how to scale customer success in a v2mom framework

How to Scale Customer Success in a V2MOM Framework

2016 Emilia D’Anzica

Intro

Hi, I’m Emilia D’AnzicaVP of Customer Engagement at WalkMe

@emiliadanzica

▪ Customer Success High Level Timeline

▪ Program Charter and Objectives

▪ CS Organization

▪ Customer Success Lifecycle

▪ Considering a Customer Onboarding Team (COM)

▪ V2MOM Methodology

Agenda

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2016 Timeline

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January● List your biggest goals by

month & track each quarter

February● New Kick-Off deck● Finalize decks,

templates,● More...

March● New Bonus Program Dev● New Dashboards in SFDC● New QBRs● New Playbooks● New Exec Check-in

April● Hire UI team member to

expand CS Support in US● Lock down SFDC fields to

track for MBOs● Implement Survey

feedback from CSMs & Clients

May +● Retrospective on changes● Make tweaks as needed● Start gamifying onboarding● More Hires!!● More flexible playbooks● Other programs TBD

Charter & Objectives

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▪ Charter and Objectives?

▪ Scale

▪ Values

▪ Education

▪ Customer Satisfaction

What are your company’s...

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▪ Value: Develop onboarding program to show WalkMe value immediately.

▪ Scale: Save CS team time, provide a consistent experience and enable better communication between client & WalkMe.

▪ Implement onboarding: SLA with 60 days of 1-1 onboarding assistance in order to maintain momentum and ensure a scalable program.

▪ Client focus: move away from ad hoc onboarding & instead focus on faster ROI that align with the client goals and strategies.

▪ Education: WalkMe education introduced early and completed in a timely manner.

Example Program Charter and Objectives

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Customer Success Organization

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▪ No matter how flat your organization, you need an org chart for better communication.

▪ Chart should be readily available in your CRM & kept up to date.

Customer Lifecycle

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Pre-Sales/PocOpportunity

Closes

COM Assigned

within24 hours

Sales Intro

COMReaches out

within24 Hours

Kick-off

Go-LiveTransition to

CSM/Exec Review

Monthly Check-ins with CSM

6 Month BusinessReview

9 Month Check-in

*Renewal, Upsell,

Cross-sellThe Big Picture

Why Consider an Implementation team?

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Implementation Process -- Dev, PS, & Customer Success

Graph Source: Totango 11

FirstValue

GrowValue

ExpandFunctionality

Increase Usage

Increase Usage

Ongoing Value

Ongoing ValueDecrease

Value

Decrease Value

Churn

Churn

Churn

▪ WalkMe Masters are key to each step of the Customer journey!

ONBOARDING - getting the customer up and running full speed

DELIVERING VALUE - Monitoring customer's account health; keeping them in the green

RELATIONSHIP MANAGEMENT - preparing the customer for renewal and upset

Start

TRAINING - Increasing adoption and number of users

SUPPORT - Troubleshooting technical difficulties, conduit to your product team

What is a V2MOM?

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Vision, Values, Methods, Obstacles, Measures

What do you want?

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My Customer Team Vision: Humble Customer Heroes

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Become the leading SaaS Customer Success team in online guiding & engagement, innovating efficient service models that drive top quartile customer engagement, satisfaction,& retention. Be an excellent, professional, and fun team that exemplifies the best of WalkMe.

2015 VisionScale & segment the Customer Success team. Actively develop leaders at all levels and roles of the organization to be ready for continued hyper-growth.

The CSM is the CEO of the customer

What’s important about your vision?

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Humble Customer Heroes

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▪ Scale Customer Segments and Core CS Operations

▪ High Impact Onboarding to Deliver Efficient and Meaningful Value

▪ Drive Engagement and Adoption for Effortless Expansion Opportunities

▪ Every CSM a Hero, Every Customer an Evangelist (& vice-versa)

▪ Talent Advantage-Demand only top performance of yourself.

How do you get it Done?

