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©2016 Gainsight.
HOW WE MAKE CUSTOMER SUCCESS A COMPANY-WIDE PRIORITY
MATT LINDEMANVP Customer SuccessGuideSpark
®2016 Gainsight.
NICK MEHTACEOGainsight
ALLISON PICKENSVP of Customer Success & Business OperationsGainsight
©2016 Gainsight.
Agenda
The Challenge
Handling Risk
Executive Visibility & Customer Feedback
ROI of Customer Success
©2016 Gainsight.
The Challenge• Customer Success is a company-wide priority• CSMs can be the central component to the customer
relationship, but they can’t do everything
CEO Point of View• Value of data-driven culture - get away from finger pointing• Value of continuous learning from clients• Allocate time to clients - not just prospects / sales
©2016 Gainsight.
Challenge: Customer Success Is Not Just About CSMs
Sales
Renewals
Support
Services
Marketing
Product
Ensure solid handoff
Create more targeted renewals experience
Accelerate high-priority or high-risk customers’ tickets
Drive time-to-value
Identify customer advocates accurately
Incorporate customer feedback into the product roadmap
Be thoughtful in driving collectionsFinance
Customer +CSM
©2016 Gainsight.
CEO Objectives
Data-driven decision making
Continuous learning
Customer-centric culture
©2016 Gainsight. ®2016 Gainsight.
Handling Risk
©2016 Gainsight.
Gainsight: Risk Framework
Support Company Sentiment Habits
Exec Owner Director of Support VP Customer Success VP Customer Success VP Customer Success
Definition
What volume of open support tickets does the
customer have, and what’s their priority and
duration?
Is there a change at the company that will affect the customer’s use of
Gainsight?
Is the customer generally happy? (e.g. NPS)
Is the customer using our product in a significant,
sticky way?
Readiness Implementation Product Bugs
Exec Owner VP Sales VP Services VP Product VP Engineering
DefinitionWas the customer ready to purchase
Gainsight?
Is the implementation project plan on track?
Does the customer require a product enhancement?
Does the customer have a high volume / priority of
bugs open?
1 2 3 4
5 6 7 8
©2016 Gainsight.
Gainsight: Risk Governance Process
Support Company Sentiment Habits
Director of Support
VP Customer Success
VP Customer Success
VP Customer Success
Support risk meeting CSM meeting CSM meeting CSM meeting
Readiness Implementation Product Bugs
VP Sales VP Services VP Product VP Engineering
Sales “expectation
setting” survey
Onboarding risk meeting
Product risk process / roadmap meeting
Support risk meeting
Weekly Exec Risk
Meeting
©2016 Gainsight.
GuideSpark: Risk FrameworkSentiment Company Habits Production
Exec Owner VP Customer Success VP Customer Success VP Customer Success VP Content Services
Definition Is the customer generally happy?
Is there any change at the company that will affect the
customer’s use of GuideSpark?
Is the customer using the solution in a significant way
& is their reach strategy aligned with objectives?
Is the content production process going well (meeting
quality and timeliness expectations)?
Call to Action / Playbooks
• NPS Promoter• NPS/CSAT Detractor
• Champion Turnover• Major Cutbacks• Broker Challenges• M & A
• Incomplete Library• High Usage/Adoption• Low Usage/Adoption• Unresponsive Customer
• FCR High/Low CSAT Score• Production Issues• Backlog - Internal delay
Product Support Account Expansion
Exec Owner SVP Product/Marketing SVP Engineering/Support SVP Sales
Definition Does the customer require key product
enhancement?
How many support tickets are open (and duration)?
Did an event occur or an opportunity surface that may
lead to future business?
Call to Action / Playbooks
• Critical Product Enhancement Request
• Product Mismatch
• Monitor support • Major Co. News• Interest to buy
©2016 Gainsight.
GuideSpark: Adoption Success Framework (<6 Months)
©2016 Gainsight.
GuideSpark: Adoption Stage Report Card
©2016 Gainsight.
GuideSpark: Weekly Executive At-Risk Meeting
CSMs flag CTAs in
Cockpit to escalate issues
CS Managers tag “At Risk”
in C360; inputs CS
Mgr POV in Attributes
Wed
CS Ops automates
email report to At Risk
Team
Thurs
Tue1:1
AE/Sales owner inputs
AE POV in Attributes
AtRisk Mtg:Address log jams and next steps;
request Executive sponsorship
Fri
AtRisk Mtg:Executive
approval to move to
Churned stage
Fri
©2016 Gainsight. ®2016 Gainsight.
Executive Visibility & Customer Feedback
©2016 Gainsight.
Gainsight: Providing Visibility Through Updates
©2016 Gainsight.
Gainsight: Trending Risk for Decision Making / Board
Data is illustrative
©2016 Gainsight.
Gainsight: Learning ProcessesNPS => Execs
Churn Learning Meeting
Product SME Meeting
…
©2016 Gainsight.
GuideSpark: Net Promoter Score
-100 1000
30TechnologyCompany Average
©2016 Gainsight.
GuideSpark: Customer Feedback100% response rate (NPS +40, CSAT 86%)
Copilot + GuideSpark best practices
2X per year
Target
Time
Frequency
Tools
3 mins or less
Response +50% educate on commitment
Follow Up Closed loop with promoters/detractors
©2016 Gainsight. ®2016 Gainsight.
ROI of Customer Success
©2016 Gainsight.
Revenue Attributable to Client Outcomes
1. CSM “Save”• Red to Yellow
2. CSM “Win”• Yellow to Green
1. CSM “Win”
2. CSM-qualified leads (CSQL) for Sales
3. CSM closes upsell
4. Conversion of POC
1. CSM Qualified Advocacy (CSQA)
2. Sales References
3. Referrals
4. Repeat Purchaser
5. Advisory Services
Retain Expand Land+ +
©2016 Gainsight.
ROI of Customer Success: Land
Closed New Business ARR – CSM Involved in
Sales Cycle
Closed New Business ARR where a
Customer Reference Occurred
Advisory Services Revenue Closed
©2016 Gainsight.
ROI of Customer Success: Expand
Closed ARR from CS-Driven Upsell Leads
Upsell ARR Associated with CS “Win”
Converted POC ARR
©2016 Gainsight.
ROI of Customer Success: Retain
ARR from Saved Opt Outs
Renewals Associated with a CS “Save”
Renewals Associated with a CS “Win”
©2016 Gainsight. ®2016 Gainsight.
Questions?
©2016 Gainsight.
THANK YOU
®2016 Gainsight.