DocuSign Unplugged. How DocuSign Improved Customer Success Processes That Led to Increased Adoption and Upsell Opportunities.

Transcription

1 DocuSign Unplugged How DocuSign Improved Customer Success Processes That Led to Increased Adoption and Upsell Opportunities Brian Smith Director, Account Management John Cameron Kristin Lucas Manager, Customer Sr. Business Analyst Sales Operations Experience & Engagement

2 Charter & Background Initial Implementation Back to the Drawing drawing board Board Redeployment Phase 1 BI Integration & Logic Redeployment Phase 2

3 Charter and Background We judge our success by our customer s success! -Keith Krach Background on DocuSign: Leading Provider of Digital Transaction Management Globally $650m in funding to date, and nearly 1700 Employees World Wide Customer Segmentation: Web, Commercial, and Enterprise DocuSign Account Management Charter: Create happy and delighted customers Protect the current customer base Providing opportunities for the Account Executives to upsell

4 Charter and Background North American, Commercial, Account Management Team The team is 52 Account Managers, split into 5 teams Growing to 66 Account Managers before years end Account Manager Portfolios range from accounts Assigned based on MRR spend with DocuSign Since my 6+ years at DocuSign (North America, Commercial) Constant Change: Further segmentation of Success Vs. Sales Challenges that drove investment in Gainsight: Growth of customers commercial space from 1,000 to over 13,000 customers Growth of team from 3 to 52 accounts managers, 70 by EoY Running at between 5.5-6% of AM cost to ACV, improve efficiency/ automation

5 Charter & Background Initial Implementation Back to the Drawing drawing board Board Redeployment Phase 1 BI Integration & Logic Redeployment Phase 2

6 Initial Implementation Goal was for quick success Migrate existing business processes to Gainsight Focus on self-contained functionality; not bogged down with system integrations 8 Weeks: Success Express March 2015 > Training & Rollout in May 2015 Implementation Key Components What makes a Customer a Customer? Closed-Won Opportunity OR Account Record Values OR Both Sequencing for Customer Sync Rules everything else follows that Cyclical CTAs> Capture Last QBR Date based on CTA resolution for creation of follow-on CTA Migrate all processes to Gainsight > Data migration of Tasks to CTAs Benefits and Results Core understanding of Gainsight from Admin perspective AMs Trained and excited for Gainsight and then what happened?

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8 Charter & Background Initial Implementation Back to the drawing Drawing board Board Redeployment Phase 1 BI Integration & Logic Redeployment Phase 2

9 Back to the Drawing Board The Old Way Legacy one-size-fits-all task cadence, designed with smaller books and less complex engagements AMs reduced to reactive task engines instead of intelligent, proactive drivers of customer success Clients would sometimes slip through the cracks with very limited engagement. Renewals were frequently past due AMs were unable to complete all assigned tasks, leading to great frustration Perception that Gainsight was slower and more difficult to use than SFDC Accounts/tasks

10 Back to the Drawing Board Calculated time usage on previous cadence: Scheduled tasks require average of 27 hours/week Team survey results: Team spending average of 16 hours/week on scheduled tasks Average By Segment By Team

11 Back to the Drawing Board The New Way Focus: Onboarding of clients with rapid adoption to plan. Renewing in a timely fashion Identifying and quickly acting on risks Identifying and quickly acting on opportunities Maintain proper visibility to customer health

12 Back to the Drawing Board

13 Back to the Drawing Board The New Way New event-based CTA cadence: How to best engage with healthy clients All new customers get onboarding and deployment validation CTAs All customers get Business Review CTA 60d pre-renewal, and a renewal CTA Mid-term business reviews based on spend, from bimonthly for top clients to never for the smallest Later proactive CTAs will catch the unhealthy Minimize tasks per CTA, especially getting started. Trust your pro CSMs Automated Customer Stage Critical to rule criteria Scoring and CTA creation criteria not the same for New vs. Seasoned Customer Customer Status can change in multiple ways New Customer > Novice Customer > Churn > and back again J

14 Charter & Background Initial Implementation Back to the Drawing drawing board Board Redeployment Phase 1 BI Integration & Logic Redeployment Phase 2

