Customer Relationship Program

Customer Relationship Program
Gap Analysis & Recommendations

©2010 Good Technology, Inc. All Rights Reserved. Company Confidential 2
Agenda
Objectives
Customer Lifecycle touchpoints
Summary of Current State
Social Media
Feedback Management
Customer Advisory Council
User Groups/Social Business User Communities
Voice of the Customer
Voice of the Employee
Recommendations Timeline

Objectives:
Develop and enhance customer relationships
Assess the state of current customer-facing programs and
efforts with basic gap analysis against best practices
Revamp ongoing customer communications, including
processes, vehicles and timing, with an eye toward reaching
beyond IT to speak to users
Integrate a Social Media and Good Community plan to better
leverage the input and participation of various constituents
“Programmatize” ongoing Customer Advisory Council
interactions
Track and channel App Store/ Marketplace feedback as well as
social media and community activities

Customer Lifecycle Touchpoints - IT
EvaluationWho is od? Legal /
Professional
Proof of
conc
ept
Lead/Prospect
Who is Good?
Evaluation Proof of Concept First Purchase Knowledge
Worker
Deployment
Enterprise
Deployment
Website Website download Website Website Website Website
Brochures Admin
Provisioning email
Admin
Provisioning email
Admin
Provisioning email
Admin
Provisioning email
Admin
Provisioning email
Whitepapers End User
download email
End User
download email
End User
download email
End User
download email
End User
download email
Press Releases 15 days-trial
expiring email
Customer
Reference
Program if
selected
Customer
Reference
Program if
selected
Customer
Reference
Program if
selected
Videos Sales Engineer as
required
Sales Engineer as
required
Sales Engineer as
required
Sales Engineer as
required
Sales Engineer as
required
Sales
Development
Reps
Customer
Advisory Council
if nominated
Customer
Advisory Council
if nominated
Customer
Advisory Council
if nominated
Sales Reps
(SAMS, Corporate
Sales Reps &
Annuity)
Sales Reps
(SAMS, Corporate
Sales Reps)
Sales Reps
(SAMS, Corporate
Sales Reps)
Sales Reps
(SAMS, Corporate
Sales Reps)
Sales Reps
(SAMS, Corporate
Sales Reps)
Sales Reps
(SAMS, Corporate
Sales Reps)
Marketing
Campaigns
Release notes if
opted in
Release notes if
opted in
Release notes if
opted in
Release notes if
opted in
Events Customer
Care/Tech
Support email
support
Customer
Care/Tech
Support
Customer
Care/Tech
Support
Customer
Care/Tech
Support
Customer
Care/Tech
Support

Customer Lifecycle Touchpoints – System Admin
Professional
Proof of
conc
ept
Lead/Prospect
Who is Good?
Evaluation Proof of Concept First Purchase Knowledge
Worker
Deployment
Enterprise
Deployment
Website Website download Website Website Website Website
Brochures Admin
Provisioning
emails
Admin
Provisioning
emails
Admin
Provisioning
emails
Admin
Provisioning
emails
Admin
Provisioning
emails
Whitepapers End User
download email
End User
download email
End User
download email
End User
download email
End User
download email
Press Releases Sales/SE as
required
Sales/SE as
required
Sales/SE as
required
Sales/SE as
required
Sales/SE as
required
Videos 15 days-trial
expiring email
BeGood BeGood BeGood BeGood
Marketing
Campaigns
Customer
Care/Tech
Support email
support
Customer
Care/Tech
Support
Customer
Care/Tech
Support
Customer
Care/Tech
Support
Customer
Care/Tech
Support
Release notes if
opted in
Release notes if
opted in
Release notes if
opted in
Release notes if
opted in

