CHECK

HOW WE BUILT NEW CUSTOMER SUCCESS ORGANIZATIONAL CHARTERS & DEPARTMENTAL STRUCTURES

Presented by: ALLISONPICKENSVP of Customer Success & Business Operations

GAINSIGHT

uestions:Q1.

NAME THREE PRINCIPLES BEHIND THE DECISION

TO RESTRUCTURE GAINSIGHT’S POST-SALES

ORGANIZATION.

2.WHAT IS THE ROLE OF CUSTOMER SUCCESS

OPERATIONS IN THE NEW STRUCTURE?

3.HOW CAN CLIENT

OUTCOMES, ONBOARDING, AND

TECHNICAL SUCCESS EXPAND REVENUES? NAME

ONE WAY FOR EACH.

CHECK HOW WE BUILT NEW CUSTOMER SUCCESS ORGANIZATIONAL CHARTERS & DEPARTMENTAL STRUCTURES

uestions (cont.)Q4.

WRITE DOWN SOME NEEDS YOUR CUSTOMER HAS.

IDENTIFY YOUR MISSION TO MEET THAT NEED IN ONE

SENTENCE.

5.WHAT ARE TWO CAVEATS

TO BE AWARE OF WHEN DETERMINING THE COST

METRICS FOR YOUR CUSTOMER SUCCESS TEAM?

6.IDENTIFY SOME KEY RISKS TO YOUR CUSTOMER SUCCESS

ORGANIZATION. PICK ONE RISK AND BRAINSTORM

SOME WAYS TO MITIGATE IT.

7.LIST THREE STEPS FOR

IMPLEMENTING YOUR CHARTER.

8.WHAT ARE THE UNIQUE

OBSTACLES IN YOUR COMPANY TO IMPLEMENTING

A CHARTER SIMILAR TO GAINSIGHT’S?

CHECK

HOW WE INTEGRATE CUSTOMER SUCCESS IN OUR PRODUCT PLANNING PROCESS

Presented by: GAURAVKOTAKSr. Director, Products

GAINSIGHTManager, Customer Success

BOX

MARALISING

uestions:Q1.

WHAT’S THE MAIN FUNDAMENTAL

CHALLENGE PRODUCT TEAMS FACE FROM

THE COMPANY’S PERSPECTIVE? WHAT ARE SOME EXAMPLES OF THIS YOU’VE SEEN WITH YOUR

PRODUCT TEAM?

2.LOOK AT THE PROBLEM

FROM THE CUSTOMER’S PERSPECTIVE: LIST SOME

KEY RISK FACTORS TO OVERCOME IN THE PRODUCT PLANNING

PROCESS.

CHECK HOW WE INTEGRATE CUSTOMER SUCCESS IN OUR PRODUCT PLANNING PROCESS

uestions (cont.)Q3.

WHAT ARE THE FIVE STAGES OF A HEALTHY, COMMUNITY-BASED PRODUCT FEEDBACK

LOOP? CIRCLE ONE AND BRAINSTORM IDEAS ON HOW

CSMS CAN GET POSITIVELY IMPACT THAT STAGE.

4.HOW CAN YOU INTEGRATE

PRODUCT METRICS WITH CUSTOMER SUCCESS

METRICS?

6.HOW CAN PRODUCT AND

CUSTOMER SUCCESS BECOME PROACTIVE WHEN

IT COMES TO REQUESTS AND ESCALATIONS?

7.THINK OF SOME PRACTICAL

STEPS TO IMPROVE ALIGNMENT BETWEEN

PRODUCT AND CUSTOMER SUCCESS.

5.WHAT ARE SOME EXAMPLES

OF “DISRUPTIVE” PRODUCT ESCALATIONS AT YOUR

COMPANY? HOW DID THOSE SITUATIONS RESOLVE?

CHECK

HOW WE TRACK OUR EFFECTIVENESS USING STRATEGIC METRICS

Presented by: KELLYDeHARTDirector of Customer Success

GAINSIGHTManager of Customer Success

GAINSIGHT

SONAMDABHOLKAR

uestions:Q1.

LIST THREE LAGGING OUTCOMES AND THREE

LEADING INDICATORS.

2.WHAT ARE SOME ACTIONS

YOU CAN TAKE BASED ON LEADING INDICATORS TO MOVE YOUR LAGGING OUTCOMES IN A POSITIVE

DIRECTION?

3.WHAT CRITERIA DID GAINSIGHT USE TO

IDENTIFY A KEY METRIC FOR CUSTOMER

SUCCESS TO OWN?

