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©2015 Gainsight. All Rights Reserved.
DEFINING YOUR CUSTOMER HEALTH SCORING MODEL
Edward Hejtmanek Customer Success Manager Ooyala
Julia Guyadeen Director of Product Management Gainsight
©2015 Gainsight. All Rights Reserved.
Edward Hejtmanek, Ooyala
• Business Operations Analyst &
Customer Success Manager
• Focus includes customer
satisfaction insights, customer
success data-centric monitoring,
and data-centric business ops.
©2015 Gainsight. All Rights Reserved.
Julia Guyadeen, Gainsight
• Director of Product Management
• Focus includes Market and
Customer Insights, Customer
Success Operations, Product Best
Practices
©2015 Gainsight. All Rights Reserved.
Health Scoring: The Traditional Approach
©2015 Gainsight. All Rights Reserved.
Health Scoring @ Ooyala
1. Beginning the Exercise
2. Implementation
3. Results
©2015 Gainsight. All Rights Reserved.
Where to Start with Health Scoring?
©2015 Gainsight. All Rights Reserved.
Where to begin?
The fundamental question: Do we understand the health of our customer base?
The unfortunate answer: Nope
©2015 Gainsight. All Rights Reserved.
Where to begin?
Goal for project: Take the understanding a CSM has of their individual customers to apply to the whole account base
©2015 Gainsight. All Rights Reserved.
Starting Assumption
GREEN: Healthy customer
at no risk of churn
Amber: Risk
Red: Escalated Risk
Assumption: As the market for video becomes commoditized, if you’re not a happy customer, you’re a risk for churn
©2015 Gainsight. All Rights Reserved.
What Makes a Happy Partner?
1. A Product they love
2. A Partner they trust
©2015 Gainsight. All Rights Reserved.
Quantifying the health of the product and partnership
Product Reliability Adoption Feature Completeness Innovation PSG
Partnership Mutual Plan/Vision Video Penetration Expansion Engagement Financial
©2015 Gainsight. All Rights Reserved.
Implementation
©2015 Gainsight. All Rights Reserved.
Where to begin?
Process: 1. Develop a Team 2. Set Goals 3. Argue 4. Develop a scoring framework 5. Create a scoring tool 6. Argue 7. Train the team 8. Implement Process
©2015 Gainsight. All Rights Reserved.
Arguing
1. Developing a Scale - Ease of use for CSM (cannot be ambiguous) - Quantifying overall health to be actionable
2. Tool Selection 3. Method of Training 4. Rollout Plan
©2015 Gainsight. All Rights Reserved.
Weighing the Different Factors
Product Reliability Adoption Feature Completeness Innovation PSG
Partnership Mutual Plan/Vision Video Penetration Expansion Engagement Financial
55%
45%
Product Reliability Adoption Feature Completeness Innovation PSG
Partnership Mutual Plan/Vision Video Penetration Expansion Engagement Financial
5% 14% 17% 14% 5%
13% 5% 12% 5% 10%
©2015 Gainsight. All Rights Reserved.
Building the Model
1. Display all Criteria 2. Calculation happens in final cell 3. Each Criteria is scored 1-5
©2015 Gainsight. All Rights Reserved.
Clarification to ensure Quality Control
©2015 Gainsight. All Rights Reserved.
Clarification to ensure Quality Control
1
3
5
2
4 Ooyala has done a bad job as a partner. Either our product or the way we have conducted business with the partner isn't satisfactory. This partner is in strong danger of churning.
Ooyala is killing it, we've exceeded expectations and are a fantastic partner, with the customer's explicit agreement as such.
Ooyala has done a good job and overall the customer is happy. There may be some areas for improvement.
Ooyala has done an okay job with this customer. They are neutral on Ooyala and haven't explicitly or consistently agreed that we are a superior partner
Ooyala has done a terrible job as a partner. One or more mission critical areas have failed and the customer is actively looking to replace us.
©2015 Gainsight. All Rights Reserved.
Results
©2015 Gainsight. All Rights Reserved.
Weighing the Different Factors
1. Dashboards
2. Deeper understanding of our customer base
3. Executive Management can focus their efforts
©2015 Gainsight. All Rights Reserved.
A New Scoring Framework at Gainsight
©2015 Gainsight. All Rights Reserved.
Identifying Key Health Signals
Readiness
Product Fit
Implementation
Support Escalations
Product Bugs
Company
Sentiment
Adoption Habits
1
2
3
4
5
6
7
8
©2015 Gainsight. All Rights Reserved.
Creating Accountability Across the Company
Readiness
Product Fit
Implementation
Support Escalations
Product Bugs
Company
Sentiment
Adoption Habits
1
2
3
4
5
6
7
8
VP Sales
VP Product
VP Services
CTO
VP CS
©2015 Gainsight. All Rights Reserved.
Aligning on Risk Definitions
No signs of risky behavior
Detectable, objective sign of risky behavior
Escalated risk
“This customer is showing no signs of this particular risk"
”The data suggests that this customer has a visible risk"
“I think this risk needs more of the company’s attention / resources / time”
©2015 Gainsight. All Rights Reserved.
Define Criteria for Each Measure
Readiness Product Fit Implementation
Green Meets all qualification criteria No CTA No CTA
Yellow Non-standard systems or use case
Auto CTA open: - Support ticket identified as Product risk OR Manual CTA open
CTA open (auto): - Delay in critical project milestones
Red Key qualification criteria not met
CTA flagged: - Customer said will not renew if we don't add this feature - Adoption is stalled due to this
CTA flagged: - Multiple delays - Escalation from the customer
©2015 Gainsight. All Rights Reserved.
Define Criteria for Each Measure
Support Escalations Product Bugs
Green No CTA No CTA
Yellow CTA open (auto): - Volume (5+ tickets) or Duration
(21+ days) - High/urgent priority
CTA open (auto): - High priority support ticket identified as Bug - Customer has 3+ Bugs
Red
CTA flagged: - Customer expressed concern about this issue - CSM views this as critical issue to the customer
CTA flagged: - Customer said will not renew if we don't add this - Customer Adoption is stalled due to this - Multiple customers with same issue
©2015 Gainsight. All Rights Reserved.
Define Criteria for Each Measure
Company Sentiment Habits
Green No CTA Exec NPS promoter AND no detractors in last 3 months
No CTA: Sticky product usage 20%+ HLUs
Yellow
Manual CTA open: - Financial difficulty - Re-org
Auto CTA open: - Sponsor / Admin loss (with intent to re-hire)
Else Opportunity CTA: Else
Red
CTA flagged: - Major financial difficulty - Re-org that could lead to reduced use of GS - Sponsor / Admin loss without intent to re-hire
Executive NPS detractor in last 3 mos. Manual CTA open by CSM Auto CTA open: 3+ risks open in the last 6 months
Risk CTA: Zero page views over the past week
©2015 Gainsight. All Rights Reserved.
Tracking History for Each Measure
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Making It Easy to Review At-Risk Accounts
©2015 Gainsight. All Rights Reserved.
Questions?
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