Customer Lifecycle Touchpoints – End User
Professional
Proof of
conc
ept
Who is Good? Evaluation Proof of Concept First Purchase Knowledge
Worker
Deployment
Enterprise
Deployment
Website Website Website Website Website Website
Brochures End User
download email
End User
download email
End User
download email
End User
download email
End User
download email
Whitepapers App Store/
Marketplace
reviews
App Store/
Marketplace
reviews
App Store/
Marketplace
reviews
App Store/
Marketplace
reviews
App Store/
Marketplace
reviews
Press Releases Customer Care Customer Care Customer Care Customer Care Customer Care
Videos BeGood BeGood BeGood BeGood BeGood

No “True Record” of the customer; SFDC database
content does not support current business needs
Expedite clean-up & re-launch
Validate CIO/CTO, IT Management & System Admin contact info
for all accounts
Create 2 step “email opt out” process to insure compliance
Develop maintenance processes & enforce adherence
Need to execute a customer analytics strategy
Measure and optimize all marketing campaigns, across all
media; multi-channel campaign management; direct, contact
centers, web, email, social media & communities

Disjointed efforts with touchpoints that are not effectively
carrying on the company message due to silos
Evaluation, Deployment, Customer Care, Technical Support, etc.
all need to become part of the Customer Experience ecosystem
Workflow processes are not documented resulting in
“black holes”
Ad hoc processes & content are wild west mix of quick-fixes
rather than sustainability; not manageable nor scalable
Crucial need for formal Feature Requests process stated by
Customers, Sales, Engineering, Technical Support & Marketing
Prioritize feature requests and create closed loop
Document workflows including communications

Tightly controlled ownership of the customer assets by
Sales creates roadblocks to marketing initiatives
Limits access to customers for customer visits and surveys
Accurate contact database required to adopt “Tell don’t Ask”
approach to customer contact
Deployment lag time causes known but not quantified
Product related - Scalability, Domino, HA/DR, lack of product
feature
Bought ahead of demand due to budget or discounted CALs
Need help in IL/CL model strategy & policies
Communication process amplifying problems (lack of
communication, incorrect communication)

Social Media
Social Media can be effective across the entire customer lifecycle
Listen to the Voice of the Customer
Not only talking with your customers, they’re talking to each other
Most companies following a strategy of "controlled experimentation”
Open Social Media channels bring major restrictions in control,
governance, and data ownership; use with care
Recommended initial program organization is Hub & Spoke
Hub in the organization sets guidelines & gives direction, participation
takes place across the organization
Develop brand advocacy program to create influencers using
employees, advocates & agencies
Embrace customer advocates
Recruit them to work for you

Social Media
Integrate Program with CRM
Update CRM files from social media posts and tweets
Coordinate media tracking and lead generation
Build detailed profiles of customers/their needs
Develop Success Metrics
Vast amounts of unstructured, text-based data make it nearly
impossible to measure except for effectiveness
Key effectiveness metrics: willingness to repurchase, reluctance to
switch, and likelihood to recommend
Direct customers to post‐contact satisfaction survey
Promote a link at the end of an interaction
Post link on Facebook, Twitter, etc.

Customers interviewed that purchased Good for Security usually
forbid Social Media at work, especially if regulated
Mainstream customers more likely to allow participation
Expand Social Media monitoring to include total online presence
also searching industry keywords, competitor mentions
Track what is being said and who is saying it on all social media;
respond immediately to show you care
Look for influencers with relevance
Competitive intelligence
Evaluate solution/service to perform monitoring & analysis
Radian6 integrates with & was purchased by Salesforce.com
Captures conversations across Facebook, Twitter, YouTube, LinkedIn,
blogs & online communities
Provides actionable insights real-time
Social Media

Facebook not effective venue for Business Application efforts
90%-95% of people who click “like” never visit the Facebook page again
Wikipedia is “Good” Facebook page; “written like an advertisement” with
links to Cobaltblu & Intercastingcorp & should be rewritten
LinkedIn Today news feed provides fresh information & is turning
LinkedIn to a daily destination
Join groups - focus on where your prospects, not peers, congregate
Show subject matter expertise, market & thought leader , become
top influencer
Twitter users are the most active and involved online; response to
customers real-time, most interactive
Listen to Twitter to determine if customers, if yes they need to be
engaged directly
Promote brand, monitor trends, push announcements & whitepapers
Social Media

