Customer Success Software - TRACKING, …...2015/07/04 · GM VP Services VP Customer Success VP Customer Success VP Customer Success Definition Customer has high priority, volume

©2015 Gainsight. All Rights Reserved.

TRACKING, REPORTING, AND ACTING ON AT-RISK ACCOUNTS

Nick Sorensen Senior Director, Healthcare Operations Prosper Healthcare Lending

Allison Pickens VP Customer Success Gainsight


Agenda

•  Introduction to Prosper Healthcare Lending •  What is customer risk? •  How we think about risk: A.R.T. Model •  Examples


Introduction

•  Prosper Marketplace Inc. •  Make Healthcare Affordable™ •  Gainsight •  Customer Success


What is Risk?

•  Customer Risk = Possibility that a negative outcome will happen

•  At-risk= Without intervention, the customer now has a greater likelihood of churning than renewing OR

•  At-risk = The customer has greater possibility for a negative future outcome than the average account

•  Churn is not the only negative outcome


What is Risk?

•  The moment a customer experiences a negative outcome, it is no longer risk—it is reality

•  The emphasis is on anticipating risks before they become a reality

•  The natural tendency for a pre-churn customer is not to engage in open discussion about risk factors

•  Learned the hard way—iterative


A Simple Model for Identifying Risk

A.R.T. Absolute Relative Trend



A R T

Thresholds & Milestones

Relationships & Comparisons

Movement & Change

Absolute

Relative

Trend



1) Cut through noise 2) Uncover hidden risk


Explanation

A

T R


Explanation

A

T R


Example #1

Funded Loan Amount


Absolute

A. Absolute

They funded $5,000 in X time period


Relative

R. Relative

They funded 50% of the industry average in X time period


Trend

T. Trend

Significant downward trend in Amount Funded during the past 10-12 weeks


Explanation

A

T R


Example #2

Usage/Implementation Milestones


Absolute

A. Absolute

Didn’t login within 48 hours


Relative

R. Relative

Logins in week 2 compared to week 1


Trend

T. Trend

Downward trend in logins during the first 4 weeks


Explanation

A

T R


Conclusion

A R T

Thresholds & Milestones

Relationships & Comparisons

Movement & Change

Absolute

Relative

Trend


Risk Management Framework



Objectives for Risk Management Framework

•  Address early signals of churn

•  Incorporate CSM judgment in assessment of risk level

•  Common view of risks & across levels of the org

•  Hold other departments accountable

for contributing to customer success

•  Proactively monitor data on customer behavior

•  Leverage “flagging” of CTAs

•  Tie Scorecards to CTAs

•  Each GM owns a risk category

Objective Solution


Risk 1.0: Code Red

•  Code Red = crisis; customer is visibly unhappy

•  CSM creates manual CTA

•  Get ahead of crisis

•  Use data

•  Segment risks


Risk 2.0: Segmented Risks Personal well-being

Time Parenting Milestones (Life Coach)

FAILURE TO LAUNCH Move into basement 2

Smoking Family history Access to food Behavioral risks

CONTEXT 1

BAD HABITS Stop exercising

4

PESSIMISM Downer

5

Break an arm CRISIS

3


BAD HABITS

Risk 2.0: Segmented Risks Personal well-being

Time Parenting

FAILURE TO LAUNCH Move into basement

Stop exercising

PESSIMISM Downer

Milestones (Life Coach)

Family history Access to food Behavioral risks

CONTEXT Smoking 4 5

2

1 Break an arm

CRISIS

3

Retention probability

Onboarding

Readiness (Qualification)

Lose sponsor Support tickets

Never implement

Don’t maintain system

Detractor

(CSM)


Risk 3.0: Company-Wide

Readiness Product Bugs Implementation GM VP Sales VP Product VP Engineering VP Services

Definition Customer is not a

standard use-case, or not ready for GS

Customer views something as a bug, but truly it’s a feature request

High volume / high priority of bugs for that

customer Project plan is delayed

1 2 3 4

Support Company Sentiment Habits GM VP Services VP Customer Success VP Customer Success VP Customer Success

