1. Client Success JourneyShauna Osborne, VP Client Success2013 INNOGRAPHY, INC. 2013 INNOGRAPHY, INC. : : CON F:I:D CEONNTFIAIDLE N T I A L OCTOBER 29, 20141

2. Who is Innography?2013 INNOGRAPHY, INC. : : CONFIDENTIAL 2 3. InnographyIntellectual Property BusinessIntelligence or BIaaSLocated in Austin, TexasFounded in 2007250 customers70+ employeesInnography is a combination ofInnovation and Cartography: wemap the innovation landscape2013 INNOGRAPHY, INC. : : CONFIDENTIAL 3Night view of Austin skyline and Lady Bird Lake as seen from Lou Neff Pointby LoneStarMike is licensed under CC BY 3.0 4. 2013 INNOGRAPHY, INC. : : CONFIDENTIAL 44> 100 MillionThe number of patents filed worldwide. 5. Reality check:80%+The percentage of acompanys valuationassociated with itsintangible assets.Edison in the Boardroom2013 INNOGRAPHY, INC. : : CONFIDENTIAL 5 6. Adidas Sues Map My Fitness2013 INNOGRAPHY, INC. : : CONFIDENTIAL 6 7. 100+ Data Sources Cleansed & Correlated2013 INNOGRAPHY, INC. : : CONFIDENTIAL 7FinancialsCompaniesTrademarksProductsPatentLitigationJournalsStandardsApplicationsDesigned for InsightGlobalPatentsAdvanced Analytics andVisualizations Updated weekly ~ 100 million patentsand applicationsMillions of data cleansing andcorrelating rules, updatedcontinuously by machine learningand data scientistsExample data corrections: Correct patent assignments Fix variants of company name Beyond keyword searchsemantic search andmetadata traversal findhidden patents PatentStrengthhighlights the mostimportant patents Playbooks reports forquick analysis Fast and easy to use one-clickvisualizations 8. Our User Profile2013 INNOGRAPHY, INC. : : CONFIDENTIAL 8 Highly educated Typically a graduate degree or PhD in ascientific field of study Many are considered world-class experts A good portion have a law degree as well Typical roles R&D executives, engineers, inventors IP General Counsel Licensing Executives Extremely business and demanding Appreciate anything that makes their jobeasier Not much time to dedicate to learning a newproduct 9. Innographys Client SuccessJourney2013 INNOGRAPHY, INC. : : CONFIDENTIAL 9 10. Before we go any further A common theme when considering client success isMake it what you need it to be. Every organization is different; adjust accordingly. Focus on the important areas first and improve only to thelevel dictated by the business goals. How do you find the balance? Just ask yourself, Is it2013 INNOGRAPHY, INC. : : CONFIDENTIAL 10effective? 11. Client Success Maturity ModelAdoption: Focusing on getting clients to use and get value from Innography. Limited automation to help CSMs prioritize activity.Retention: Priority to reducing churn and maximizing the probability of clients long-term2013 INNOGRAPHY, INC. : : CONFIDENTIAL 11renewal. Although predominately adopted late in the retention cycle, CSMtechnologies help identify renewal and retention risk early and take theright action at the right time.Expansion: Growth stage companies preparing for exit events through introduction ofmultiple product lines or taking a land and expand strategy. Customer success teams are charged with identifying expansionopportunities. CSM technology can help flag the right time to engage a customer in anupsell/conversation and what message to deliver.Optimization: Client success organizations can be large and business often want toscale cost-effectively, by automating processes and increasing theleverage of customer success teams, in terms of the number of accountsa given customer success manager can address.Transformation: Client success is strategic to your business and to clients. CSM technology can help the customer success manager add value inevery interaction through data and best practices.20142015 12. Innography Client SuccessTrainingCSMServices Support2013 INNOGRAPHY, INC. : : CONFIDENTIAL 12 Onboarding Account Health Renewals Upsells On-time Projects Managed Services Product Expertise(whitepapers,collateral) Online Web-Based On-site Manuals Help Desk Tier 1 & Tier 2Support 13. Our CSMs, Our ApproachResponsibilities Successful onboarding Nurture account health Value derived Build reference-able clients Identifying opportunities Nurturing referrals Renewal process Simple organic up-sellCharacteristics2013 INNOGRAPHY, INC. : : CONFIDENTIAL 13opportunities Trusted Advisor vs. Account Manager Subject Matter Knowledgeable Basic Training Maturity Assessments IP Trends 14. Evolutionary Impact to Renewal/UpsellQ4 13 Q1 14 Q2 14 Q3 14 Q4 142013 INNOGRAPHY, INC. : : CONFIDENTIAL 14 2 CSMs on staff; 1ramping up Sales focused on Q4renewals only Transition periodpredominantly aroundknowledge transferand determiningaccount health Minimal accountmanagement