©2016 Gainsight.

HOW WE MAKE CUSTOMER SUCCESS A COMPANY-WIDE PRIORITY

MATT LINDEMANVP Customer SuccessGuideSpark

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NICK MEHTACEOGainsight

ALLISON PICKENSVP of Customer Success & Business OperationsGainsight

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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

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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

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CEO Objectives

Data-driven decision making

Continuous learning

Customer-centric culture

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Handling Risk

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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

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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

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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

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GuideSpark: Adoption Success Framework (<6 Months)

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GuideSpark: Adoption Stage Report Card

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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

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Executive Visibility & Customer Feedback

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Gainsight: Providing Visibility Through Updates

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Gainsight: Trending Risk for Decision Making / Board

Data is illustrative

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Gainsight: Learning ProcessesNPS => Execs

Churn Learning Meeting

Product SME Meeting

…

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GuideSpark: Net Promoter Score

-100 1000

30TechnologyCompany Average

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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

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ROI of Customer Success

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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+ +

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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

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ROI of Customer Success: Expand

Closed ARR from CS-Driven Upsell Leads

Upsell ARR Associated with CS “Win”

Converted POC ARR

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ROI of Customer Success: Retain

ARR from Saved Opt Outs

Renewals Associated with a CS “Save”

Renewals Associated with a CS “Win”

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Questions?

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THANK YOU

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