CHECK

HOW WE BUILT NEW CUSTOMER SUCCESS ORGANIZATIONAL CHARTERS & DEPARTMENTAL STRUCTURES

Presented by: ALLISONPICKENSVP of Customer Success & Business Operations

GAINSIGHT

uestions:Q• Customer Success comes first• Design the organization around customer needs• Ensure autonomy and minimize hand-offs• Clarify for our customers who to go to for what• Give more responsibility to high-potential leaders• Maximize coordination among post-sales teams

1.NAME THREE PRINCIPLES

BEHIND THE DECISION TO RESTRUCTURE

GAINSIGHT’S POST-SALES ORGANIZATION.

• Cross-functional process design• Gainsight administration, analytics, and reporting• Maintenance operations

2.WHAT IS THE ROLE OF CUSTOMER SUCCESS

OPERATIONS IN THE NEW STRUCTURE?

Client Outcomes• CSM “win”• CSM-qualified leads for Sales• CSM closes upsell• Conversion of POC

Onboarding• Onboarding “win”• Onboarding-qualified lead (e.g.

product add-on)

3.HOW CAN CLIENT

OUTCOMES, ONBOARDING, AND

TECHNICAL SUCCESS EXPAND REVENUES? NAME

ONE WAY FOR EACH.

Technical Success• Technical Success “win”• Technical Success-qualified

lead (e.g. Managed Services, product add-on)

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

uestions (cont.)QSelf Answer4.

WRITE DOWN SOME NEEDS YOUR CUSTOMER HAS.

IDENTIFY YOUR MISSION TO MEET THAT NEED IN ONE

SENTENCE.

• Be flexible• Recognize that some teams don’t lend themselves to cost metrics

5.WHAT ARE TWO CAVEATS

TO BE AWARE OF WHEN DETERMINING THE COST

METRICS FOR YOUR CUSTOMER SUCCESS TEAM?

Self Answer6.IDENTIFY SOME KEY RISKS TO YOUR CUSTOMER SUCCESS

ORGANIZATION. PICK ONE RISK AND BRAINSTORM

SOME WAYS TO MITIGATE IT.

1. Decide what’s best for your customers and company, then figure out how to optimize careers for individuals

2. “Pre-wire” group meetings by anticipating which individuals may find the topic sensitive

3. Share each function’s charter with the corresponding team before you share it with everyone else.

7.LIST THREE STEPS FOR

IMPLEMENTING YOUR CHARTER.

Self Answer8.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:QDemand > Supply, or engineering bandwidth cannot handle all the demands from Customers, Sales/Marketplace, and the Tech itself

1.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?

• Product limitations are a barrier to adoption• Product limitations take away focus on other Customer Success parameters• Erosion of customers’ trust in the product• Over-promising on product capabilities

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.)Q1. Qualification2. Submission3. Visibility and engagement4. Close feedback loop5. Update customer

3. 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.

Customer Success-focused Product metrics• Click level tracking, page navigation, events• MAUs, WAUs, DAUs

Customer Success-focused Product metrics• Users active/licenses sold• Health Score• Revenue• Time to renewal• DAU/MAU trends• Initial Value Moment

4.HOW CAN YOU INTEGRATE

PRODUCT METRICS WITH CUSTOMER SUCCESS

METRICS?

• Understand how the request relates to the customer’s goals and outcomes• Tough messages are easier to deliver as a partner rather than as a vendor• It’s about communication more so than resolution• Be transparent, but protect your IP• People would rather work with people than robots

6.HOW CAN PRODUCT AND

CUSTOMER SUCCESS BECOME PROACTIVE WHEN

IT COMES TO REQUESTS AND ESCALATIONS?

Self Answer7.THINK OF SOME PRACTICAL

STEPS TO IMPROVE ALIGNMENT BETWEEN

PRODUCT AND CUSTOMER SUCCESS.

Self Answer5.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. Churn2. Renewal3. Expansion4. New Business

1.LIST THREE LAGGING

OUTCOMES AND THREE LEADING INDICATORS.