for non-Q4 renewing accounts East & Mid-Westterritories accounthealth focus starting Poor renewal rateResult Situation 4 CSMs on staff; 2ramping up Continued transitionperiod aroundknowledge transfer andaccount health Pockets of cooperativeapproach betweenSales & CS for upsell East & Mid-Westterritories account healthimproving West & Centralterritories account healthfocus starting Slowly increasingrenewal rate 4 CSMs at full speed Emphasis onenablement (30,60,90day milestones) & QBRs Joint Sales/CS upsellmeetings & cooperation $498K worth of 2014upsell identified postAnnual User Conference East & Mid-Westterritory up-sellimprovement West & Centralterritories account healthimproving Continued increase inrenewal rate; 83% insight Upsell rate increasing Add 5th CSM Continued emphasis onenablement (30,60,90day milestones) & QBRs Continued Sales/CSupsell cooperation Staff Client Marketingand BI role Implement accounthealth analytics tool CSM Sales training andup-sell incentive Segment Accounts East & Mid-West matureonboarding and accountmgmt West & Central territoryup-sell improvement Renewal rate at orabove goal of 85% Upsell rate increasing 5 CSMs at full speed Continued emphasis onenablement (30,60,90 daymilestones) & QBRs Continued Sales/CS upsellcooperation (continue tovisit Insights list +) Proactively manage usingaccount health analyticstool CSM Sales training andup-sell incentive East & Mid-West matureonboarding and accountmgmt West & Central matureonboarding and accountmgmt Renewal rate at or abovegoal Upsell rate near or at goal 15. Renewal Rate7583 83 Steady improvement on renewals On track to make 85% for 2014 representing88 882015 Target2013 INNOGRAPHY, INC. : : CONFIDENTIAL 15 10% increase YoY YTD increase primarily from investments in CSM role Additional improvement anticipated through Client Marketing/Business Intelligence Role Client Success Business Intelligence Solution (Totango)90201310090807060Q1 14 Q2 14 Q3 14 Q4 14 Q1 152014 Target 16. Client Marketing & Business IntelligenceLeverage Insights Share Insights2013 INNOGRAPHY, INC. : : CONFIDENTIAL 16Gather InsightsManage analyticalneeds/customer insightsthat prioritize whichcustomers need attentionwhen Ongoing operations ofCS automation solution Coordination betweenCS automation andmarketing automation Client-facing surveysClient marketing strategiesand tactics Client segmentation andtreatment strategiesbased on clientbehavioral trends Client success programs& marketing strategies toincrease adoption, loyalty& retention Partner with Sales &Marketing to developprograms to up-sell Manage client-referralprogramClient success subject matterexpertise Participation on CSboards and standardscommittees Providerecommendations andreporting to seniorleaders on CS KPIs Ensure high alignmentbetween client-facingcommunications andoverall company strategy 17. Client Health MetricsApplication Adoption Resource Adoption Client Experience2013 INNOGRAPHY, INC. : : CONFIDENTIAL 17 Usage Time Frequency Recency Support Tickets Training Score Onboarding Status Marketing Score CommunityEngagement Social MediaEngagement Last QBR NPS CSM Assessment TransactionSatisfaction Score 18. Business IntelligenceTrigger SmartCampaign(real-timevia SFDC)2013 INNOGRAPHY, INC. : : CONFIDENTIAL 18AdvancedAnalysisTotangoSFDCZendeskMarketoBehavior & Usage Data(real-time)Userid & Group ID(weekly)Client Name, Users(one-time)Client Metrics(real-time)Client Health Markers(real-time)Marketing Score(real-time) 19. Key Learning2013 INNOGRAPHY, INC. : : CONFIDENTIAL 19 20. What has worked for Innography Sales people and CSMs are wired differently Keep the hunters focused on new logos We use the Predictive Index as part of the hiring process Face time is key (depending on your business model)2013 INNOGRAPHY, INC. : : CONFIDENTIAL 20 Hire CSMs in the territory Formalize the on-boarding process Transition with sales, kick-off with client, milestones throughout the process Insight through data is imperative Proactive vs. reactive Focus limited resources in the right way Necessary to scale the organization Keep it simple to start with Market to clients differently than prospects 21. Sources Should a CSM be responsible for Upsells, Cross Sales and2013 INNOGRAPHY, INC. : : CONFIDENTIAL 21Renewals Brian Rogers How To Get Started With Customer Success ManagementForest Consulting Though Leadership Paper, April 2014 Research Brief 03: Whats a Good SaaS customer retention rate?SaaS Capital http://www.learndot.com/blog/totango-vs.-gainsight-vs.-bluenose-which-is-the-right-customer-success-platform-for-your-business-0 www.SaaSradar.com Predictive Index Systemhttp://www.piworldwide.com/solutions/predictive-index-system/