: 12,500+ worldwide Revenue: $930M (FY17 projected) Employees: 2,600+ worldwide Headquarters: San Francisco
- 7. SPLUNK’S CHALLENGES 7 • Rapid-growth – In a “do-ocracy” – Lack of consistency • Organizational Alignment – Sales Engineering – Professional Services – Support & Success – Documentation – Education CUSTOMERS SPLUNK • Platform – So many possibilities • Imagination – Art of the Possible • High complexity – Enterprise software • “Small” accounts – Resource constraints
- 8. SPLUNK’S GOALS • Foster Splunk Champions • Maximize Customer Value • Accelerate Adoption • Self-Enablement 8
- 9. WHAT DO CUSTOMERS NEED? • Voice of Customer – NPS & relationship surveys – Engagement surveys – Customer Advisory Councils • Business Value Consulting – Art of the Possible – Glass Table Exercises • Metrics – What do successful customers purchase? – Usage and adoption trends – How do successful customers engage – Measure impact of services on success 9
- 11. EVOLUTION OF SUCCESS SERVICES 11 SPLUNK>
- 12. The Old World @ Splunk
- 13. THE OLD WORLD 13 SupportSale Implementation
- 14. THE OLD WORLD 14 SupportSale Implementation
- 15. THE OLD WORLD – TEAMS IN SILOS 15 Field Tech Services Pro Serv Sales Eng Customer Success Support EDU Community Chief Revenue Officer
- 17. TEAMS IN SILOS 17 Field Tech Services Pro Serv Sales Eng Customer Success Support CAST EDU Community Chief Revenue Officer
- 18. CUSTOMER ADVISORY & SUCCESS TEAM 18 MISSION • Adoption • Value RealizationPost- Sale Renewals Communi ty EDU CAST / SAE Support Pre- Sale Sales Reps Sales Eng PS / Client Architect Field Enablem ent Sales Ops
- 19. CUSTOMER ADVISORY & SUCCESS TEAM 19 • 2013 • Initiation (2 / 3) • 2014 • Show value (8 / 15) • 2015 • Growth (32 / 60) • 2016 • Global (55 / 130) Post- Sale Renewals Communi ty EDU CAST / SAE Support Pre- Sale Sales Reps Sales Eng PS / Client Architect Field Enablem ent Sales Ops
- 20. The New World @ Splunk
- 21. CUSTOMER ADVISORY & SUCCESS TEAM 21 • Stick with standard terminology – “Customer Success Manager” • Break roles apart – CSM – Consulting / Implementation – Build Engineer • Be prescriptive – Recommend the right services – Exert your expertise LESSONS LEARNED ADJUSTMENTS • Confusion on role of SAE – Internal & external • Role is too broad – Different for each customer • Hard to hire – Tech + business focus – Splunk expertise • Customers are looking for direction
- 22. THE NEW WORLD – INTEGRATED TEAMS 22 Customer Success Field Technical Sales Eng Solution Architects Services Pro Serv CAST Support EDU Community Chief Revenue Officer • Focus on long-term success of customers • Unified team, uniform delivery, consolidated knowledge • New & distinct service roles • Clear definition of services & roles
- 23. THE NEW WORLD – INTEGRATED SERVICES 23 Data Analysis/Visualization Scope Architect Deploy Value Realization / Journey Expert/Architect Services Implementation Services Support Services Program / Project Management Advisory / Transformation and Expansion / Expert Services Education, Training and Knowledge Transfer
- 24. THE NEW WORLD – L.A.E.R. 24 Support Active management Escalations Adoption Use Case Analysis Build Engineer Advisory Best practices Value Consulting Education Training Certifications Sales Eng Continued discovery Community involvement Sale Implementation
- 25. 25 Pro Serv • Implementation • Dashboards • Configuration • Onboarding • Upgrades CAST • Value realization • QBRs • Cases & Features • Dashboards • Configuration • Onboarding • Upgrades Sales Eng • POCs • Dashboards • Configuration • Value realization THE NEW WORLD – CENTRALIZATION
- 26. 26 Services CONSULTING • Implementation / Configuration • Data ingestion ADVISORY • Value consulting • Adopt & expand BUILD • Dashboards • Visualizations Sales Eng • POCs • Client Architects • Use Case Solutions THE NEW WORLD – CENTRALIZATION
- 28. PRESCRIPTIVE SERVICES 1. Shift to prescriptive service offerings 2. Utilize internal expertise, experience, data, past successes 3. Minimize “What can we do for you?” 4. Customers are seeking your expertise 5. Mature the offerings over time 28
- 29. THE NEW WORLD – PRESCRIPTIVE SERVICES 29 Complexity LOW MEDIUM HIGH Maturity LOW MEDIUM HIGH Apps ES ITSI UBA Svc Recommendation * - 100 Pro Serv - Named CSM - 100 EDU Credits - 10 Certifications - Enterprise Support - Build Consultant * EXAMPLE ONLY
- 30. EVOLVE PROCESS & TOOLS FOR SCALE Splunk was 40+ CSMs before adopting Gainsight – living in the wild west Had minimal on-boarding and training for new CSMs Had complete lack of service delivery standards Purchased Gainsight primarily for standardization of service delivery 30
- 31. EVOLVE PROCESS & TOOLS FOR SCALE 31 STRATEGY • Customer journeys • Standardization • Playbooks • Service delivery SCALE & AUTOMATION • Playbook automation • Lifecycle transitions • Automated touchpoints ASSET REPOSITORY • Templates • Process documents
- 33. Managing Risk with Health Scoring 33
- 34. EVOLVE PROCESS & TOOLS FOR SCALE 34 LESSONS LEARNED • Focus on process development in early stages • Understand your customers and paths to success first • Invest in tools at the right time (10-15 person team) • Plan for the necessary long-term support resources – Tool administration – Content development & maintenance – Continuous improvement
- 35. FINAL WRAP-UP 35 1. Align service organizations to focus on Customer journey & success 2. Centralize services & knowledge 3. Be prescriptive with customers about how they get to maximum value realization 4. Right-time adoption of tools and process 5. Invest in process & asset development
- 36. Questions?
Editor's Notes
- - RE Do-Ocracy, reference Linton’s ”Rush to do the right thing”
- Not in priority order Bart (sales) would re-order and put Adoption at the top We have the same goal, but taking a customer-centric view serves all parties
- Key to VoC is action on insights If you’re not going to act on the information, don’t bother asking the question
- Credit BRMI – Business Relationship Management Institute Mature from Ad-Hot – Order Taker – Service Provider – Trusted Advisor – Strategic Partner
- Early days are about supporting and growing an immature product Add individual services Add strategic services Bundled services Automation of delivery
- Immature model where most customers are not getting attention from implementation until renewal
- Slightly more mature model, services & support are interacting, but mostly smashing bugs, being reactive to problems. Not strategic or outcomes focused
- - Created CAST to focus on the move to strategic account management
- - SAE = Splunk Advisory Engineer
- Align teams with customer-centric model of service delivery Helps to optimize individuals and roles
- Gives a 30,000 foot view of services across the customer journey Focus on hand-offs when necessary Everyone aware of the full service library
- Some overlap of services is OK & expected Value Realization SHOULD be done at both SE and CAST - But the services should be standardized
- How prescriptive an org can be will vary by maturity, size, complexity, etc Focus on finding a model that works for you
- Building a tool to help customers and field to assess their needs Create realistic, informed, integrated set of success services Current field sells as little PS as possible to close deals and maximize license Field has to be enabled, incented and bought into the long-term customer success mantra