• Resolve risk• Facilitate training• Answer product questions• Discuss best practices• Hold EBRs• Discuss new offerings• Identify advocates

2.WHAT ARE SOME ACTIONS

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

DIRECTION?

• Objectively valuable• A discrete unit• Measurable• Frequently achieved• Attributable to CSMs• Correlation with financial metrics

3.WHAT CRITERIA DID GAINSIGHT USE TO

IDENTIFY A KEY METRIC FOR CUSTOMER

SUCCESS TO OWN?

1. Adoption2. Number of Advocates3. Advocacy Events4. Leads Identified5. NPS/C-SAT6. Health Score

CHECK HOW WE TRACK OUR EFFECTIVENESS USING STRATEGIC METRICS

uestions (cont.)Q1. Advocacy opportunities closed2. Customer Success Qualified Leads3. Number of advocates

4. WHAT ARE SOME LEADING INDICATIONS YOU CAN USE

AT YOUR COMPANY THAT DRIVE NEW BUSINESS AND

EXPANSION ARR?

Self Answer5.WHAT METRICS DO YOU

REGULARLY TRACK AT YOUR COMPANY? SORT

THEM INTO CATEGORIES OF LEADING INDICATORS AND

LAGGING OUTCOMES.

Self Answer6.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:QSales: Ensure solid handoffServices: Drive time-to-valueMarketing: Identify customer advocates accuratelyProduct: Incorporate customer feedback into the product roadmapFinance: Be thoughtful in driving collectionsSupport: Accelerate high-priority or high-risk customers’ ticketsRenewals: Create more targeted renewals experience

1.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 OwnerDirector/VP Support

VP Customer Success

VP Customer Success

VP Sales

DefinitionWhat volume of open tickets does the customer have, and what’s their priority and duration?Is the customer using our product in a significant, sticky way?Is the customer generally happy? (e.g. NPS)Did an event occur or an opportunity surface that may lead to future business?

CHECK HOW WE MAKE CUSTOMER SUCCESS A COMPANY-WIDE PRIORITY

uestions (cont.)Q

1. Weekly executive risk meeting (Gainsight and GuideSpark)2. Adoption stage report card (GuideSpark)3. Provide visibility through Cockpit and Chatter updates (Gainsight)4. Charts and dashboards for the Board that show trending risk CTAs (Gainsight)5. Churn Learning Meeting (Gainsight)6. Product SME Meeting (Gainsight)

3. 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.

Category Exec Owner Definition

5.FILL IN THE BLANKS:

GUIDESPARK’S CUSTOMER FEEDBACK PROGRAM

Time3 minutes or less

Frequency2X per year

Follow UpClosed loop with promoters/detractors

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.

Retain1. CSM “Save” Red to Yellow2. CSM “Win” Yellow to Green

Expand1. CSM “Win”2. CSM-qualified leads for Sales3. CSM closes upsell4. Conversion of POC

Definition1. CSM Qualified Advocacy2. Sales References3. Referrals4. Repeat Purchaser5. Advisory Services

CHECK HOW WE MAKE CUSTOMER SUCCESS A COMPANY-WIDE PRIORITY

uestions (cont.)QSelf Answer

Self Answer

Self Answer

7. 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:QEx-ante

• Know little about each potential customer• Can make decisions about market• Can optimize end-to-end

Ex-post • Know a lot about each client• Can tailor segments finely• Can’t optimize pre-customer operations

1.TO KICKOFF THE SEGMENTATION

DISCUSSION, NICK EXPLAINS THE DIFFERENCE BETWEEN

EX-ANTE AND EX-POST. SUMMARIZE THE

DISTINCTIONS.

Self Answer2.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.

Self Answer3.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

What: Beginning ARR, Platform Buy, Perceived TAM, Product Tier

Who/Why: Brand Influence, Market Maturity, Diamonds

6.WHAT ARE SOME OF

THE LEVERS THAT ANNIE SHARES WHEN DISCUSSING

DOUBLEDUTCH’S 2016 SEGMENTATION STRATEGY?