Feedback Management
Need to manage end-user ratings and reviews in App Store &
Marketplace
Short term – “seed” ratings with advocator reviews
Mitigate negative reviews by establishing customer expectations before
download
Educate the end-user, explaining policies vs. feature functionality
Provide Good deployment announcement email template to IT
for push through to end-users, outlining benefit statements on
security & policies
Restate policies vs. functionality in “Welcome” email
Circumvent App Store & Marketplace by providing an alternative that
allows response
Add value to review by enabling a conversation stream
Provide link in “Welcome” email as part of download process
or pop-up within Good application upon download

Feedback Management
Push review requests at CIO, IT Management & System Admin
levels (reviews at download are typically from end-users)
Develop formal processes for obtaining customer input across all
channels of communication
Standardize customer satisfaction, loyalty or experience metrics across
the enterprise
Assay customer loyalty with “ultimate question”: “How likely are you to
recommend our product?” 0-6 response = “detractor”; 7-8 = “passive”;
9-10 = “advocate”
Integrate Feedback Management into CRM
Greater response rates from personalized emails and from shorter
surveys (shorter as many questions are populated by CRM data).
Customer Care & Technical Support are in the process of
shortening their customer surveys to one question to improve
response rate- “Satisfied with the transaction?”
Integrate customer feedback responses into CRM to provide
attitudinal data

Selecting participating customers
Target companies that are representative of the type of
businesses you wish to nurture or acquire
Consider cultural fit as well - are the target corporations
innovative, early adopters, collaborative?
Consider key attributes of individuals to meet your strategic
objectives
Title, openness to new ideas, access to industry network,
committee membership, ability to influence internally/externally,
internal decision making power, budget authority, length of
experience as a customer
Consider council composition in terms of discipline and authority
level – CIO/CTO or IT Director CAC; don’t mix authorities and
disciplines
Aim for 10-20 customers on council

Participation Commitment
Members are normally invited to participate for 1-3 years,
Quarterly CAC meetings
1-2 In-person meetings; remaining interactive web meetings
Second in-person meeting held alongside a major industry event
Complete X number of surveys in between
Monthly (at least) participation on online community
Decisions on renewing memberships made annually
Ideally always a mix of veterans and newbies in CAC
Establish alumni program to provide process for retiring CAC
members
Keep them engaged & maintain loyalty through online community
Acknowledge their contributions
Flag them as an alumni and distinguished contributor

Quarterly Meetings
Face-to-face interactions yield the most results in the shortest
period of time
Video conferencing is an option for global meetings but lacks
personal interaction required to become highly engaged
Select topics of discussion that excite the customer community
and provide insight into your business objectives
Non-company industry thought leaders should be on agenda as
often as possible
Company should be listening 5 times more than speaking
All presentations should be interactive & more conversational
CAC members provide structured input/feedback/guidance on
market requirements, tradeoffs, initiatives, top issues

Online Community
Near instant feedback from CAC with no physical limit on
contributions
Complete transcript of all interactions is always available
Create one topic per month to discuss in the CAC community
keep the conversation open online
Encourage CAC members to provide feedback directly online to
each other’s comments
Moderate conversations to keep the online forum on topic
Post media in the online community, podcasts, videos, audio
etc., to educate CAC members and get their reactions online
Continually push new content to the Community; at least weekly
Execute on insights gathered, developing formal process,
reporting status, ensuring follow-up on CAC recommendations
.

