Scaling Enterprise Customer Success Through Digital Engagement - CSSummit18
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Presented by Krista Glantschnig, VP Glopbal Head of Digital Customer Engagement at SAP. Shared at Customer Success Summit 2018, Track 3. This session, taking examples from SAP, will focus on the role that digital engagement service can take in supporting all customer engagement motions in a company. It will cover examples throughout the customer journey, and focus on some key KPIs, as time-to-go-live, adoption rates, and readiness to renew.
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Scaling Enterprise Customer Success Through Digital Engagement - CSSummit18
- 1. Scaling Enterprise Customer Success Through Digital Engagement
- 6. SAP SuccessFactors HR SolutionsSAP Hybris Cloud for Customer SAP Hybris Sales Cloud SAP Hybris Service Cloud SAP Hybris Marketing SAP Hybris Commerce SAP S/4 HANA Finance SAP S/4 HANA Cloud SAP Business ByDesignSAP Analytics Cloud SAP Jam Collaboration SAP Jam Communities SAP Integrated Business Planning Ariba Network: Sourcing, Procurement, &Finance Concur: Travel & Expense Management Fieldglass: Flexible Labour Management SAP Cloud Platform SAP Integrated Business Planning
- 8. CUSTOMER SUCCESS MANAGER I’d like to spend my time having meaningful conversations with my customers!
- 9. VP, CUSTOMER SUCCESS How do I build, scale, & optimize a high-impact team & a culture of customer success?
- 10. ENTERPRISE SITUATION MATURITY JOURNEY SCALESEGMENTATION
- 11. SAP Enterprise situation Roadmap to scale Example 1. 2. 3. 4.
- 12. PRODUCTIZE CUSTOMER SUCCESS “ …companies are not looking to build armies of services teams; instead they seek leaders who can productize customer success offerings and dynamically deliver high, moderate and low touch interactions to the right customers at the right time.” Michael Feldman, Russell Reynolds
- 13. STEP 1: DEFINE DATA TRIGGERED CUSTOMER JOURNEY
- 14. STEP 2: DECIDE ON KPIs % onboard% provision % early adoption % adoption Days to go-live % renewal readiness expansion % renewal
- 15. STEP3: SECURE YOUR DATA
- 16. STEP 4: CREATE HARMONIZED CONTENT
- 17. STEP 5: SET AUTOMATION IN PLACE GOAL MOTION Adoption 50% after 3 months Mixture of automation and high touch for all segments
- 18. STEP 6: MONITOR AND IMPROVE
- 19. ORGANIZE TO SCALE – SUCCESS HUB Global Digital Program Managers • lays the foundation for digital nurture programs • provides status reporting on LoB templates, marketing assets and execution capability • executes digital engagement programs • executes A/B testing • Monitor and report back on program Regional TechTouch Service Hub • day-to-day digital communication with customers - customer responses and questions management • customer follow-ups on critical digital triggers in tech- touch motion • managing handover of customers engagement from tech-touch motion to high-touch motion Digital Execution technology management • manage pilots & PoCs • enable digital customer engagement with the technology platform • contribute to global technology conversations for digital engagement 5 / 5
- 20. SAP Enterprise situation Roadmap to scale Example 1. 2. 3. 4.
- 23. Quick Summary Q4 2017 Purchased Cloud solution 181customers received a Welcome e-mail next day of signing the contract 128customers’ provisioning issues were resolved 103 customers had low adoption rates, we followed up on 70 customers were digitally onboarded 68customers had a drop in usage, we followed up on 131customers are ready to renew in Q2 2018 69customers went LIVE 36 customers had performance issues, we followed up on
- 24. Q4 CUSTOMER SURVEY RESULTS customer responded find emails relevant and helpful like the format of the emails 15% 66% 70%
- 25. WHAT DO SUCCESS MANAGERS SAY? “The Digital Engagement HUB provides us with a scalable approach to nurture our customers via digital automated communication. This tech-touch approach still allows our customers to connect with a CEE for complex inquiries, when needed.” - Global Head of SAP Hybris Customer Success and Renewals
- 26. Thank you!