Self Answer7.WHAT SEGMENTATION

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

ANSWERS WITH YOUR COLLEAGUES.

Majority of installed base:

Majority of pipeline:

Majority of market opportunity:

Highest satisfaction:

Lowest satisfaction:

Highest adoption:

Lowest adoption:

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?

Stage 1. Startup 2. PMF & Scale

3. Right/Right

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

MODEL EVOLUTION?

DescriptionGet it outSegment to align customer against opportunity and scale the restNarrow target based on segmentation learnings

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:QSelf Answer1.

WHAT ARE SOME OF THE CHALLENGES YOU FACE WHEN COLLABORATING

WITH SALES?

• V: Validate business outcomes and onboarding experience• A: Enable Awareness of the product and its capabilities• L: Leverage Learnings to empower the customer• U: Track Utilization of the product and features• E: Embed processes and establish the customer’s realization of value

2.WHAT DOES VALUE STAND

FOR? HOW CAN YOU UTILIZE THIS FRAMEWORK TO CREATE CONSISTENCY

AROUND CUSTOMER ENGAGEMENTS?

• Land: Improved best practices and competitive differentiation contribute to better long-term objectives and planning

• Expand: Optimized operational processes allow you to provide adjacent offers for a complete solution

• Renew: Usage of your product leads to better outcomes which allows Sales to upsell, not resell

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.)QIdentify business goals with SalesStrategize with Services and Success on unique challenges and top initiativesCreate the Success Plan and present it to the teamRoll out best practices and track the value

4. WHAT ARE THE FOUR

STAGES OF IMPLEMENTING A SUCCESS PLAN ACROSS

SALES, SERVICES, AND SUCCESS?

• Adoption• Expansion• Renewal

5.WHAT THREE SPECIFIC

OBJECTIVES DOES CUSTOMER SUCCESS OWN

AT CISCO?

Self Answer6.WHAT ARE THE BIGGEST

OBSTACLES TO CROSS-FUNCTIONAL

COLLABORATION AT YOUR COMPANY?

Self Answer6.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:QCustomer Success

• Ensure the customer is successful with the product• Build relationships• Understand the use case and the customer’s health• Create and discover advocates

Marketing• Understand where advocates are needed• Work with advocates on marketing opportunities• Run marketing programs• Mobilize and enable advocates

1.BREAK DOWN WHICH

ELEMENTS OF ADVOCACY MARKETING

AND CUSTOMER SUCCESS OWN?

Young (2013)• Call, call, call (and listen)• Leverage events and user conferences• Leverage founders and early employees

Mid (2014)• Create a rewards program• Leverage data in a Customer Success platform• Negotiate deals early

Mature (2015)• Utilize the blog and social• Updated Sales teams and training• Customer gamification

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.)Q• System doesn’t scale• Gamification is a separate system from advocacy• Community isn’t central destination

3.WHAT ARE SOME

IMPORTANT RISKS TO GAMIFYING CUSTOMER

ADVOCACY? • Logo approval• Customer content• Sales references• Product reviews• Referrals• Speaking engagements• Customer advisory boards• Social sharing

4.MAKE A LIST OF DIFFERENT OUTLETS FOR CUSTOMER

ADVOCACY. WHICH ARE YOU ACTIVELY ENGAGED IN

PRODUCING?

Self Answer5.WHAT ARE THE KEY

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

TAKE TO IMPROVE?

• Second order revenue from repeat buyers• Referrals from customers• % of customers that are advocates• Deals and dollar value influenced by reference calls• Leads generated through customer content• Leads from the Customer Success team

5.WHAT KEY ADVOCACY

METRICS CAN YOU MEASURE TO

DEMONSTRATE THE VALUE OF YOUR PROGRAM?

• Join the Customer Community• Begin Implementation• Go Live• User Adoption• Continuous Improvement• Industry Thought Leader

6.WHAT ARE THE BENEFITS OF ALIGNING ADVOCACY

TO THE CUSTOMER’S LIFECYCLE?

IDENTIFY SIX LIFECYCLE MILESTONES THAT ARE NATURAL POINTS FOR

ADVOCACY.