Definition

Customer has high priority, volume or duration of tickets

open

Something about the company has changed

that is impacting their GS use (e.g. lose advocates, financial difficulty, re-org)

Customer isn’t happy or has experienced many

risks with GS

Customer isn’t using our product significantly

5 6 7 8


Use Scorecard for GM view


Use Cockpit for operational meetings


New Rubric for Scorecard

GREEN

YELLOW

RED

No CTA: No signs of this particular risk

CTA exists: Detectable, objective sign of at-risk behavior

CTA flagged by CSM: “I think this risk needs more of the company’s attention / resources”


Category #1: Customer Fit

Fit GM VP Sales

Definition Customer is not a standard use-case, or not a good fit for GS

Scorecard

Not a fit: - No GS Admin at purchase - No Adoption Champion at purchase - SFDC PE, GE

Non SFDC or new use case

Meet QC criteria

CTA Owner --

1


Category #2: Product Product

GM VP Product

Definition Customer views something as a bug, and we view it as a feature request

Scorecard

CTA flagged: - Customer said will not renew if we don't add this - Adoption is stalled due to this

Auto CTA open: - Support tkt identified as Product risk

Manual CTA open: - Customer views as bug, we view as feature enhancement

No CTA

CTA Owner PM or CSM

2


Category #3: Bugs Bugs

GM VP Engineering

Definition Customer has high volume or priority of bugs

Scorecard

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

CTA open (auto): - High priority support tkt identified as Bug - Customer has 3+ Bugs

No CTA

CTA Owner Support (Emily)

3


Category #4: Implementation Implementation

GM VP Services

Definition Project plan is delayed

Scorecard

CTA flagged: - Multiple # of delays - Escalation from the customer

CTA open (auto): - Delay in critical project milestones

No CTA

CTA Owner PM (pre-Launch) or CSM (post-Launch)

4


Category #4: Implementation Implementation

GM VP Services

Definition Project plan is delayed

Scorecard

CTA flagged: - Multiple # of delays - Escalation from the customer

CTA open (auto): - Delay in critical project milestones

No CTA

CTA Owner PM (pre-Launch) or CSM (post-Launch)

4


Category #5: Support

Support GM VP Services

Definition High priority, volume or duration of tickets open

Scorecard

CTA flagged: - Customer expressed concern about this issue - CSM views this as critical issue to the customer

CTA open (auto): -  Volume (5+ tickets) or Duration (21+ days) -  High/urgent priority

No CTA

CTA Owner CSM

5


Category #6: Company Company

GM VP Customer Success

Definition Something about the company has changed that is impacting their GS use

Scorecard

CTA flagged: - Major financial difficulty - Re-org that could lead to reduced use of GS - Sponsor / Admin loss without intent to re-hire

Manual CTA open: - Financial difficulty - Re-org

Auto CTA open: - Sponsor / Admin loss (with intent to re-hire)

No CTA

CTA Owner CSM

6


Category #7: Sentiment Sentiment


Definition Customer isn’t happy or has experienced many risks

Scorecard

Executive NPS detractor (within last 3 mos.) Manual CTA open: - Customer signals poor emotional health (e.g. cancels meetings, invoice past due, declines to be a reference)

Auto CTA open: - if 3+ risks open in the last 6 months

Else

Current Exec is NPS promoter (last 3 mos.) AND no detractors

CTA Owner CSM

7


Category #8: Habits Habits


Definition Customer isn’t using our product significantly (only post-Launch)

Scorecard

Risk CTA: Zero page views over the past week

Oppt'y CTA: everyone not in R/G

No CTA: 20%+ HLUs (5+ Cockpit page views / week on avg. over past 4 weeks)

CTA Owner CSM

8

Documents

Customer Success Software - TRACKING, …...2015/07/04 · GM VP Services VP Customer Success VP Customer Success VP Customer Success Definition Customer has high priority, volume