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The Value Play - Finding the Right Level of Engagement
The document outlines Citrix's approach to customer success management, emphasizing high engagement in transitioning customers to cloud solutions. It details strategies for optimizing customer interactions, segmenting clients by account value, and staffing needs for customer success managers to drive revenue and retention. Additionally, it highlights the importance of customer engagement in achieving meaningful active use and revenue expansion.
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The Value Play - Finding the Right Level of Engagement
- 1. The Value Play– Finding the Right Level of Engagement Jill Sawatzky Director, Customer Success Cloud Adoption Services - Citrix
- 2. About Me Director ofCustomer Success at Citrix • 6 years of experience in Customer Success IBM Citrix Many customers transitioning to the cloud in both companies Provides secure digital workspaces that unify apps, data and services for our customers. 2016 annual revenue of $3.42 billion Citrix solutions are in use by more than 400,000 organizations including 99 percent of the Fortune 100 and 98 percent of the Fortune 500.
- 3. 4 © 2017Citrix | Confidential Citrix Cloud Customer Success Managers who proactively drive customer experience and actions to accelerate time to value with the goal of customer & revenue retention.
- 4. 5 © 2017Citrix | Confidential Raleigh, NC Dublin, Ireland Sydney, Australia Bangalore , India San José Province, Costa RIca 65 Customer Success Managers Over 100 certifications and advance degrees held (ITIL, PMP, CISSP, MBA, Citrix) 200 years of enterprise CS experience Can engage in 6 languages
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- 6. Finding the rightlevel of Engagement 1. Start with a high touch model. 2. Figure out which tasks are the most impactful. 3. Understand your sales pipeline. 4. Determine logical segments. 5. Build a CSM profile for each segment. 6. Calculate time required per segment. 7. Determine how many customers per CSM. 8. Sanity check: Determine revenue per CSM. 9. Calculate the number of CSMs needed in each segment.
- 7. 1. Start witha High Touch Model
- 8. 2. Determine WhichTasks Are The Most Impactful
- 9. 3. Understand YourSales Pipeline Citrix Customer Success Customer Growth 2017 Workspace Actuals 1000 Customers Managed Projected 2018 Workspace Projections 5000 Customers Managed 5X
- 10. 4. Determine LogicalSegments Global (>$1M ACV) Enterprise (Named Account or >$350k ACV) Commercial (Non-Named, <$350k ACV) Pooled (non-managed, >20% Active Use)
- 11. 5. Build aCSM Profile for each Segment Focus Experience Accounts Portfolio Size Customer Success Associate Practice basics of CS through success planning and high level product training Entry level 0-2 years Small 1:20 (onboarding) or 1:200 (tech touch) Customer Success Manager Practice CS fundamentals and learn to develop health of accounts and drive expansion 3-5 years Medium 1:20 (onboarding) or 1:100 (tech touch) Enterprise Customer Success Manager Practice strategic CS methodologies that improve the health of the portfolio and drive customer retention and expansion 5+ years Large 1:20 (onboarding) or 1:12 (tech touch) Global Customer Success Manager Expert on strategic CS methodologies that improve the health of the portfolio and drives customer retention and expansion 10+ years Large+ 1:5 (managed)
- 12. 6. Calculate TimeRequired per Segment 0-90 DAYS 90-180 DAYS 180+ DAYS EVENT BASED AUTOMATED TOUCHES TIME-BASED AUTOMATED TOUCHES HIGH • Warm intro from sales • CAS kickoff session • Monthly scheduled meetings Review success plan • Cloud configuration options walk thru • Technical check list walk thru • Roll-out plan guidance • Communication plan guidance • Training plan guidance • CSM monitored usage • Monthly scheduled meetings • Executive business reviews • Customer reference solicitation • CSM monitored usage • Monthly scheduled meetings • Executive business reviews • Customer reference solicitation • Best practice guidance • Use case & success plan expansion • On-site visits CSM monitored usage • Drop in usage • Low rNPS score • High rNPS score • Change in admin • Change in sponsor • Renewal in 120 days • Many support tickets • CAS welcome email • tNPS SURVEY • Account review email • Various campaigns • Cloud release guidance MEDIUM • Warm intro from sales • CAS kickoff session • Monthly scheduled meetings • Review success plan • Cloud configuration options walk thru • Technical check list walk thru • CSM monitored usage • Account reviews • Regular scheduled meetings • Customer reference solicitation • CSM monitored usage • Account reviews • Regular scheduled meetings • Customer reference solicitation • CSM monitored usage • Drop in usage • Low rNPS score • High rNPS score • Change in admin • Change in sponsor • Renewal in 120 days • Many support tickets • CAS welcome email • tNPS survey • Account review email • Various campaigns • Cloud release guidance LOW • Warm intro from sales • CAS kickoff session • Monthly scheduled meetings • Review success plan • Cloud configuration options walk thru • Technical check list walk thru • CSM monitored usage • Customer reference solicitation • CSM monitored usage • Customer reference solicitation • CSM monitored usage • Drop in usage • Low rNPS score • High rNPS score • Change in admin • Change in sponsor • Renewal in 120 days • Many support tickets • CAS welcome email • tNPS SURVEY • Account review email • Various campaigns • Cloud release guidance