Reporting
Develop metrics to measure CAC success at achieving strategic
goals
Monthly reports for closed loop on CAC recommendations
Activity feedback reports detailing the status and outcome of key
recommendations to prove their ideas are taken seriously
Summarize session at the end of every meeting: “What we
heard you say & our action items”
Incorporate transcript into the regular CAC feedback reports
Quarterly update of product / engineering / market initiatives and
priorities; detail any tradeoffs or decision points for CAC update
and/or input
Present during quarterly meeting

User Groups
100% of customers interviewed would be interested in participating
in User Group
All prefer regional to vertical industry group
Topics suggested by customers:
Discuss security & compliance
Hold technical sessions
Best Practices webinars – IL strategy & policies, Deployment, GMA
Create open National User Group; annual meeting to coincide
with major event
Quarterly regional meetings; in-person & live webinars
Training & applications strategies at national & regional events
Online Communities sub-divided for all levels
Authority Level- C-level, IT Management, System Admin, VAR, ISV
Product
Industry

Social Business User Communities
Develop Social Business User Communities for
customers and partners; open to all customers &
partners
Separate customer community forums with different content,
dependent on level of engagement with product
IT Management, system admin, end-user
Require company email address at enrollment & validate customer
status
Consider making end-user forum a completely open
community as BeGood is now, dependent on content
Separate partner communities & content, based product
involvement
VAR, SI, & ISV partners
Relationship validation required at enrollment

Social Business Communities drive customer satisfaction &
retention
Removing bottlenecks, giving access to information
Enabling broader collaboration between companies and clients in a
protected, private setting
Giving the customer a voice
Direct access to experts & peers
Online communities are causing a radical overhaul of customer
service processes
Filling the gaps between what the corporation is delivering in terms of
sales support, post sales service, training etc.
Especially for Mid-market & SB

From Corporate prospective, benefits online communities provide
include:
Customer Service
Understanding customer’s needs & issues
Product improvement
Improving customer relations
Generation of innovation
Trend spotting
Marketing
Building reputation as an industry thought leader
Facilitates collecting Feedback

Best Practices
Put the needs of the community first
If customers needs are put first, the value will quickly emerge
Active community management is essential
Requires active administration, management, and moderation
Draw in the best new participants and contributions to ensure
the community has a substantial foundation
Engage influencers with relevance
Moderate conversations to handle critics, complainers and
creators to keep the conversations/online forum on topic
Seeding the content/topics is a permanent ongoing process for
many aspects of any community site
Human resources need to be in place to respond and interact with
the community for success

Best Practices - continued
The more the business is integrated, the better the community
will work
Community members are your customers; they should be engaged
directly
Create the early critical mass to improve levels of participation
Mutual ownership and control of communities enables trust and
involvement
Give up some of the control
Essential for the community to thrive through open
conversation, honesty, trust, and candor
Connect the community with the other CRM-related aspects of
the organization
Have a mechanism in place for keeping customers in the loop
Report status when you take action on their ideas and needs

Partner Relationship Management
Relationship management paradigm for the next decade is
Integrated Partner and Customer Relationship Management
Social, CRM, and PRM strategies and systems converge around a
central enterprise data repository
Provisions need to be made for PRM methodologies and systems to
manage the far more complex relationship with your partners
Remember that indirect channel partners are independent entities
and not a part of, and do not subscribe to, your CRM strategy
Develop Partner Online Communities for ISVs & VARs
Encourage (but not control) collaboration throughout the partner
ecosystem
Crowd sourcing of ideas & solutions
Influence selling and buying behavior
Track issues and trends

Customer Relationship Best Practices
Centralized coordination of customer experience efforts headed by
Chief Customer Officer or VP/Director Customer Experience
Consistent, concise, collaborative, connected, customer-centric,
communications
Shift to an outside-in focus in business process re-engineering
Define desired customer experience and backwards engineer business
processes to achieve
Proactively seek to delight customers & produce greater customer
lifetime value
Measure and reward customer-centric behavior in employees
Review how data and analytics are consumed in and produced by
business processes
Align all touchpoints with customer needs
Achieve Comprehensive understanding of social channels that
empower customers
Empowered customers are more deeply engaged

