The document discusses how to make customer success a company-wide priority. It provides examples from Gainsight and GuideSpark of how they: 1) Implement risk frameworks to identify at-risk customers and ensure a coordinated response across departments. 2) Provide executive visibility into customer health, feedback, and outcomes through regular reporting and meetings. 3) Quantify the ROI of customer success efforts by tracking metrics like upsells, renewals, and advocacy that are directly attributable to the customer success team.

1. ©2016 Gainsight.
HOW WE MAKE CUSTOMER
SUCCESS A COMPANY-WIDE
PRIORITY
MATT LINDEMAN
VP Customer Success
GuideSpark
®2016 Gainsight.
NICK MEHTA
CEO
Gainsight
ALLISON PICKENS
VP of Customer Success
& Business Operations
Gainsight

2. ©2016 Gainsight.
Agenda
The Challenge
Handling Risk
Executive Visibility & Customer Feedback
ROI of Customer Success

3. ©2016 Gainsight.
The Challenge
• Customer Success is a company-wide priority
• CSMs can be the central component to the customer relationship,
but they can’t do everything
CEO Point of View
• Value of data-driven culture - get away from finger pointing
• Value of continuous learning from clients
• Allocate time to clients - not just prospects / sales

4. ©2016 Gainsight.
Challenge: Customer Success Is Not Just About CSMs
Sales
Renewals
Support
Services
Marketing
Product
Ensure solid handoff
Create more targeted renewals
experience
Accelerate high-priority or high-
risk customers’ tickets
Drive time-to-value
Identify customer advocates
accurately
Incorporate customer feedback into
the product roadmap
Be thoughtful in
driving collectionsFinance
Customer +CSM

5. ©2016 Gainsight.
CEO Objectives
Data-driven decision making
Continuous learning
Customer-centric culture

6. ©2016 Gainsight.®2016 Gainsight.
Handling Risk

7. ©2016 Gainsight.
Gainsight: Risk Framework
Support Company Sentiment Habits
Exec
Owner
Director of Support VP Customer Success VP Customer Success VP Customer Success
Definition
What volume of open
support tickets does the
customer have, and
what’s their priority and
duration?
Is there a change at the
company that will affect the
customer’s use of
Gainsight?
Is the customer generally
happy? (e.g. NPS)
Is the customer using our
product in a significant,
sticky way?
Readiness Implementation Product Bugs
Exec
Owner
VP Sales VP Services VP Product VP Engineering
Definition
Was the customer
ready to purchase
Gainsight?
Is the implementation
project plan on track?
Does the customer require
a product enhancement?
Does the customer have a
high volume / priority of
bugs open?
1 2 3 4
5 6 7 8

8. ©2016 Gainsight.
Gainsight: Risk Governance Process
Support Company Sentiment Habits
Director of
Support
VP Customer
Success
VP Customer
Success
VP Customer
Success
Support risk
meeting
CSM meeting CSM meeting CSM meeting
Readiness Implementation Product Bugs
VP Sales VP Services VP Product VP Engineering
Sales
“expectation
setting” survey
Onboarding risk
meeting
Product risk process
/ roadmap meeting
Support risk
meeting
Weekly
Exec
Risk
Meeting

9. ©2016 Gainsight.
GuideSpark: Risk Framework
Sentiment Company Habits Production
Exec Owner VP Customer Success VP Customer Success VP Customer Success VP Content Services
Definition Is the customer generally
happy?
Is there any change at the
company that will affect the
customer’s use of
GuideSpark?
Is the customer using the
solution in a significant way
& is their reach strategy
aligned with objectives?
Is the content production
process going well (meeting
quality and timeliness
expectations)?
Call to
Action /
Playbooks
• NPS Promoter
• NPS/CSAT Detractor
• Champion Turnover
• Major Cutbacks
• Broker Challenges
• M & A
• Incomplete Library
• High Usage/Adoption
• Low Usage/Adoption
• Unresponsive Customer
• FCR High/Low CSAT Score
• Production Issues
• Backlog - Internal delay
Product Support Account Expansion
Exec Owner SVP Product/Marketing SVP Engineering/Support SVP Sales
Definition Does the customer
require key product
enhancement?
How many support tickets
are open (and duration)?
Did an event occur or an
opportunity surface that may
lead to future business?
Call to
Action /
Playbooks
• Critical Product
Enhancement Request
• Product Mismatch
• Monitor support • Major Co. News
• Interest to buy

10. ©2016 Gainsight.
GuideSpark: Adoption Success Framework (<6 Months)

11. ©2016 Gainsight.
GuideSpark: Adoption Stage Report Card

12. ©2016 Gainsight.
GuideSpark: Weekly Executive At-Risk Meeting
CSMs flag
CTAs in
Cockpit to
escalate
issues
CS Managers
tag “At Risk”
in C360;
inputs CS
Mgr POV in
Attributes
Wed
CS Ops
automates
email report
to At Risk
Team
Thurs
Tue1:1
AE/Sales
owner inputs
AE POV in
Attributes
AtRisk Mtg:
Address log jams
and next steps;
request Executive
sponsorship
Fri
AtRisk Mtg:
Executive
approval to
move to
Churned stage
Fri

13. ©2016 Gainsight.®2016 Gainsight.
Executive Visibility & Customer Feedback

14. ©2016 Gainsight.
Gainsight: Providing Visibility Through Updates

15. ©2016 Gainsight.
Gainsight: Trending Risk for Decision Making / Board
Data is illustrative

16. ©2016 Gainsight.
Gainsight: Learning Processes
NPS => Execs
Churn Learning
Meeting
Product SME
Meeting
…

17. ©2016 Gainsight.
GuideSpark: Net Promoter Score
-
100 1000
30Technology
Company Average

18. ©2016 Gainsight.
GuideSpark: Customer Feedback
100% response rate (NPS +40, CSAT 86%)
Copilot + GuideSpark best practices
2X per year
Target
Time
Frequency
Tools
3 mins or less
Response +50%  educate on commitment
Follow Up Closed loop with promoters/detractors

19. ©2016 Gainsight.®2016 Gainsight.
ROI of Customer Success

20. ©2016 Gainsight.
Revenue Attributable to Client Outcomes
1. CSM “Save”
• Red to Yellow
2. CSM “Win”
• Yellow to Green
1. CSM “Win”
2. CSM-qualified leads
(CSQL) for Sales
3. CSM closes upsell
4. Conversion of POC
1. CSM Qualified
Advocacy (CSQA)
2. Sales References
3. Referrals
4. Repeat Purchaser
5. Advisory Services
Retain Expand Land+ +

21. ©2016 Gainsight.
ROI of Customer Success: Land
Closed New Business
ARR – CSM Involved
in Sales Cycle
Closed New Business
ARR where a Customer
Reference Occurred
Advisory Services
Revenue Closed

22. ©2016 Gainsight.
ROI of Customer Success: Expand
Closed ARR from CS-Driven Upsell Leads
Upsell ARR Associated with CS “Win”
Converted POC ARR

23. ©2016 Gainsight.
ROI of Customer Success: Retain
ARR from Saved Opt Outs
Renewals Associated with a CS “Save”
Renewals Associated with a CS “Win”

24. ©2016 Gainsight.®2016 Gainsight.
Questions?

25. ©2016 Gainsight.
THANK YOU
®2016 Gainsight.