15 Redeployment Phase 1 Training Topics Honesty with the team on the challenges and the need to follow the path Retraining via a day in the life how will they actually use GS and where is it better/slower than the SFDC account page/tasks, etc. Getting as much into C360 as possible to turn it into their home Use quotes & best practices from successful reps Manual health assessments Sponsor Tracking Manager focus on overdue CTAs

16 Redeployment Phase 1 How can I drive my success with Gainsight?

17 Usage post-redeployment phase 1

18 Gainsight Adoption was better but Still missing leading indictor of DocuSign Customer Success Adoption Indicator > Envelopes Sent in relationship to Subscription Salesforce Customer Attributes DocuSign Usage Zuora Subscription Details DocuSign has made significant investment into our Insights BI platform; provides a single source of truth from multiple data sources Goal of Gainsight automating the evaluation currently done manually by Account Managers was dependent on access to Insights data. This would enable the AMs to truly focus on the Customer.

19 Charter & Background Initial Implementation Back to the Drawing drawing board Board Redeployment Phase 1 BI Integration & Logic Redeployment Phase 2

20 BI Integration & Logic Solution Architecture Scalability for data storage and processing Single source of truth Aggregated Weekly Usage Statistics Calculated Account Vitals Security Business requirements for Scoring & CTAs dictated combination of Salesforce data with Account Vitals Ø Implemented Gainsight MDA

21 BI Integration & Logic DocuSign Weekly Usage and Account Vitals Snapshot from Insights Weekly Product Usage Data Week Start Date (Sunday), Account ID, # Envelopes Sent, # Envelopes Completed, # Unique Senders In Week, # ID Checks Used, # Active Users Account Vitals Snapshot Snapshot Date, Account ID, % Envelope Actual of Expected, % Seat Actual of Expected, % ID Checks Actual of Expected, Effective $ Cost Per Envelope Salesforce Customer Attributes Customer Stage MRR Renewal Date Account Type for roll-up of instance data DocuSign Account Type Sales Teams have varying criteria

22 BI Integration & Logic Gainsight MDA - Things to Ponder Understand Week Start/Week End between your external data and Salesforce data Understand structure of data to translate business requirements into Rule and Action criteria ID Field for cross-referencing data Does your external data have the 18 digit SF Record ID? Parent and Child relationship for roll-ups MDA is a separate database from Salesforce May need to push Salesforce data into MDA Timing of data syncing rules in relationship to scoring and CTA rules Starting fresh.or do you need to mass import historical data?

23 BI Integration & Logic

24 BI Integration & Logic.actually, its simple and elegant BI Insights Usage Data Account Vitals MDA Salesforce 1. Weekly job from Insights to MDA via API 2. Nightly update of MDA Account Name Lookup and Account Details Lookup tables via Rules 3. Weekly update of Account IDs to resolve Customer Parent & direct Child Accounts in MDA Usage Data Table via Rules 4. Weekly update of Adoption Score using MDA Data via Rules 5. Weekly update to capture Scorecard metrics into MDA Score Habits Table via Rules 6. For trending of Scores, weekly job to add previous week score to current week, and setting trend label via Rules Usage Data Account Name Lookup Account Details Lookup Score Habits Account Object GS Scorecard Fact Object Gainsight Usage Data Overall Score

25 BI Integration & Logic Usage Reporting Customers

26 BI Integration & Logic Adoption Scoring Goal is to automate a CSM s evaluation What metrics do they use to evaluate a client s adoption? Use every applicable variable adoption health is complicated Usage-to-plan per line item Effective cost per transaction Customer Stage Use a manual assessment to temper the data-driven. Depending on confidence in data adjust weighting of manual assessment vs. automated