Voice of the Customer – Interviews
Primary communications are status meetings with sales & engineers (if
international , separate calls for US & Europe) & status technical
status calls on open tickets
Heavily regulated customers do not allow access to social media;
technical & knowledgebase forums allowed
Several customers unaware of BeGood
Release notes not being received
Need concise roadmap; communicate reasons when dates missed &
give new target date
No pre-notice of releases
Lacking in whitepapers
Set customer expectations instead of having to call
Quarterly stakeholders status review
Need closed loop on feature requests

Scalability issues
HTML very important (been promising delivery since 12/09)
Need updates- MORE INFORMATION!!
No communications on delays – be open!
Not enough information on what’s being worked on & roadmap
Customer Advisory Council was great; learned great deal from
Roundtable
Would like help in information to push to end-users at deployment
Deployment whitepaper
Need open communication on known issues
Long term customer (used to do Beta testing; suggested “BeGood”)-
”Can’t talk to Rona anymore as he doesn’t have enough CALs” (Started
with Palm, switched to BB in Motorola days & now moving to iOS &
Android tablets)-”still loves company & product”

“Haven’t heard from Good re: Windows 7 “
Received very generic email for renewals
Should add a status column to known issues on Release Notes
Remove resolved issues history in Release Notes, reflect only those
resolved in current release
Highlight new content (Admin notes & guides 209 pages); what’s new?
Separate Release Notes for Exchange & Domino
Need to be faster paced on resolving issues & better QA
“Product not really Enterprise grade”
“Good is excellent from Marketing perspective; support side lacking”
No automated way to do failover; every update worry about file base
Premier customer doesn’t feel treated like one until a reference needed
“Good is very “hands on”; excellent partner”

Voice of Employees– Interviews
Only 10-25% of contacts get marketing communications
IT admins often not on contact list
Need alerts to new content on web, especially download sites
How to’s & policies should be on browser based management console;
bundle with new video for end user or admin
80% of end user negatives are result of customer expectations
Release notes are cryptic
Lack of support on documentation updates on download sites; needed as
result of release notes
When bug is validated, get communications out
Deployment should be “straight forward” not “easy”; sets wrong
expectations
Customer expectations are “instant download”

Bug tickets- discussions & when last touch should be hidden from
customers
Need controlled communications - incremental info on rhythm of
progress
Possibly new tabs within application for feedback & info re: policies vs
functionality & user guides
Track feature requests on self-serve portal with status updates
Need process for custom develop if Product Management says no or low
priority for general release
Make GMC a customer “portal” for tips, reviews, etc. Currently only visited
to delete, add, wipe devices so no reason to visit often. Creating content
posted there would bring them back
Pop up our own rating system within app itself; open a dialog to engage
with user; policies are step in activation-pop dialog box; also know when
policy changes & push-1 app can call another-invoke feedback, tutorials &
get help

Early adopters & niche players that were highly regulated will put up with a
lot from our product for security needs; how important is security in
mainstream?
Knowledge is low on problems that early adopters have experienced;
haven’t maintained info on lessons learned
Keep commitments on roadmap; currently no credibility
Premium accounts provided a designated Technical Account Manager
primarily due to bad processes
“Black hole” of service requests (6 year old open requests found)
Need to create solutions Knowledge Center tool for technical support &
self-serve
Most contracts state “zero access to information on customers “
Push back from customers on social media as it could share customer
information

Voice of Employees – Interviews
“Get info” Newsletters & press releases not pushed to customers or field
people
There is a layer between CIO & Admin that we need to target push
communications; senior level VP or director
No webinars on line- easiest to control; seed audience with smart
questions- Educational webinars-10 top deployment best practices,
Securing the corporate enterprise, 10 top items re: security for mobile
devices
Release notes- don’t list “Security Enhancements” without being specific.
Security is what they bought, infers that there was vulnerability before
Add benefit statement to feature enhancement
free form on Good Portal creates garbage in Oracle
Good portion of Corp Sales Rep time holding hand while going through
eval