CHECK HOW WE TRACK OUR EFFECTIVENESS USING STRATEGIC METRICS

uestions (cont.)Q4.

WHAT ARE SOME LEADING INDICATIONS YOU CAN USE

AT YOUR COMPANY THAT DRIVE NEW BUSINESS AND

EXPANSION ARR?

5.WHAT METRICS DO YOU

REGULARLY TRACK AT YOUR COMPANY? SORT

THEM INTO CATEGORIES OF LEADING INDICATORS AND

LAGGING OUTCOMES.

6.WHERE ARE YOUR

BLINDSPOTS WHEN IT COMES TO QUANTITATIVELY

EVALUATING YOUR PERFORMANCE AND

PROVING CAUSALITY? WHAT METRICS CAN YOU START

TRACKING TO ADDRESS THEM?

CHECK

HOW WE MAKE CUSTOMER SUCCESS A COMPANY-WIDE PRIORITY

Presented by: NICKMEHTACEO

GAINSIGHT

MATTLINDEMANVP Customer Success

GUIDESPARKVP of Customer Success & Business Operations

GAINSIGHT

ALLISONPICKENS

uestions:Q1.

WHAT ARE SOME OF THE WAYS CSMS ACT AS A

QUARTERBACK WITH OTHER DEPARTMENTS? CIRCLE THE RELATIONSHIP THAT

NEEDS THE MOST WORK AND STAR THE RELATIONSHIP

THAT IS THE MOST MATURE. COMPARE WITH YOUR

COLLEAGUES.

2.FILL IN THE BLANKS: RISK

FRAMEWORKS

CategorySupport

Habits

Sentiment

Account Expansion

Exec Owner Definition

CHECK HOW WE MAKE CUSTOMER SUCCESS A COMPANY-WIDE PRIORITY

uestions (cont.)Q3.

THINK OF A RISK CATEGORY (THAT HAS NOT BEEN

MENTIONED YET) THAT WOULD APPLY TO YOUR BUSINESS.

DEFINE IT BELOW AND THEN COMPARE ANSWERS WITH

YOUR COLLEAGUES.

4.NAME THREE WAYS

THAT GAINSIGHT AND GUIDESPARK MANAGE AND

DISCUSS RISK.

5.FILL IN THE BLANKS:

GUIDESPARK’S CUSTOMER FEEDBACK PROGRAM

6.TO SHOW THE ROI OF

CUSTOMER SUCCESS, ALLISON DISCUSSES THREE

CATEGORIES: RETAIN, EXPAND, LAND. WRITE DOWN

AT LEAST ONE TACTIC IN EACH CATEGORY THAT YOU

THINK BEST SHOWS HOW CUSTOMER SUCCESS CAN

PROVE THEIR ROI.

Time Frequency Follow Up

CHECK HOW WE MAKE CUSTOMER SUCCESS A COMPANY-WIDE PRIORITY

uestions (cont.)Q7.

WHAT ARE YOU CURRENTLY DOING TO MANAGE RISK AT

YOUR COMPANY?

8. WHAT PROCESSES COULD

YOU ADOPT TO PROVIDE GREATER VISIBILITY FOR

AT-RISK ACCOUNTS?

9. WHAT ARE THE THREE

MOST CHALLENGING ASPECTS OF MAKING

CUSTOMER SUCCESS A COMPANY WIDE-PRIORITY

AT YOUR COMPANY? COMPARE ANSWERS WITH

YOUR COLLEAGUES.

CHECK

HOW WE RE-SEGMENTED OUR CLIENTS USING ADOPTION & NPS

Presented by: NICKMEHTACEO

GAINSIGHTChief Customer Officer

DOUBLEDUTCH

ANNIETSAI

uestions:Q1.

TO KICKOFF THE SEGMENTATION

DISCUSSION, NICK EXPLAINS THE DIFFERENCE BETWEEN

EX-ANTE AND EX-POST. SUMMARIZE THE

DISTINCTIONS.

2.AS NICK SHARES IN SLIDES 7-19, THE PROXY VARIABLE

WE USED FOR SEGMENTING OUR CUSTOMERS IS

EMPLOYEE COUNT, BASED ON ORG STRUCTURE DEPTH. QUICKLY DEFINE HOW YOUR

COMPANY SEGMENTS CUSTOMERS, IF APPLICABLE.

3.WHAT CAN YOU LEARN FROM

EXAMINING NPS BY SEGMENT? ADOPTION BY SEGMENT?

