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renewals is not only a CSM-only issue/responsibility, but an end-to-end systems orientation.

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Talking

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Are we purchasing "elements"? I'm curious how much of this track will be paid features.

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Are we purchasing "elements"? I'm curious how much of this track will be paid features.

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- Timeline can inform SF
- Can post to Timeline from Slack(!!)... Sally (slackbot)
-

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https://support.gainsight.com/Product_Documentation/Data_Management_and_Integrations/Technology_Partner_Integrations/Using_Gainsight_Sally_in_Slack_(End-user)#Post_to_Customer_Timelinehttps://support.gainsight.com/Product_Documentation/Data_Management_and_Integrations/Technology_Partner_Integrations/Using_Gainsight_Sally_in_Slack_(End-user)#Post_to_Customer_Timeline

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"Moments of Truth" - key experiences of clients where they form their seminal impressions of the company. Put client emotional state *ahead* of company's convenience/protocols. Give more vocal personalities leadership roles and goodies. Create 1:1 relationship between product functionality and identified stakeholders

1. Attend to customer segment: high touch/low touch
2. Define customer stages, what their experience should be
3. brainstorm key touchpoints
4.ID key stakeholders
5. Automate/digitize lifecycle touchpoints
6. track progress of client journeys

Ca Tech: not so much about the playbook, but about the journey the customer is on. Sales may not log what the customer wants/needs once the sale is landed. Built shared vocabulary and process matrix for addressing customer ongoing needs between sales & CS. Build a library of executable "Roadmap Playbooks".
Early Warning and continuous risk detection system. Is the customer progressing based on usage data?

Melissa & (vs?) Dan: How do you define "Adoption"?

"Crisp, quality information" so CSMs can get a read on their accounts

Cross-functional teams (sales, devs, csms) come together to define the customer journey

When systems fail, it's personal. Our advocates stake reputation and career on our product performing.

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Segmentation Coming Soon to Illuminate - Most Common/Best Practice

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Segmentation Coming Soon to Illuminate - Most Common/Best Practice

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Important that journey is consistent across segments 

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Important that journey is consistent across segments 

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- Remember outside in!
- AUTOMATE repeatable processes!
- All clients are important but not handled the same
- Stakeholder management important - MUST HAVE MULTIPLE CONTACTS
- use a pilot approach to changing the steps used with clients - it will become apparent if you need more or less in a pilot based off of what is working
- After training and launch identify who your drivers will be and solidify the relationship with them to  get them to do more and adopt faster and get their friends to adopt - bring cupcakes! Let's formalize with Leilani on the budget for this on how to identify drivers post training and launch beyond our traditional key contact and build a process this
- Before you write a playbook understand the company workflow and how work will get done before automation is applied
- Adopt a common dictionary of risks/plays across the company
-

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We have the stages - exploration, installation, initial, full, innovation - after determining proper segments need to identify what key moments we can automate or be proactive on based on the segment the client falls in

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We are in process of this with our team - how do we make it more cross functional

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-Always have an email template ready for the touchpoint
-Before writing playbooks, understand the workflow across the company and make sure it makes sense

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1. Aware
2. Research Trial
3. Decide
4. Purchase
5. Onboard/Install
6. Adopt
7. Maintain
8. Support
9. Renew

Steps 1-4 are Buyer's Journey. Steps 5-8 are User's Journey.

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Best Practices from building a Customer Journey

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Best Practices from building a Customer Journey

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-Establish prediction and detection mechanisms for risks/interventions
-Common terms for problems/plays
-Library of cross-functional workflows; playbooks LAST
-Automate as much as possible
-Iterate

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Cross functional common dictionary to describe risks and the playbooks necessary for risk mitigation.

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https://gainsight.app.box.com/v/pulse-2018-slides/file/287362946696

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CS > CSM
CS=CX(exceptional experiences)+CO(desired outcomes)

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1. Deployment
2. Engagement
3. Adoption - implement processes that will drive adoption outcomes (usage, release, features adoption, deployment)
4. ROI

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https://gainsight.app.box.com/v/pulse-2018-slides/file/287371294517

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Indications that adoption needs to be revisited: clients don't consistently use all features, clients aren't aware that features are available, we don't know how to drive adoption of features clients could already be using

Indications that engagement needs to be revisited: don't know who the key contacts are, don't engage with the right contacts, don't know the last time we talked with the key contact, clients say we don't talk to them until renewal

Indications that success planning (ROI) needs to be revisited: we don't know outcomes that our clients had to buy us, outcomes not passed from sales to CSMs, don't track outcomes, don't have an easy way to communicate outcomes with client

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GE Digital's formula for driving outcomes

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GE Digital's formula for driving outcomes

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Example of Adoption Management process in GS

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Example of Adoption Management process in GS

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Sales relationship with exec needs to continue with csm

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Renewals playbooks are required and helpful to keep ahead of the game, aside from reactive to the need.