Editor's Notes
- Hi, my name is Krista Glantschnig. I am a head of digital customer success at SAP . I deliver game changing, scalable digital experience directly to customers in tech-touch motion, and through customer success managers in low and high touch motions.
- I am here today, to share some of my expereinces when facing customer success harmonization, and scaling in an enterprise. But really I am here to open an conversation with you. Please connect me, if you haven‘t yet – and let‘s chat about where you are, and what we can learn from each other. I am passionate about customers and their success, and I know you are too. The next 30 minutes will not only benefit someone currently in midst of enterprise operations, but also someone whose company is growing fast. . I will first give you a fast overview on SAP. After that I will talk about the enterprise challenge, Then introduce one possible road map to scale your customer success, with spefic attention to the enterprise challenge. and finally I will share some results from the past year from our operations.
- SAP helps the world run better and improves people’s lives SAP is the world leader in enterprise applications in terms of software and software-related service revenue. 378000 plus customers in 180 countries, 41 state-of-the-art data centers around the world. - CLICK -150 million subscribers in cloud user base.
- SAP is a cloud company driven by SAP HANA in-memory technology. We offer cloud apps for all lines of business, a market-leading cloud platform and flexible on-demand infrastructure. Here you see a fully Integrated SAP Cloud ecosystem.
- This is a list of SAP’s cloud products. What do you think about, when you look at this? It’s a great portfolio of course, but what could this amount of products and independent of business lines lead to for the customer success teams?
- Lets have a look into life of an enterprise customer success manager.
- This is Suzy. She is not happy as most of her time is spent on sending e-mails to her customers. Suzy is in charge of customers using various SAP enterprise solutions. Each solution has own enablement materials and she spends a lot of time looking for the right content, and sometimes even creating the content herself. We asked Suzy – what she would like to do instead? CLICK And she replied, I’d like to spend my time having meaningful conversations with my customers about getting value from SAP solutions, and this way – ensuring my renewal targets.
- Meet Nick – global VP of customer success. His business is great, sales is growing, and he is happy! But, he is struggling with the coverage. His team is supporting all sizes of deals and customers for many solutions. He knows that hiring more people won’t be profitable in the long run. He is worried that this will have a serious impact on his renewal targets. . Nick is thinking: CLICK What if I could automate the obvious, the e-mails, and the content – and get it to the right person at the right time. I could manage my organization with less resources and my CSMs would be spending time on value adding activities with customers, which relates to their core skills and seniority. I’d know that all my customers are being nurtured to a minimum level in all segments.
- The situation at SAP isn’t different from any enterprise situation. There are products with different levels of maturity. Some of the newest products are in their first go-to-market phase, when you are shaping your post-sale go to customer approach and materials. Some other products have been on the market for a while, and have wide customer base which varies from enterprise to small medium size customers. Secondly, there are all sizes of customers and deals vary from thousands of dollars to double digit millions dollars in size. Customers utilize one or more solutions from solution product portfolio, to various extents. Third - Your customer success managers are all doing their best towards the customers, but possibly without common nominators – spending time recreating the wheel every time. Maybe everyone is handling their post-sale journey in their own way. And finally –growing customer base in all customer segments, specifically in the tail. How to scale the customer success organization in an environment, where the number of small customer is growing and possibly representing 70% of your customer base, but indeed only 20% of your revenue.
- Let‘s now go through a few simplified steps to scale.
- Here is a quote from Michael Feldman from Russel Reynolds, a company that gathers trends and insights across industries and geographies for leadership development. “ companies are not looking to build armies of services teams; instead they seek leaders who can productize customer success offerings and dynamically deliver high, moderate and low touch interactions to the right customers at the right time.” I believe that this is the way for any company to face their customer success, and I now want to share with you my simplified 6 step guide to achieve it.