CHECK HOW WE RE-SEGMENTED OUR CLIENTS USING ADOPTION & NPS

uestions (cont.)Q

6.WHAT ARE SOME OF

THE LEVERS THAT ANNIE SHARES WHEN DISCUSSING

DOUBLEDUTCH’S 2016 SEGMENTATION STRATEGY?

7.WHAT SEGMENTATION

TACTICS HAVE WORKED AND NOT WORKED FOR YOUR BUSINESS IN THE PAST? REFLECT AND COMPARE

ANSWERS WITH YOUR COLLEAGUES.

4. AS NICK SHARES HIS

TAKEAWAYS FROM THE SEGMENT ANALYSIS, REFLECT

ON WHAT YOU WOULD CHANGE ABOUT YOUR

COMPANY’S SEGMENTATION STRATEGY. WHERE IS YOUR

LONG TERM OPPORTUNITY? WHERE DO YOU HAVE THE HIGHEST ADOPTION? THE

LOWEST SATISFACTION?

5.WHAT ARE THE THREE STAGES THAT ANNIE MENTIONS WHEN DISCUSSING SEGMENTATION

MODEL EVOLUTION?

CHECK

HOW WE TRACK A CLIENT’S SPECIFIC GOALS ACROSS SALES, SERVICES, & SUCCESS

Presented by: BARRMOSESSr. Director of Business Ops & Technical Success

GAINSIGHTSr. Director of Global Customer Success

CISCO

EDDALY

uestions:Q1.

WHAT ARE SOME OF THE CHALLENGES YOU FACE WHEN COLLABORATING

WITH SALES?

2.WHAT DOES VALUE STAND

FOR? HOW CAN YOU UTILIZE THIS FRAMEWORK TO CREATE CONSISTENCY

AROUND CUSTOMER ENGAGEMENTS?

3.HOW DO IMPROVED

CUSTOMER OUTCOMES TRANSLATE TO IMPROVED

OUTCOMES FOR YOUR COMPANY?

CHECK HOW WE TRACK A CLIENT’S SPECIFIC GOALS ACROSS SALES, SERVICES, AND SUCCESS

uestions (cont.)Q4.

WHAT ARE THE FOUR STAGES OF IMPLEMENTING A SUCCESS PLAN ACROSS

SALES, SERVICES, AND SUCCESS?

5.WHAT THREE SPECIFIC

OBJECTIVES DOES CUSTOMER SUCCESS OWN

AT CISCO?

6.WHAT ARE THE BIGGEST

OBSTACLES TO CROSS-FUNCTIONAL

COLLABORATION AT YOUR COMPANY?

6.BRAINSTORM IDEAS TO

IMPROVE COHESION BETWEEN SALES, SERVICES,

AND SUCCESS

CHECK

HOW WE MANAGE REVIEWS, REFERENCES, & ADVOCACY

Presented by: MARIAPERGOLINOSr. Vice President, Global Marketing

APTTUSEnterprise Marketing

GAINSIGHT

NATHANST.MARTIN

uestions:Q1.

BREAK DOWN WHICH ELEMENTS OF

ADVOCACY MARKETING AND CUSTOMER SUCCESS OWN?

2.IDENTIFY WHAT STAGE YOUR COMPANY IS IN

COMPARED TO APTTUS’ JOURNEY. WHAT

ACTIONS WAS APTTUS TAKING DURING THAT

STAGE TO RECRUIT ADVOCATES?

CHECK HOW WE MANAGE REVIEWS, REFERENCES, & ADVOCACY

uestions (cont.)Q3.

WHAT ARE SOME IMPORTANT RISKS TO

GAMIFYING CUSTOMER ADVOCACY?

4.MAKE A LIST OF DIFFERENT OUTLETS FOR CUSTOMER

ADVOCACY. WHICH ARE YOU ACTIVELY ENGAGED IN

PRODUCING?

5.WHAT ARE THE KEY

CHALLENGES TO YOUR CUSTOMER ADVOCACY INITIATIVES? WHAT ARE SOME STEPS YOU CAN

TAKE TO IMPROVE?

5.WHAT KEY ADVOCACY

METRICS CAN YOU MEASURE TO

DEMONSTRATE THE VALUE OF YOUR PROGRAM?

6.WHAT ARE THE BENEFITS OF ALIGNING ADVOCACY

TO THE CUSTOMER’S LIFECYCLE?

IDENTIFY SIX LIFECYCLE MILESTONES THAT ARE NATURAL POINTS FOR

ADVOCACY.