Defining Client Goals and Creating Transparent Success Plans

Transcription

1 Defining Client Goals and Creating Transparent Success Plans Track: Driving Expansion and Advocacy GANESH SUBRAMANIAN ED DALY Client Strategy Sr. Dir. Global CS Gainsight Cisco JARVIS MAK SVP CS Rocket Fuel BILL LAPCEVIC VP CS New Relic

2 Driving transparent value through success plans Customer Success: When you earn more revenue from each customer, regardless of the value you actually drive for your customers

3 Driving transparent value through success plans Customer Success: When your customers achieve their Desired Outcome through their interactions with your company Success Plans: Process to identify your customers Desired Outcomes and to collaboratively execute to drive transparent and measurable results

4 Show of hands Raise your hand if growing your key accounts is a key objective for your company Keep your hand raised if you have implemented a success plan process to expand in your key accounts

5 Introductions GANESH SUBRAMANIAN Client Strategy ED DALY Sr. Dir. Global CS JARVIS MAK SVP CS BILL LAPCEVIC VP CS

6 Success Plan Strategies How do you develop and execute success plans in your organization? Are success plans only for your high touch accounts?

7 VALUE provides consistent methodology for engagement Sales & Services Interlock

8 ~10% of accounts drive ~90% of revenue RF 1200: Named most critical accounts Pivotal - remainder of RF 1200 ü Spend more than 5M in total Digital a year ü Spend more than 2M In display and Video a year Mid Market < $5M Total Digital Spend Small Accounts # ACCOUNTS $ SPEND RF ,000 Mid-Market and Small accounts Named Advertiser s Pivotal Advertiser s 5 Bn $ +/-350 M $

9 Success Planning Brand Perspective Pre-Work Business Description What do they do? How are they doing? How are they organized? Objectives & Pain Points? Rocket Fuel Relationship How big is the Opportunity? What do we do with them today? How are we performing? Who else do they work with? In-Meeting Group Discussion Industry Perspective Agency Perspective Industry Structure Total size, growth trends Key players, market share, trends Dynamics Customer & supplier trends Rivalry Regulation Brand Positioning Strategic imperatives Brand/Agency Relationship Nature of relationship, CSAT Total brand spend Rocket Fuel/Agency Relationship Contract status Other brands we work with Total spend with Rocket Fuel (all brands) Agency org chart Relationship health Rocket Fuel Perspective Account Plan Executive Summary Opportunities: Sales & Relationships 30-, 60-, 90-day Plan Overall Themes

10 What Success Plan for What Customer? How does your organization segment customers? Design for Volume or Complexity? Or Both? What are the goals for each segment? Don t forget your resource restrictions You must be aligned with your own organization

11 New Relic Success Plan Development Design Account Segmentation Resource Allocation Custom Plan Best Practices Enterprise High Touch SMB Low Touch The Long Tail Automation and Intervention Account Complexity Template Automation SPEND

12 What does a Success Plan look like at New Relic High Touch Plans Modular and very detailed Custom Success Metrics Alignment, Consumption, Maturity Hierarchical Alignment Prescriptive High Touch Programs like COE, SteerCo, Custom Workshops Evolving: Focus on driving ROI/Business Value Low Touch Plans Focused on Onboarding (with some customization) 30/60/90 day plan Check-Ins and Intervention based on Metrics Scale Marketing Automation Delivered Content (just in time is best!) Intervention only on highest value targets (custom algorithm)

13 Success Plan Strategies How do you identify the key business challenges your customers are facing? How do you incorporate them into your success plan process?

14 Spend and Value are Self Leveling. To a point Spend $0 Value

15 Picking the right value drivers is critical Decide what the ideal customer looks like Value Drivers are essentially customer Needs Look at the hierarchy of needs for the customer to achieve your ideal state Pro Tip: It helps to look at the needs backward Identify the metric that best describe achievement of Needs

16 How did New Relic define Value Drivers? CAN THEY use the product if they wanted to ARE THEY TRYING to use the product Are they using the product in increasingly more MATURE ways? And later Is the customer ACHIEVING BUSINESS GOALS because they are mature users of our product

17 Basic Drivers of Success: Help you define/manage Risk 1. Deployment 2. Monthly Active Users 3. Features and Capabilities 4. Sentiment CSM Context Risk Assessment New Relic, Inc. All rights reserved.

18 New Relic Maturity Scoreboard Aligned with Product Org Behind each level are dozens of complex metrics Easy for an exec to see progress Every Exec has a little something for them in the score Black-Belt Level Customer Success New Relic, Inc. All rights reserved.

19 ROI Modeling A CSMs best friend Must be aligned with how your company sells Will likely align best with Customer Executive Leadership Requires a full set of tools and playbooks to tie ROI to product usage Requires Basic Blocking and Tackling First! New Relic, Inc. All rights reserved.

20 Moving from Reactive/Unplanned to Proactive/Planned Planned Risk reduction Service velocity Reactive Proactive Operational stability Cost reduction Unplanned

21 Success Plan Strategies How do you use success plans to drive ROI though upsell and expansion opportunities?

22 Turning Success Plan Execution into Expansion Opportunities

23 Basic Drivers of Success: Help you define/manage Risk 1. Deployment 2. Monthly Active Users 3. Features and Capabilities 4. Sentiment CSM Context Risk Assessment New Relic, Inc. All rights reserved.

24 Tips for Driving Expansion Align Success Goals with Customer Be Prescriptive - Customers want you to tell them how to succeed Basic Blocking and Tackling Get them using the product effectively Tie plan into driving business goals for customer where reasonable Time is on your side: early Risk Assessment and Intervention (Better Retention)

25 How do you measure success of success planning? Growth of Deployment Growth of MAUs Correlation with: Renewals Rates by segments Number of At Risk (1s and 2s) accounts Anecdotal Evidence Counts!!

26 Effective adoption drives opportunities across the lifecycle Customer Outcome Industry best practices, fueling competitive differentiation Usage patterns and operational process optimization Company Outcome Land: Long term objectives and planning Expand: Adjacent offers to complete solution Usage translated to outcomes Renew: Allow sales to upsell not resell

27 Success Plan Strategies What is the biggest change management challenge you faced when rolling out success plans and how did you overcome it?

28 Adoption Barrier Process Incorporation One Cisco Team Approach to Eliminating Adoption Barriers

29 Success Plan Strategies How have you scaled your success plan processes across your portfolio of customers? Across segments? How have you maintained high quality standards as you scale?

30 Organization designed to scale Customer Success Manager Tech Touch Partner Success Manager Virtual Customer Success Manager Tech Touch

31 Success Plan Strategies What is the most important advice you would offer a colleague who is developing a success plan process at their company?

32 My Advice Hire the right people

33 Get Aligned Internally or else... AE CSM TAM

34 A New Relic Example of Internal Alignment

35 Audience Q&A

36 THANK YOU