Downloaded 10 times
Uploaded byTotango
The Fusion of CX and CS
The document discusses the synergy between customer experience management (CEM) and customer success management (CSM) in building customer-centric operations for both public companies and startups. It presents two case studies on subscription-based businesses focusing on customer lifetime value and Net Promoter Score (NPS) as key growth metrics. The document emphasizes the need for a comprehensive customer stack that integrates various systems for customer feedback, engagement, and analytics to optimize customer interactions and business outcomes.
More Related Content
The Fusion of CX and CS
- 1. CEM & CSMSynergy Totango & NICE Satmetrix
- 2. Who’s to say? •Design Faculty at UIUC • Public Companies & Startups • Design Practice Management • Product Strategy & Management • Customer Success Management • Chief Product Officer • Chief Operating Officer
- 3. Building the CustomerCentric Company
- 4.
- 5. Today, among multiplesystems … 2 have emerged specifically for Customer-Centric Operations. CEM CSM
- 6. The Case fora Customer Stack
- 7. Who needs it? IfLifetime Value is Key If CX Drives Brand Loyalty
- 8. Case Study 1:Cloud File Sharing • Mid-Stage Startup • Subscription Revenue (SaaS) • B2C2B • Freemium Acquisition • Millions of Users • Thousands of Customers • Competitive Market • Focused on Growth
- 9. 2 Areas ofFocus • LTV Growth (Particularly New MRR) • Commitment to NPS
- 10. 2 Areas ofFocus NPS was a low resolution photograph taken twice per year LTV was evaluated every quarter and MRR analyzed every week • LTV Growth (Particularly New MRR) • Commitment to NPS
- 11. Case Study 2:Voice of Customer • Mid-Late Stage Startup • Subscription Revenue (SaaS) • B2B Enterprise & Mid-Market • Hundreds of Customers • NPS Thought Leaders • Re-Platforming for Cloud • Competitive Market • Focused on Growth • Acquired by NICE in July 2017 • Larger Program, Bigger Challenges
- 12. 4 Areas ofFocus • LTV Growth (Particularly Net Retention) • Commitment to NPS/CEM Program • User Engagement • Customer Program Maturity
- 13. 4 Areas ofFocus • LTV Growth (Particularly Net Retention) • Commitment to NPS/CEM Program • User Engagement • Program Maturity NPS/CEM is a UHD movie that is always on LTV was evaluated every quarter and ARR analyzed every week User Engagement & Program Maturity are low resolution photographs taken twice per year
- 14. What we lack,is a stack.
- 15. What is theCustomer Stack really?
- 16. What is core? •System of Record for Customer Feedback • Tracking System for User Engagement • A Primary System for Customer Success Mgmt. • An Analytics Platform with BI, AI, and ML • A System of Engagement for CX Insight • System of Record for the Customer Profile
- 17. CEM & CSMcombined, offer the Core Customer Stack. CEM CSM
- 18. With a connectorstrategy that plays well with others. CEM CSM
- 19. We’re taking aT-Shaped approach. CEM CSM
- 20. Our business ‘happens’where our customers interact with our team.
- 21. We organize thesekey touchpoints in the lifecycle into a journey.
- 22. Think customer lifecycle,not service blueprint.
- 23. First, we identifythe key customer touchpoints.
- 24. Next, we collectcustomer data on the overall experience...
- 25. …along with morespecific feedback on targeted touchpoints.
- 26. We use thisframework to align our teams with the program.
- 27. We deploy CEMfor broad customer feedback & insight.
- 28. We deploy CSMas a platform for dedicated success teams.
- 29. CEM and CSMwork together to provide our core CX Stack.
- 30. We link tothe broader ecosystem with connectors.
- 31. Announcing a NewPartnership
- 32. Accelerating Impact withthe Customer Stack • Comprehensive Omni-channel Feedback • User Adoption & Engagement Reporting • A dedicated System for Customer Success Mgrs. • Operational Customer Support Performance • Analytics on all of the above –in combination • Role-based Dashboards, Workflows & Alerts • A Repository for the Complete Customer Profile All with integration throughout the stack.
