Leveraging Front-Line Customer Feedback For Company-Wide Change - CSSummit18
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Presented by Mark Fordham, VP Customer Success & Account Management, at PGI. Shared at Customer Success Summit 2018, Track 1.
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Leveraging Front-Line Customer Feedback For Company-Wide Change - CSSummit18
- 1. Leveraging Front-Line Customer Feedback For Company-Wide Change
- 2. Who: Mark Fordham What: Vice President, Customer Success and Account Management since 2010 Where: PGi, $500M global provider of collaboration services software About me
- 3. My CS Journey Voice of the Customer (one person’s philosophy) How I’ve seen it work Positive benefits Couple of other things I’ve learned Questions and answers SESSION HIGHLIGTS
- 5. MY CS JOURNEY 2010 2011 2012 2013 2014 2015 2016 2017 2018 Started at Central Desktop (now iMeet Central) PGi acquires Central Desktop CSM into larger PGi globally PGi acquires ReadyTalk Rapid growth years
- 6. Voice of the Customer (One person’s Philosophy)
- 7. VOICE OF THE CUSTOMER (ONE PERSON’S PHILOSOPHY) Musing #1: The Customer has a Voice
- 8. VOICE OF THE CUSTOMER (ONE PERSON’S PHILOSOPHY)
- 9. VOICE OF THE CUSTOMER (ONE PERSON’S PHILOSOPHY) Musing #2: Problem + solution alignment matter
- 10. VOICE OF THE CUSTOMER (ONE PERSON’S PHILOSOPHY) Musing #3: A philosophy, not an activity “Philosophy is an activity of thought, a way of thinking.”
- 11. VOICE OF THE CUSTOMER (ONE PERSON’S PHILOSOPHY) Musing #4: The CSM is one part but they are critical
- 12. VOICE OF THE CUSTOMER (ONE PERSON’S PHILOSOPHY) Musing #4 cont. CSM are critical to VOTC because... Context and relationship Advocate, not administrate Umbrella, not funnel
- 13. VOICE OF THE CUSTOMER (ONE PERSON’S PHILOSOPHY)
- 14. VOICE OF THE CUSTOMER (ONE PERSON’S PHILOSOPHY) Musing #4 cont. Make sure CSM… Dig below the surface (the 5 “why’s” Close the loop Align to company’s market and product focus and goals
- 15. How I’ve seen it work
- 16. HOW I’VE SEEN IT WORK Input Analyze Trend Act
- 17. HOW WE DO IT Company-wide request engine Internal review Client communications Regroup and adjust
- 18. HOW WE DO IT Company-wide request engine Internal review Client communications Regroup and adjust 1. Priority (low, medium, high) 2. Fit to target market/use case 3. Customer problem and/or pain
- 19. HOW WE DO IT Company-wide request engine Internal review Client communications Regroup and adjust Incoming requests will be reviewed and a response will be returned to the submitter within 5 business days.
- 20. HOW WE DO IT Company-wide request engine Internal review Client communications Regroup and adjust The request submitter will be asked to provide the reviewer’s feedback to the requestor within 5 business days
- 21. HOW WE DO IT Company-wide request engine Internal review Client communications Regroup and adjust Requests will be grouped and each group will be weighed and considered for future roadmap designation.
- 22. Positive Benefits (Internal and External)
- 24. 1. Clear expectations and alignment with customer 2. Empowered teams 3. Company-wide ownership and action 4. Earlier customer risk detection 5. Plain ol’ better product roadmap and prioritization POSITIVE BENEFITS (INTERNAL AND EXTERNAL)
- 25. Couple of other things I’ve observed
- 26. 1. Longer term customers with sustainably high # of feature requests are a foreshadowing of a customer at risk or a shift in product fit 2. Don’t be afraid to let your customer know about your product/market fit aspirations. They’re more understanding when they know where you’re going. 3. Support and empower your CSM to tell the customer “no” without fear of compensation impact or customer blowback COUPLE OF OTHER THINGS I’VE OBSERVED
- 27. Thank you!
Editor's Notes
- Vice President, Customer Success and Account Management at PGi for last 8 years Oversee pre and post sale customer ownership at two business units within PGi - ReadyTalk and iMeet Central business units PGi - $500M provider of collaboration services including audio/web conferencing, webcasting, event services and online project management
- From grocery clerk of the year for a major grocery chain (cans on the bottom, eggs on top) to a die-hard Customer Success fan in software
- 2010 - Started at iMeet Central (then Central Desktop) to build out Support, Account Management, Professional Services and Customer Success 2014 - PGi acquires Central Desktop 2016 - Asked to adapt Central Desktop’s CS model into PGi globally across North America, EMEA and APAC regions, transforming traditional IT services model into proactive CS engine 2017 - PGi acquires ReadyTalk, a Denver based collaboration services unit 2017 - Inherited ReadyTalk team to build out CS framework from scratch 2018 - Today
- The customer has an important voice, no doubt.
- Listening to the customer’s voice only works if your company is aligned to the problems it wants to and can solve. Let the customer steer too much and you could be straying from your mission. Steering too much without inputs from your navigation partner (your customer) and you could find yourself obsolete.
- Voice of the Customer is not an activity but a philosophy that transcends organizational barriers and requires shared buy-in. Each part of the organization needs to buy in. You’re either an outside in company or you’re not. Partial participation will yield partial results.
- The CSM is but one part of the success of VOTC BUT they are a critical part of VOTC because they: Have context and relationship Act as an umbrella, not a funnel “If I had asked people what they wanted, they would have said faster horses.”— Misattributed to Henry Ford Advocate, not administrate
- Have context and relationship Act as an umbrella, not a funnel “If I had asked people what they wanted, they would have said faster horses.”— Misattributed to Henry Ford Advocate, not administrate - more than just shuffling requests from customer to product and washing their hands. They fight.
- Align to company’s market and product focus and goals Dig below the surface. (5 why’s) “The basis of Toyota's scientific approach… by repeating why five times, the nature of the problem as well as its solution becomes clear.” — Taiichi Ohno, architect of the Toyota Production System Close loop immediately “If it doesn’t align, politely decline.”
- Listen - Establish listening posts across all customer touch-points and departments like a recurring Product Council who share equal accountability to action items, external and customer research Marketing Product and Engineering Sales Customer Success Direct Customer feedback Analyze - Analyze feedback in real-time, and deliver actionable insights to (internal and external) stakeholders Trend - Track results over time and uncover patterns Tag customers in your CRM or your CSM platform, like Totango Survey trends Act - Engage customers for more information, balance market and business goals
- Submit Request: Company-wide db capturing customer problem, not just the feature Low – This would be nice-to-have, but there is a workaround that works reasonably well or it’s not important enough for the user to bother with a workaround. These improvements would optimize or improve their workflow. Medium – This problem is severe enough that it changes the user’s workflow. High – User has created elaborate workarounds to accomplish their goal. Team processes are slowed down considerably.