27 BI Integration & Logic Adoption Scoring: Business Requirements > Logic > Rules If Stage = Novice Customer OR Seasoned Customer OR Overdue for Renewal Phase 2 with ID Checks Actual of Expected Pct = 0 or NULL Stage = Novice Customer OR Seasoned Customer OR Overdue for Renewal If Charge Model = Seat If Charge Model = Seats o Green % Seat Actual of Expected >=85% OR Start ecpet Green <= $X o Yellow If % Seat % Seat Actual of Expected <85% <85% AND = >=60% Yellow OR ecpet > $X AND <= $Y If ecpet > $A = Yellow o Red % Seat Actual of Expected <60% OR If % Seat ecpet Actual > $Z of Expected <60% = Red If Charge Model If ecpet = Envelope > $B = Red o Green % Envelope Actual of Expected >=85% o If Yellow Charge % Model Envelope = Envelopes Actual of Expected <85% AND >=60% o Red Start % Green Envelope Actual of Expected <60% If % Envelope Actual of Expected <85% = Yellow Phase 2 with ID Checks Actual of Expected Pct >0 AND <>NULL If % Envelope Actual of Expected <60% = Red Stage = Novice Customer OR Seasoned Customer OR Overdue for Renewal ID Checks: ID Checks: o Green Start % Green ID Checks Actual of Expected >=85% o Yellow % ID Checks Actual of Expected <85% AND >=60% o Red If % ID % ID Checks Checks Actual of of Expected Expected <60% <60% AND Yellow >0 Added >0 If % to exclude ID Checks those Actual set to 0 of and Expected giving false <85% RED scores Red If stage = In Deployment and >30 days from Customer creation Phase 1 with ID Checks Actual of Expected Pct = 0 or NULL Stage = New Customer OR In Deployment, AND >30 days from Customer creation If Charge Model = Seat If Charge o Green Model % Seat = Seats Actual of Expected >=50% o Yellow % Seat Actual of Expected <50% AND >=20% o If % Red Seat Actual % Seat of Actual Expected of Expected <50% <20% = Yellow If Charge Model = Envelope If % Seat Actual of Expected <20% = Red o Green % Envelope Actual of Expected >=50% If Charge o Yellow Model % = Envelopes Actual of Expected <50% AND >=20% o Red % Envelope Actual of Expected <20% If % Envelope Actual of Expected <50% = Yellow Phase 1 with ID Checks If % Envelope Actual of Expected Actual of Pct Expected >0 AND <>NULL <20% = Red Stage = New Customer OR In Deployment, AND >30 days from Customer creation ID Checks: o Green % ID Checks Actual of Expected >=50% o Yellow % ID Checks Actual of Expected <50% AND >=20% o Red % ID Checks Actual of Expected <20% AND >0 Added >0 to exclude those set to 0 and giving false RED scores

28 BI Integration & Logic Scorecard Trend Reporting

29 BI Integration & Logic Proactive CTAs: Over-Use Specific rules per usage metric (Seats, Envelopes, Add-Ons) Combination rules: IF Plan model = X AND Usage-to-plan = Y% AND time until renewal is Z create opportunity CTA Start with primary metrics instead of waiting for comprehensive push drive most urgent opportunities first Tasks on Proactive CTAs are to alert AE to monetize, then push out date until follow-up to prevent recreation

30 BI Integration & Logic Proactive CTAs: Under-Use To avoid CTA Overload start with the most savable risks Ex: If Charge Model = Seats and % Seats Actual of Expected is >30% AND <70% AND Time until Renewal is <3 months Create Risk CTA: Under on Seats with Imminent Renewal Playbook: Under-Utilization: Engage with client to increase adoption and broaden use cases As average quantity of overdue CTAs falls, expand timeframes and trigger points to eventually capture all risk.

31 Charter & Background Initial Implementation Back to the Drawing drawing board Board Redeployment Phase 1 BI Integration & Logic Redeployment Phase 2

32 Redeployment Phase 2 Training Topics Review progress, call out users driving particularly high utilization Introduction of automated health scoring, how scores aggregate with weight Introduction of proactive CTAs, and how their logic functions Ex: Do not resolve a CTA until the underlying condition has resolved, instead push out date. Continued focus on Gainsight being their home

33 Usage post-redeployment phase 2

34 Business Learnings No Daylight between Ops & Account Management Have a cross-functional team with both tech and business understanding Don t be afraid to analyze the business and make the tough calls Ex: Small accounts much less touch than higher value customers Won t be successful if you overload the reps with CTAs Trust the creation of CTAs, and the business logic Don t think any company has unlimited resources Ask where you want people spending time (build accordingly) Manager & CSM buy-in is critical for change management

35 THANK YOU