The Playbook to Defining Your Customer Journey From Prospect to Champion with Sage People SVP Kathy Lord
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The Playbook to Defining Your Customer Journey From Prospect to Champion with Sage People SVP Kathy Lord
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The Playbook to Defining Your Customer Journey From Prospect to Champion with Sage People SVP Kathy Lord
- 2. Agenda • Why focus on creating champions? • 5 steps to getting started Gain alignment with your purpose Define your customer journey Ask the hard questions Listen to customer feedback Maintain champion status
- 3. Why Focus On Creating Champions? CLTVChurn
- 4. 5 Steps To Getting Started Base Your Culture On Customer Success Define Your Customer Journey Ask Your Organization The Hard Questions Understand The Root Cause For Poor Survey Ratings Make your champions super-heroes in industry Start Early Map Listen Ask Reward
- 5. How do great leaders get people to want to be a part of what they do?
- 6. Gain Alignment Their Purpose Applies to both customers and employees…
- 7. Create A Movement vs A Journey
- 8. Define Your Customer Journey Milestone 1 Milestone 2 Milestone 3 Explicitly Identify Desired Customer Emotional State Emotionally engaging your customers means understanding and plotting out their emotions throughout the customer journey. Define Milestones From Customer Viewpoint The journey should start with when your customer first engages with your organization through perpetuity. Agree on internal and external stakeholders Designate clear lines of responsibility and means in which each stakeholder will be held accountable.
- 9. How is your customer feeling throughout their journey?
- 10. © 2019 The Sage Group plc or its licensors. All rights reserved. Desired Emotional State Internal Success Stakeholders Key Customer engagement touchpoints Sample High Level Customer Journey Go Live & Handover Project Initiation Sales Cycle & Close Implementation Beyond • Sales Messaging • System demo • Proposal Call • Welcome Pack • Kick Off Call • Introduction to the Community • Discovery Sessions • NPS Surveys • EBR • Regular Project Calls • Gateway Sign Offs • Training Sessions • EBR/Project Close Questions • Handover Call • Regular NPS Surveys • Regular EBR • Community • Latest Release information Digital Marketing Product Marketing Lead Consultant Project Manager Engagement Manager Training Consultant Account Executive Lead Consultant Project Manager Engagement Manager Account Executive Solutions Consultant Engagement/Proposal Manager Customer Success Manager Support Consultant Lead Consultant Project Manager Customer Success Manager • Events • Website messaging • Other marketing Marketing Committed Delighted In Control Reassured Excited & Informed Curious
- 11. Ask The Hard Questions • Customer churn rate and how is it trending? • Dollar churn rate and how is it trending? • Root cause issues creating churn? (customers and dollars) • Average customer lifetime? trending? • Customer lifetime value (CLTV)? trending? • Average amount of add-on dollars per customer? trending? • Average number of support cases per customer? trending? • If a champion leaves, do you get new champion? Did the champion bring us on at their new gig?
- 12. Listen To Your Customers Don’t Be A Monkey
- 13. Embrace Challenging Feedback • NPS Surveys • Customer Advisory Boards • Go-live surveys • Support surveys • Review sites, social media • Clarify with live conversations Listen • Cohort analysis by key dimensions • Dig in to understand root cause analysis • Look for trends • Follow-up live conversations Analyze • Focus on what’s right not who’s right • Improve highest impact areas first • Develop action plan • Communicate actions taken to improve Act Your most challenging customers will often become your biggest champions… because they care!