- 33. See us atthe booth for a demonstration
Editor's Notes
- #2 CEM Customer Experience Management (aka: VoC, CFM) CSM Customer Success Management
- #3 Nature of my role historically ranges from Professor to Practice Manager to COO. I currently manage the Product Management, UX, Customer Success, Business Consulting Professional Services and Customer Support teams We are operating as an LOB within the NICE InContact portfolio. We have operations that rely on Global Teams as well as resources in our own LOB. We deploy Global Success teams, We host Global Operations. We use the label of Customer Success Manager in a wide variety of inconsistent ways across the NICE team.
- #4 Its somewhat universal for companies in today’s market to declare an intention to become customer centric. IMPERATIVE: In an increasing global marketplace with lower barriers to trade and market entry; rapid pace of innovation, General shift from transactional to relationship businesses higher availability of technology platforms and cloud hosting… ENABLEMENT Highly connected Digitization of Business Process and Communications Customer Experiences and Relationships are becoming the key differentiator for acquisition and a requirement for customer retention.
- #5 OPERATIONS ARE HARD It takes more than a statement of purpose or engagement with the market research team within an organization to make this transformation. I have seen many companies embrace the first elements of becoming customer centric –only to fail at operationalizing their program or transforming their companies. In businesses with historical frameworks that focus on primarily on customer acquisition and profitability outcomes its difficult to focus on the interactions with the customer as causal to the results. This is particularly without operational processes, resources and systems that are up to the task.
- #6 To operate we need effective and efficient systems and alignment of resources Today multiple systems and organizations are required to deliver customer centric operations. However, 2 related software categories have evolved specifically to assist in this endeavor: Customer Experience Management and Customer Success Management. One can argue that these are two entry points to the shared problem of operating wit In attempt to put the customer at the center of your OPERATIONS…. Companies –particularly B2B companies are often doing both CEM and CSM and using both systems to manage their programs and teams.
- #7 What is a Stack? Not disconnected point solutions An often layered group of technologies that work in an integrated and interdependent manner to provide a flexible foundation for you to build a solution. Other frames of reference: Development Stack, Web Stack, Marketing Stack, etc Full Stack Developers We’ll talk more about what needs to be included shortly
- #8 Who Needs a Customer Experience Stack? Any company for whom Customer Lifetime Value is a key business metric needs a customer experience stack. Obvious candidates include subscription sellers, telecommunications companies, technology providers and financial services businesses. These businesses have traditionally focused on long-term relationships and ongoing revenues. In reality, any business that wants repeat buying, account expansion, or referrals should have a customer experience stack in place. Whether you’re B2B or B2C, brick and mortar or ecommerce, high sales price or low, the customer experience stack lets you measure the interactions that customers are having with your brand. These interactions are forming their attitudes, driving their behavior and determining your business outcomes.
- #9 Case Study 1: Cloud File Sharing Company Before I came to Satmetrix I spent three years at the file sharing company Yousendit (now called Hightail). Yousendit at that time was a fast growing company with two tracks of business that relied on growing end user acquisition through a freemium business model. We attracted millions of users with our free product, and then sought to convert some portion of them to our premium subscription or company-wide solutions. While overall customer experience was really everybody’s job, as the head of products, I had primary responsibility for the customer experience with our products. This included steering product strategies and delivering user value through great features and experiences. Given that our primary marketing engine was our free product experience –it touched a lot of aspects of the business.
- #10 How did we arrive at an area of focus? The tyranny of the 4 hour Weekly Exectutive Staff Meeting Challenges with getting visibility to data The conflict between user acquisition and customer acquisition Hyper growth categories Early days for SaaS economics like LTV, Net Retention, Gross Retention etc.
