Downloaded 29 times
Uploaded byGainsight
PulseCheck2016 How we make customer success a company-wide priority
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.
More Related Content
Similar to PulseCheck2016 How we make customer success a company-wide priority
PulseCheck2016 How we make customer success a company-wide priority
- 1. ©2016 Gainsight. HOW WEMAKE 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 HandlingRisk 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: CustomerSuccess 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-drivendecision making Continuous learning Customer-centric culture
- 6.
- 7. ©2016 Gainsight. Gainsight: RiskFramework 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: RiskGovernance 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: RiskFramework 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: AdoptionSuccess Framework (<6 Months)
- 11. ©2016 Gainsight. GuideSpark: AdoptionStage Report Card
- 12. ©2016 Gainsight. GuideSpark: WeeklyExecutive 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. ExecutiveVisibility & Customer Feedback
- 14. ©2016 Gainsight. Gainsight: ProvidingVisibility Through Updates
- 15. ©2016 Gainsight. Gainsight: TrendingRisk for Decision Making / Board Data is illustrative
- 16. ©2016 Gainsight. Gainsight: LearningProcesses NPS => Execs Churn Learning Meeting Product SME Meeting …
- 17. ©2016 Gainsight. GuideSpark: NetPromoter Score - 100 1000 30Technology Company Average
- 18. ©2016 Gainsight. GuideSpark: CustomerFeedback 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. ROIof Customer Success
- 20. ©2016 Gainsight. Revenue Attributableto 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 ofCustomer 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 ofCustomer Success: Expand Closed ARR from CS-Driven Upsell Leads Upsell ARR Associated with CS “Win” Converted POC ARR
- 23. ©2016 Gainsight. ROI ofCustomer Success: Retain ARR from Saved Opt Outs Renewals Associated with a CS “Save” Renewals Associated with a CS “Win”
- 24.
- 25. ©2016 Gainsight. THANK YOU ®2016Gainsight.