- 14. Maintaining Champion Status • Require care and feeding over time • Provide personal impact and career growth • Leverage engagement platforms (like Influitive) as you scale • Execs/some generations prefer human interaction • Champions will not go away when they leave your service • Develop ways to keep champions engaged even while in transition
Editor's Notes
- One of the most important things to remember is that growth isn’t fueled by sheer volume of new prospects, but rather by identifying companies with problems that your product can solve. That, in a nutshell, is customer success. There’s a reason why it’s become one of the biggest buzzwords in business. Sure, scale is about bringing in new customers, but it’s also about keeping current customers just that – customers – for the long term. Starting to think about what “success” means for a customer and what it takes at your business, well before anyone at your company actually has it in their title, is essential to sustainable growth. The best companies do it from the day they make their first dollar, instilling it their culture, empowering employees to do whatever it takes to delight customers and investing real dollars all to maximize their chances that when a prospect walks in the door, they stay awhile. From the time you first start making money, your company should be building a framework for customer success. While you won’t have an executive dedicated to it for at least a year or two, you need to have a smart and scalable process in place from the beginning. The best way to start is to make sure your earliest customers stay happy, renew their contracts, keep paying you and refer their colleagues to you early and often. Growing your business isn’t just about which new accounts you close, but much more so about which ones stick around and are actually advocates for your company. Depending on which numbers you believe, acquiring a new customer can be anywhere from five to 25 times more expensive than retaining an existing one. Put a different way, if you don’t retain a majority of your customer base, there’s a good chance you’ll go broke. Software companies, which rely on subscription models that operate on recurring revenue every month, know this better than anyone. Customer acquisition also factors into the customer growth and success equation. Get into the habit of only signing up customers you think you will be in it for the long term. In software, it usually takes more than a year to make a customer profitable, so if you think they’ll leave before then, don’t sign them up.
- Create a Movement There are number of consumer brands that have of inspired movements and brand loyalty such as Apple, Nike, Southwest Airlines, Lululemon and IKEA. In the world of cloud software companies, the list is much shorter, but Salesforce.com is always at the top. That’s for good reason. Marc Benioff spent the early days of Salesforce not just building a great product, but creating a new way of business – and building a legion of supporters incredibly quickly. The original product revolutionized the way sales organizations managed their business and removed reliance on IT. It made people look good at work. It got people home to their families earlier. It made them believe that a “salesforce automation application” actually could make them more productive and their lives easier. But it was much more than a good product that increased efficiency and had a different delivery model. Benioff also introduced the “No Software” rallying cry, which spoke to all the frustrations customers experienced in the past. It went beyond logic to the more primal part of the brain – the limbic section responsible for our behavior, decision-making, and feelings. (Logic, after all, doesn’t inspire action.) Salesforce.com stood for something very different and created an emotional connection with customers whereby some touted Salesforce.com credentials on LinkedIn profiles and others even got tattoos. It was the first enterprise brand to create a movement that people wanted to be part of – and in doing so, created a league of champions from the very beginning. I’ve seen dozens of companies try to take pages from the Salesforce.com playbook – and most have failed. Among the few that haven’t ranging in size from very large to mid-sized and fast growing include athenahealth, Gainsight, Hubspot, ServiceNow, Slack and Zoom. Each of these companies has done more than drive happy successful customers, they have inspired a movement and loyal champions in each of their respective categories. They provide a consistent high level of service and strive to make customer heroes and the center of everything they do
- Listen to the Data While everyone talks about NPS and customer satisfaction surveys, I rarely see companies use it as direct feedback to improve their product, processes and overall brand experience. The true value from these surveys comes not from quantitative scores, but from the follow-up conversations with customers who indicated they are “passive” or a “detractor” or that rated you poorly in some fashion. If you are going to bother to do these surveys, it’s imperative you invest the time and resources to really understand the root cause for the poor rating. There is nothing more frustrating to a customer than to take the time and provide constructive feedback only to see it ignored. Additionally, the root cause is often something the company was unaware of that can easily be solved with the focus of resources or a process change. By defining a clear customer follow-up process, taking the time to understand the root causes of customer dissatisfaction and letting customers know you’re listening, companies can better focus on the areas that have a large impact on overall customer satisfaction. Act on Feedback Inviting customers into the fold also offers the company the opportunity to hear from and listen to customers – and then act on that feedback. That’s the most important part of all of this. A few ways I’ve seen companies do this successfully include: - Social Product Development: At Sage Intacct, we encourage customers to submit “ideas” through our community and then enable them to vote on those ideas. The ideas with the most points are added to our roadmap. It’s rewarding for customers to see an idea they submitted get released into the product – and for them to also have a say on which features we prioritize. -Communication of Internal Process Improvements: One of the most compelling ways I’ve seen companies act is to actually improve internal processes and then hare those improvements with customers. If one takes the time to share a process breakdown or poor experience with you, then you can bet that they will be pleased to see you make necessary improvements, not only for their own sake but that of their fellow customers as well.