#wedothisalready

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Playbooks with best practices
CTAs
Email Assists and Linked Objects

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Be proactive and ahead

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AWWWWWWW Amazing. Part of Playbook's CTAs

Would need an email template team to streamline interested emails vs. checkpoints

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Link SF info into CTA's and PLaybooks, giving access to NOT go between two systems.

Keeping the team in one place that is best for their role. #onestopshop

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Direct access from the CTA as opposed to enter a separate click or task of the timeline from Customer 360.

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An absence of support tickets is not necessarily a good thing. Could mean customer is not engaged.

Adobe heavily uses the CTA for ARR forecasting.

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Task into SF then again into GS
OMG she is talking to me

Timeline wins in where to find it.

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Build as much workflow as possible into the CTA process

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https://gainsight.app.box.com/v/pulse-2018-slides/file/287373086967

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On boarding kit automated through co-pilot - initial welcome email automated with instructions to reach out IF they want to talk to a real person

tech touch with just in time human touch

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on automation

not interested in talking to us- but still want to use the product

this could prob work well for us once we get some good usage data / indicators in place

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How do you make sure your CS automated emails don’t drown within other emails coming from your own company (e.g. Marketing email campaigns).

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How do you make sure your CS automated emails don’t drown within other emails coming from your own company (e.g. Marketing email campaigns).

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have an operational list of thousands of customers - they have a customer success email (customer success@....)

the emails don't looklike stock /marketing emails - sound like they're coming from a CSM

The customer says "oh, this is a  different type of message"

someone needs to look holistically at how you are touching customers - need to look at CX

Is this the experience we want to be providing?

Right info at right time

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When initially rolling out a tech touch portfolio, how did you position these conversations with customers that have become accustomed to a high-touch model?

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When initially rolling out a tech touch portfolio, how did you position these conversations with customers that have become accustomed to a high-touch model?

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Doing a lot of followup - asking for opinions

not really a good answer from them TBH
be transparent, but not too transparent

but don't tell people if they are tech touch, high touch, etc...

they do graduate people when level / adoption / etc. grows

they just know what the 3 service offerings are

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Do you have the challenge of CSMs wanting to receive all of their customer emails ahead of time (to potentially stop them if need be)? How do you handle it?

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Do you have the challenge of CSMs wanting to receive all of their customer emails ahead of time (to potentially stop them if need be)? How do you handle it?

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yes - missed the answer

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Gamification - congrats when reaching a certain milestone, etc....

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Gamification - congrats when reaching a certain milestone, etc....

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yes! this helps!

example: linked In - hey, you're in the top 10% of connected people - adds a little joy - makes you feel special

celebrate successes via the tech touch journey

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How does tech touch fit with geographies such as LATAM that are heavy on relationships and people to people conversations?

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How does tech touch fit with geographies such as LATAM that are heavy on relationships and people to people conversations?

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If the account exec comes to them, exceptions are made - ARR is initial determinant but special eceptions made

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-If it's not in Gainsight it did not happen.
80% of standard needs to be automated.
-All data in one place!
-We don't want to be reactive-We need to turn data into meaningful actions across the team.  Then, drive proactive action.  This will move us to the Transform stage=30% more retention.
-If we focus on 1 or 2 elements we can make a big impact for our company

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-Everything goes in timeline or C360 or IT DID NOT HAPPEN
-Renewal CTA with linked opportunities
-Sally Slackbot-write timelines from Slack
-Anything in a CSV can be brought in to the reports panel
-C360
-aggregate key customer data
-mission control-home for anyone touching the customer in one place
-Gainsight does not allow their CSM's to comment on support tickets-they can view only.  They want CSM's staying out of supports backyard and focus on being proactive with client.
-Goals are set as to how many touches you will have with a client in a timeframe.

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Problems in the Customer Journey
-customers don't know what happens after the sign a contract
-Implementation/CSM doesn't know what was promised by sales
-All tiers of customers are treated the same

WE MUST:
-Define a consistent customer journey across our customer base...predefined manual and/or automated reaches

Refer to moment of truth slide

Launch a CTA when we figure out the a client is off course

We need a common dictionary for risks-a library of cross functional plays

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Customer Success is more important the CSM's job...it is the company's job
-the health score is related to the clients desired outcomes
PITFALLS:
-Thinking its a single score
-overcomplicating score with too many measures
-false sense of precision

DEAR FRAMEWORK:

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-no clear playbook
-doesn't benefit from automation
-no standardized indicators

We should have a renewal CTA and Playbook

-Automate renewal emails
-send fun videos

Linked objects-feature
makes workflow more seamless...don't have to go back and forth between screens