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CHECK
HOW WE BUILT NEW CUSTOMER SUCCESS ORGANIZATIONAL CHARTERS & DEPARTMENTAL STRUCTURES
Presented by: ALLISONPICKENSVP of Customer Success & Business Operations
GAINSIGHT
uestions:Q1.
NAME THREE PRINCIPLES BEHIND THE DECISION
TO RESTRUCTURE GAINSIGHT’S POST-SALES
ORGANIZATION.
2.WHAT IS THE ROLE OF CUSTOMER SUCCESS
OPERATIONS IN THE NEW STRUCTURE?
3.HOW CAN CLIENT
OUTCOMES, ONBOARDING, AND
TECHNICAL SUCCESS EXPAND REVENUES? NAME
ONE WAY FOR EACH.
CHECK HOW WE BUILT NEW CUSTOMER SUCCESS ORGANIZATIONAL CHARTERS & DEPARTMENTAL STRUCTURES
uestions (cont.)Q4.
WRITE DOWN SOME NEEDS YOUR CUSTOMER HAS.
IDENTIFY YOUR MISSION TO MEET THAT NEED IN ONE
SENTENCE.
5.WHAT ARE TWO CAVEATS
TO BE AWARE OF WHEN DETERMINING THE COST
METRICS FOR YOUR CUSTOMER SUCCESS TEAM?
6.IDENTIFY SOME KEY RISKS TO YOUR CUSTOMER SUCCESS
ORGANIZATION. PICK ONE RISK AND BRAINSTORM
SOME WAYS TO MITIGATE IT.
7.LIST THREE STEPS FOR
IMPLEMENTING YOUR CHARTER.
8.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:Q1.
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?
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.)Q3.
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.
4.HOW CAN YOU INTEGRATE
PRODUCT METRICS WITH CUSTOMER SUCCESS
METRICS?
6.HOW CAN PRODUCT AND
CUSTOMER SUCCESS BECOME PROACTIVE WHEN
IT COMES TO REQUESTS AND ESCALATIONS?
7.THINK OF SOME PRACTICAL
STEPS TO IMPROVE ALIGNMENT BETWEEN
PRODUCT AND CUSTOMER SUCCESS.
5.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.
LIST THREE LAGGING OUTCOMES AND THREE
LEADING INDICATORS.
2.WHAT ARE SOME ACTIONS
YOU CAN TAKE BASED ON LEADING INDICATORS TO MOVE YOUR LAGGING OUTCOMES IN A POSITIVE
DIRECTION?
3.WHAT CRITERIA DID GAINSIGHT USE TO
IDENTIFY A KEY METRIC FOR CUSTOMER
SUCCESS TO OWN?
CHECK HOW WE TRACK OUR EFFECTIVENESS USING STRATEGIC METRICS
uestions (cont.)Q4.
WHAT ARE SOME LEADING INDICATIONS YOU CAN USE
AT YOUR COMPANY THAT DRIVE NEW BUSINESS AND
EXPANSION ARR?
5.WHAT METRICS DO YOU
REGULARLY TRACK AT YOUR COMPANY? SORT
THEM INTO CATEGORIES OF LEADING INDICATORS AND
LAGGING OUTCOMES.
6.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:Q1.
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 Owner Definition
CHECK HOW WE MAKE CUSTOMER SUCCESS A COMPANY-WIDE PRIORITY
uestions (cont.)Q3.
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.
5.FILL IN THE BLANKS:
GUIDESPARK’S CUSTOMER FEEDBACK PROGRAM
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.
Time Frequency Follow Up
CHECK HOW WE MAKE CUSTOMER SUCCESS A COMPANY-WIDE PRIORITY
uestions (cont.)Q7.
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:Q1.
TO KICKOFF THE SEGMENTATION
DISCUSSION, NICK EXPLAINS THE DIFFERENCE BETWEEN
EX-ANTE AND EX-POST. SUMMARIZE THE
DISTINCTIONS.
2.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.
3.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
6.WHAT ARE SOME OF
THE LEVERS THAT ANNIE SHARES WHEN DISCUSSING
DOUBLEDUTCH’S 2016 SEGMENTATION STRATEGY?
7.WHAT SEGMENTATION
TACTICS HAVE WORKED AND NOT WORKED FOR YOUR BUSINESS IN THE PAST? REFLECT AND COMPARE
ANSWERS WITH YOUR COLLEAGUES.
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?
5.WHAT ARE THE THREE STAGES THAT ANNIE MENTIONS WHEN DISCUSSING SEGMENTATION
MODEL EVOLUTION?
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:Q1.
WHAT ARE SOME OF THE CHALLENGES YOU FACE WHEN COLLABORATING
WITH SALES?
2.WHAT DOES VALUE STAND
FOR? HOW CAN YOU UTILIZE THIS FRAMEWORK TO CREATE CONSISTENCY
AROUND CUSTOMER ENGAGEMENTS?
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.)Q4.
WHAT ARE THE FOUR STAGES OF IMPLEMENTING A SUCCESS PLAN ACROSS
SALES, SERVICES, AND SUCCESS?
5.WHAT THREE SPECIFIC
OBJECTIVES DOES CUSTOMER SUCCESS OWN
AT CISCO?
6.WHAT ARE THE BIGGEST
OBSTACLES TO CROSS-FUNCTIONAL
COLLABORATION AT YOUR COMPANY?
6.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:Q1.
BREAK DOWN WHICH ELEMENTS OF
ADVOCACY MARKETING AND CUSTOMER SUCCESS OWN?
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.)Q3.
WHAT ARE SOME IMPORTANT RISKS TO
GAMIFYING CUSTOMER ADVOCACY?
4.MAKE A LIST OF DIFFERENT OUTLETS FOR CUSTOMER
ADVOCACY. WHICH ARE YOU ACTIVELY ENGAGED IN
PRODUCING?
5.WHAT ARE THE KEY
CHALLENGES TO YOUR CUSTOMER ADVOCACY INITIATIVES? WHAT ARE SOME STEPS YOU CAN
TAKE TO IMPROVE?
5.WHAT KEY ADVOCACY
METRICS CAN YOU MEASURE TO
DEMONSTRATE THE VALUE OF YOUR PROGRAM?
6.WHAT ARE THE BENEFITS OF ALIGNING ADVOCACY
TO THE CUSTOMER’S LIFECYCLE?
IDENTIFY SIX LIFECYCLE MILESTONES THAT ARE NATURAL POINTS FOR
ADVOCACY.
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