- #11 How did we arrive at an area of focus? The tyranny of the 4 hour Weekly Exectutive Staff Meeting Challenges with getting visibility to data The conflict between user acquisition and customer acquisition Hyper growth categories Early days for SaaS economics like LTV, Net Retention, Gross Retention etc.
- #12 Case Study 2: Voice of Customer Software Entered as the CPO looking first at Product Strategy Product and Engineering Organization Re-platformed and expanded to Mid Market Eventually took role of COO and added all of the Success and Services teams
- #13 What was different here? ARR & LTV growth –with re-platforming underway, we had a real focus on Net Retention NPS remained a priority but given the nature of the company we could do true CEM with always on data collection
- #14 What was different here? ARR & LTV growth –with re-platforming underway, we had a real focus on Net Retention NPS remained a priority but given the nature of the company we could do true CEM with always on data collection A very big bet for the company is a move to Cloud and Self-Service So we needed more focus on measureing and managing Adoption and Engagement & Program Maturity We aligned the company around these ideas
- #15 Even as we were focusing on building our business AND building a platform for customers to do VOC and NPS…. I could see we needed a more thorough foundation to facilitate our needs. We broadened our investments and focus to a more through CEM approach
- #16 What does the stack for CX include?
- #17 What is core: the Big 6 System of Record for Customer Feedback Tracking System for User Engagement System of Record for the Customer Profile A Connector Platform for other Customer Data An Analytics Platform with BI, AI, and ML A System of Engagement for CX Insight A Primary System for Customer Success Mgmt.
- #18 For B2B companies like ours today, CEM and CSM combined, offer the core
- #19 We are still in a phase of evolution The CX stack will co-exist with a great number of other systems in enterprise including Marketing Automation Customer Relationship Management Finance & Accounting Customer Service Center Case Management & Workflow Web Analytics
- #20 We need both breadth and depth to execute and operate effectively: To get there, we use a T-Shaped model
- #21 The basic paradigm. Keep it simple.
- #22 Using this principle we build a Journey or Lifecycle as an organizing mechanism or framework for the program
- #23 Service blueprints and other versions of customer journey mapping are incredibly useful and important, but here –our purpose is to identify key points to measure in the typical high level lifecycle of the customer
- #24 Start by looking at key stages of interaction that customers engage in during their journey as your customer. We want a framework that lets us deliver great experiences to create a kind of virtuous circle where value is accumulating and renewal and expansion are logical outcomes.
- #25 Start by looking at key stages of interaction that customers engage in during their journey as your customer. We want a framework that lets us deliver great experiences to create a kind of virtuous circle where value is accumulating and renewal and expansion are logical outcomes.
- #26 Start by looking at key stages of interaction that customers engage in during their journey as your customer. We want a framework that lets us deliver great experiences to create a kind of virtuous circle where value is accumulating and renewal and expansion are logical outcomes.
- #27 Each touchpoint has a primary stakeholder group Each group needs particular KPIs and Insights
- #28 Our T-Shape model Explained here… CEM Gets you from Data to the Dashboard for Customer Feedback
- #29 Our T-Shape model Explained here… CSM gets you deeper use cases for the dedicated Customer Success Team that works as the Primary POC for the customer
- #30 Our T-Shape model Explained here…
- #31 We’ll need to be flexible and work with a variety of related pieces of the broader ecosystem
- #32 Nature of the Relationship: Partnership Pre-configured product integrations. We want to talk to you if….. If you are running both a CEM and CSM program If you need a CX Stack solution
- #33 What is core: the Big 6 System of Record for Customer Feedback Tracking System for User Engagement System of Record for the Customer Profile A Connector Platform for other Customer Data An Analytics Platform with BI, AI, and ML A System of Engagement for CX Insight A Primary System for Customer Success Mgmt.
- #34 Nature of the Relationship: Referral Sales and Pre-configured product integrations. We want to talk to you if….. If you are running both a CEM and CSM program If you need a CX Stack solution