From Customer Success Summit 2017 - Ariel Utnik, Chief Customer Officer at Feedvisor, discusses "Measuring What Matters". Learn more about Customer Success Summit: http://customersuccesssummit.com Totango is the leading enterprise- grade customer success platform that helps recurring revenue businesses proactively impact business outcomes with customer success. With solutions to empower Customer Success Teams or entire companies, Totango enables everyone to participate in customer success. Learn more at www.totango.com.

1. Measuring What Matters

2. Who We Are
Feedvisor is the pioneer of Algo-Commerce – the discipline of using Big Data
and Machine Learning Algorithms to make business-critical decisions for
online retailers.
In love with the Customer Success mission, with special focus on churn
reduction and prevention
In God we believe, in Data we trust

3. My name is Ariel and I’m a MEASURAHOLIC
I have been clean for 5 month and 7 days

4. 1. Customer advocacy
2. Value for customers
3. Company revenue
4. All the above
Customer Success Goals.
Which one best represents your mission?

5. Now… what about your company board?
1. Customer advocacy
2. Value for customers
3. Company revenue
4. All the above
Well, it depends who you ask

6. What KPI Should You Measure?
Product Utilization
% of customer touchpoints
Knowledge consumption
Upsell and Cross-sell
References
Customer Support
Customer Satisfaction scoreCustomer Health Score
Customer Effort Score (CES)
Net Promoter Score (NPS)
Rate of Adoption
Customer Churn Rate
Average Revenue Per
Customer
Feature utilization MRR per CSM
Onboarding time
Activities and Usage
Marketing engagement
Community
engagement
Support SLA
Customer Retention Cost (CRC)
Customer ROI
% of QBRs

7. Different Groups Discuss Different KPIsB
o
a
r
d
Revenue health and trends
CxO Company KPI and early indication
Team Operational KPIs and alerts
The Success of the Customer

8. Customer Success = Success of the Customer X Company Success
Is Customer Success The Success Of The Customer?
Company
Success
Success of the
Customer

9. What Impacts The Strategic Goal?
Me: “it’s not one thing, it’s a combination or several
activities.”
I have the perfect story to illustrate this.
The other day the CEO calls me and asks,
“how did we reduce churn so nicely last year. Can you remind me what action
we took?”
Me: “you hired me.” (I didn’t really say that).
CEO: “but what was the one thing that changed the most?”
Me: “We did X, Y, Z, M, R and O.”

10. Example Of Strategic Business Objective
Customer Retention Cost (CRC)

11. Translate Strategic Business Objectives Into
Measurable Goals
Where you
are now
Churn %
Identify the
problem
Customer Value
How do you
solve it?
Present the ROI
to the customer
What are the
potential barriers?
Knowledge how
to calculate ROI
Take action
1. Learn how to calculate ROI
2. Calculate ROI

12. Strategic Business Objectives: Reduce Churn
• Usage / Adoption
• Utilization
• Health
• NPS
• CSAT
• QBR
• Right Customers
• Right Package
• Right Price
Feedback
Early
warning
system
• Onboarding – time to first value
• Business Insights
• ROI
Business
Business Customer
Value

13. Strategic Business Objectives:
Customer Retention Cost (CRC) Direct CS
•ARR per CSM
•# of hours per on boarding /
on going customers
•% of non customer facing time
Indirect
customer
operations
•Cases per customer
•Cases per support rep
•Additional SMEs hours
per customer
Tools
•% of customer automatic touchpoints
•% of false alarms alerts
•% of Customer health churn prediction
Business
•Average Revenue Per Customer
•Additional revenue from customer
(PS, fees)

14. Summary
• Make sure you are targeting the right strategic business objectives.
(hint: are those targets in line with your company board’s?)
• Start with the bigger picture and the ultimate goal. Then segment
and set the right measurements that will affect it.
• Measure only what matters
• Customer Success = Success of the Customer X Company Success

15. Q&A

16. Thank You