- 13. Enterprise 15 Customers per E.CSM 30 Customers per C.CSM 25% Quarterly Convert to LowTouch Global Enterprise CSM (G.CSM) • $1M+ ACV Per Account Enterprise CSM (E.CSM) • Named or any customer >$350k ACV Commercial CSM (C.CSM) • Customers <$350k ACV • Move accounts to 20%+ Active Use triggering movement from High Touch to Low Touch 200 Customers per P.CSM Pooled Pooled CSM (P.CSM) • Reactive response to Low Touch Adoption Marketing Efforts • Support F.CSM & E.CSM 7. Determine How Many Customers Per CSM Commercial
- 14. 8. Sanity Check:Calculate Revenue to be Managed per CSM 200 Customers per C.SM Low Touch 15 Customers per E.CSM High Touch 30 Customers per C.CSM High Touch Assumptions: 5 Customers per G.CSM High Touch $5 M ACV per HC $4.5 M ACV per HC $1.5 M ACV per HC $10 M ACV per HC
- 15. 9. Calculate theNumber of CSMs Needed CSMs Needed Q1 2018 Q2 2018 Q3 2018 Q4 2018 Q1 2019 Managers 3 5 5 6 7 Senior Enterprise 1 2 4 6 Enterprise 4 7 11 16 24 Commercial 5 9 14 18 27 Pooled 1 1 2 3 4 Total HC Needed 13 23 34 47 68
- 16. Results – theCitrix Engagement Model $350 ACV Enterprise Customer Success Manager $50-350k ACV Commercial Customer Success Manager < $50k ACV Customer Success Associate Citrix Cloud Customers Cloud Adoption Services Meaningful Active Use Every customer engages with CAS until they reach meaningful active use Advise Implement Manage Low Touch High Touch
- 17. Results – $$’s! Customerswho engage Cloud Adoption Services expand revenue and renew at an average of 126% of original purchase
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- 19. 20 © 2017Citrix | Confidential Global Enterprise CSM (G.CSM) • $1M+ ACV Per Account • Primarily based at Customer Site Workload Segmentatio n Global (>$1M ACV) Enterprise (Named Account or >$350k ACV) Commercial (Non-Named, <$350k ACV) Pooled (non-managed, >20% Active Use) Target 25% Quarterly Conversion Commercial CSM (C.CSM) • High touch to 20% Active Use, drop to Pooled • KPI Focus: Time to Meaningful Active Use Global Enterprise CSM (G.CSM) • KPI Focus: Retention, Expansion, References • Staffing: $5M ACV per CSM Enterprise CSM (E.CSM) • KPI Focus: Retention, Expansion, References • Staffing: $4.5M ACV per CSM Pooled CSM (P.CSM) • Reactive CSM activities • Program based • KPI Focus: Adoption
- 20. 21 © 2017Citrix | Confidential CSM Assignment Process by Geo Assignment Criteria Americas EMEA APAC and Japan Large Primary By Industry (Healthcare, Education, Finance, Government) By Language (French, German, Spanish APAC Enterprise CSM Secondary By Sales Region (East, Central West) By Sales Region (Nordics, DACH, etc.) Medium Primary By Industry (Healthcare, Education, Finance, Government) By Language (French, German, Spanish) APAC Enterprise CSM Secondary Pooled Pooled Small Pooled Pooled Pooled out of Costa Rica CoE
- 21. 22 © 2017Citrix | Confidential Advise Implement Manage Expand Customers who engage Cloud Adoption Services expand revenue and renew at an average of 126% of original purchase Renewal Identify additional revenue opportunities Define measures of success that link usage Citrix Cloud to customer’s business Create Success Plan Drive to meaningful levels of active use
- 22. Text Slide • PrimaryBullet Secondary Bullet Secondary Bullet • Primary Bullet Secondary Bullet Secondary Bullet • Primary Bullet Secondary Bullet Secondary Bullet
Editor's Notes
- #5 So know that you know you need CAS on that wall, want us on that wall let’s talk about the make up of the team and how we are positioning the right talent in the right locations to deliver.
- #22 Now that we know that the Cloud Adoption team is all about setting up the expansion sale and making the renewal a non-event by focusing on getting customers to a level of active use that is meaningful to them, let’s talk about how. The true secret to a CAS engagement is ensuring the customer has defined measurable business outcomes that Citrix technologies can help them achieve and then creating a plan for achieving those outcomes. From there we are supporting the customer and partner in executing against that plan should it how to put the end user at the center of the experience, sharing adoption best practices or simply keeping them informed of the newest/latest features available to them as part of their subscription. It’s through these activities that we uncover revenue expansion opportunities and ultimately make the renewal a non-event.