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Example Customer Success Priorities Timeline

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Quarter 3

1. Implement proactive renewal program. Done

2. Build Customer Success Library in SFDC for centralizing CS documentation Done

3. Transition email & MS docs to SFDC Done

4. Rewrite the SFDC Success tab to include clear customer tracking Done

5. Build Onboarding & CS reports & dashboards Done

6. Certify CSMs on CS & PM via Gainsight Uni. Done

7. Develop & Pilot Onboarding program Done

8. Hire 2-4 CSMs Done9. Re-write kick-off deck Done

10. Weekly & Quarterly CS outing & Cross-team building Done & will continue

1. Pilot engaging customers into advocates with Sales & Training collaboration (e.g. meet-ups & dinners, quarterly meeting) WIP

2. Split CS team into onboarding & ongoing success mode/ Roll-out new CS onboarding program DONE

3. Ongoing CS Summits for training (Totango, Gainsight) etc. Done & ongoing

4. Implement Post-Onboarding Survey & yearly NPS

5. Build ROI decks for renewal play WIP6. Flexible playbooks WIP

1. Ramp hiring to meet Q4 curve; 2. 2015/16 Capacity

modeling/budget planning3. Develop ongoing CSM training &

testing program in conjunction with product releases

4. WalkMe training video-center: update with a professional – prep for self-service model

5. Review Community opportunities6. Others TBD as business evolves

1. Review post onboarding self-service opportunities

2. Continued drive on performance targets

3. Explore alternate offices based on customer growth

4. Others TBD as business evolves

Quarter 2Quarter 1 Quarter 4

Escalation Path: How do you Mitigate Risk?

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Develop and Efficiently Scale Escalation Path for non-responsive clients

step 1 step 2 step 3 step 4

-After two failed attempts from AE & CSM in 2 weeks, CSM changes account to Yellow & asks their direct manager, Sr. Director & AE.-Required on form: Client name, email, reason for support, link Success in SFDC, phone number,location of team

-Team lead contacts client within 24 hours with a standard template in SFDC with a request for a call-No response within 7 days: chatter to Sr Dir to call DM

-Sr. Director callsDecision Maker within 24 hours-No response within seven days:Change to Red in SFDC

-Last attempt before moving to Churn/Black in SFDC:-Call from CEO to resolve

Scale Customer Segments & Core CS Operations

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CoreDevelop and Efficiently Scale Process for CS that delivers 90% Platinum, 82% Gold, 80% Silver and 75% Bronze to achieve Consistent Post-Sales Execution – build the playbook and certify 100% of employees

Reporting (Put the name of the person responsible here)● Build stronger reporting metrics and tiered service model

Refine customer lifecycle with defined milestones and moments of value Put the name of the person responsible here)● Clarify and solidify role definitions with Onboarding, PS, Support● Improved onboarding programs, ramp period, and new employee onboarding● Stabilize team by reaching target capacity with meaningful objectives & incentives● Establish escalation paths and routing for troubled accounts (next slide defined)

Core Operations Put the name of the person responsible here)● Define and implement the right KPIs and metrics including SLA by service type – capture & measure in SFDC● Define, staff and operationalize CS support tiers and capacity modeling

BETSCore Ops that you want to accomplish this quarter or year.

● Build scalable way for CSMs & customers to track product feature requests & technical challenge reports ● Explore additional geography to allow for more scale● Explore community, referral & evangelist program with Marketing

What might stand in the way of success?

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▪ Renewals & Expansion Opportunities▪ Target renewals across segments▪ Product stickiness▪ onboarding requires technical support on many levels -- scalability aspect▪ Legacy customers

▪ People▪ Ongoing training to keep up with product▪ Hiring right blend of technical and CS talent to keep up with Sales▪ Career progression/Role burn-out▪ Complicated bonus program. It is being simplified!▪ Global company challenges▪ Change management for changes ahead: be open to change!

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How will you know when you have

achieved your goals?


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▪ CSM -- ▪ Renewal rate target (based on industry standard)

▪ 90% for Platinum (including upsells)▪ 82% for Gold▪ 80% for Silver▪ 75% for Bronze

▪ Success story metrics (identified & tracked with % leading to case study▪ 95% for Platinum▪ 90% for Gold▪ 80% for Silver

▪ Realize hiring targets

▪ Implementation▪ Define and market a branded comprehensive onboarding program.

▪ Example: “Jump-Start at WalkMe”▪ 90% of initial Walk-Thrus completed within 60 days▪ 85% Customer Training within 60 days▪ CSAT Target > 90% very satisfied (8/10+ scores) at end of onboarding▪ hire to plan


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