- Now – who recognizes the theme behind this illustration? Two years ago I requested our design team to create this illustration based on Guy’s book Farm Don’t hunt. We revisited our success journey based on that. You all have probably already created you customer journeys, but in enterprise the point is building a minimum level of communality for all solutions, and cloud businesses to hold to your enterprise brand, and the promise of success CLICK – here is an example of how we present the post-sale journey to our customers. Now - evaluate the journey and find the possible areas for automation – and later decision on whether you want to automate them towards all customers, or towards a group of customers only. Don’t forget to create goals for all the engagement points you have. Next, make decisions on how you want to handle every touchpoint with your many customer segments. For example – how do you want to onboard your customers? Would you want to fully automate customer onboarding for your low segment customers but keep a low touch motion for others – and have your automation be partial, and support your success managers to execute it. With a central customer success automation hub, you can make decisions to engage directly with a customer, or indirectly through customer success managers. We built 20 triggers, but introduced the initial five first, and then the rest. The main goal is to provide the right information to the right person at the right time!
- Take a look through your journey, and decide on the KPIs you are planning to influence. Here a few examples ---
- Ensure the access to valuable data about your customers. Bunch of that is going to sit in your CRM system – but make sure that the data entry requires the information necessary for your post-sale actions. In an enterprise – that may cause some challenges – and you need to get your sales teams to play with you. Take into consideration global privacy and communication rules with customers. You may want to consider a Chinese wall between your success customer data, and marketing customer data. There is a difference between demand generation, and post sale service messages. Make sure when your customer signs a contract with you - you make a mutual agreement on exchanging contacts data. It is OK for your customers to change those contacts, but they need to have a valid contact person for you in file. No opt-out. You want to run other types of digital programs with the customers at the same time --- upsell and expansion, but receivers of demand generating marketing messages are always eligible to opt-out. And you don’t want to have your success programs, and marketing programs mixed. Aligned, but not mixed. Secondly --- Access to the behavior of your customer from their solution usage. There are various ways to get to this data, you might find it already available, or you may need to applying some code to your products to collect it. This needs negotiation with all the products teams. Start that negotiation now – and get them onboard. Also – ask for predictive information about your customers behavior to be ahead of the game, with e.g. renewal risk. Start with the most important touchpoints, and develop your program as you learn more about the data available to you. Most probably you won’t all data available for all products from the beginning.
- For your first set of touchpoints work together with your customer marketing and product teams, to create the necessary customer content. Design global email campaigns addressing the minimum common needs of the customer, and leave space for solution specific differentiation of the campaigns for the various products and LoBs. You will face situations, when teams think, why they should change their approach. You will need to encourage the appreciation for the enterprise brand, and harmonization of the customer experience. Make these emails engaging – don’t let yourself settle with boring, but put extra efforts to make them great. Make customers part of your business family – a community of people on the same journey. At SAP we run together with our customers.
- Based on your journey definitions per customer segment, set up the system with goals for each campaign, and link to the created materials. I’d not make these workflows too complicated --- if there is a drop-in solution usage – I’d automate the first step for all segments but link it fast for a high touch action for a high segment customer. For the lowest customer segment – you want to automate as much as you can, and I recommend a regional pool approach if tech touch doesn’t get you to your action goals. But before doing that try to self -service the low segment.
- Finally – monitor your digital programs, maintain them, and improve them based on results, and customer input.
- Let‘s me now share my experience.
- These are counts of email campaigns done for a a product with 1600 licensed customers. Engagement automated fully in October – adding data triggers throughout the first three months. One reason for the jump in December is adding more data triggers into the system every month, but why is there such a jump in December – anyone can guess that?
- Campaign performance has been great, with a 107% open rate, as customers forwarded the emails to their team members. And, almost 50% of the content in the e-mails is read by our customers.
- We asked our customers how they liked our e-mails. Keeping it simple, we asked ONLY three questions – to make sure we get as many answers as possible. As you can see, 66% of the customers found the content very relevant & helpful. We asked about the format – as we weren’t sure whether we were using too many images… 70% of the customers liked the format. Our customers are now receiving emails at the right time with the right information. Customers also receive a follow-up call from CSM when necessary. We help them to be successful with SAP cloud solutions.
- I wasn't going to leave Suzy and Nick unhappy. And to all of you --- customer success is developing itself right now --- by having been in tis conference I know, that all of you are already ahead of the game. Thank you, give love to your customers, and the renewals will keep coming.