Voice of Employees – Interviews
Doesn’t let customers call tech support alone; makes call in tandem
Good’s practices often compared unfavorably to RIM/Blackberry-
communications, technical documentation, sales communication, credibility
in roadmap
Need Product demo, FAQs, Quick Start Guides
Manilla customer service is horrendous; on hold for hours
Major accts contacted by 3rd party for renewals; don’t have right pricing per
negotiated contracts
Need to provide leadership & guidance in IL policies

• Create a Customer-Centric enterprise; literally organizing
around the customer
• Need to please an increasingly global, knowledgeable &
powerful customer
• Design & align with the focus on the customer life-cycle
Think of Good as a portfolio of customers not products
Manage this portfolio of customers to produce superior returns
for stakeholders
Enhance customer profitability & drive value by creating,
communicating and executing competitively dominant customer
value proposition
Profitable or high potential customers are the most valuable
intangible assets in the value of acquired companies
Recommendations

Create a customer experience team to coordinate efforts,
breaking down silos
Develop a customer experience ecosystem; defining
customer-centric communication touchpoints throughout
customer life cycle
Evaluation/Proof of Concept
Phase 1-Create standardized “Welcome” packet to include
prerequisite authorities for System Admin, pre-install checklist &
clearly defined “next steps”
Phase 2-Develop “Welcome Portal” to replace packet
Technical “how-to” provision videos, Video snippets on setting up
directories, permissions, etc.
Establish Evaluation conversion metrics
Recommendations

Use enterprise-wide voice of the customer and voice of the
employee programs to understand the gaps between the ideal
and today’s reality
Schedule customer visits
Listen to recorded Customer Care & Tech Support calls monthly
Design processes so customer needs and feedback become
key considerations in every decision
Reward to reinforce customer-centric actions
Establish metrics that reflect the new definition of “excellent”
experiences.
Recommendations

Describe the Customer & Technical Support experience you intend
to deliver.
Consistent with your overall brand
Supportive of your company strategy
Guide activities and processes to meet or exceed the expectations
that you set with customers.
Research functionality, budgetary pricing & potential ROI of Rating &
Reviews, Feedback Management & Web Monitoring & Analysis
solutions
Recommendations

Create standardized “Welcome” packet for Evaluations
Review necessity for the excessive amount of system
generated emails sent upon order and explore reducing quantity
Review content & rewrite all system(s) generated emails
Reinforce customer-centric strategy & consistency with brand, voice
& style; all need a Marketing touch
Reformat to HTML
Do not send from “no-reply” create rules that will send replies to
appropriate parties to handle-don’t make the customer guess where
to send
Good Evaluation Confirmation email
Add benefit statements
Remove “highly recommend”; makes prerequisites sound optional
Quick Wins

Order Confirmation email
Obviously generic with all of the “if” statements (if this order included
server, if you purchased from a partner)
Download & provisioning email communications
Determine if provisioning emails can be combined-(currently
Exchange=2 emails per server, Domino 3 per server now (going to 2) 7
Domino servers=21 emails GMM & GMC)
Properly set customer expectations of download & provisioning “straight
forward” not “easy”;
Clearly define next steps
Set end-user expectations by outlining policies that may have been set
to restrict application usability
Add all applicable “how to communicate with Good” links to encourage
“opt in” to communications
Remove all non-working links & implement procedure to periodically
check that all links continue to land where designed
Quick Wins

Purchased Grants email? When I mention this term, Good
employees ask me what they are; assuming CALs
GMC Server Information (Multiples of this email are sent dependent
on scale of order)
Determine if emails can be combined into one
GMM Server information (Multiples of this email are sent dependent
on scale of order)
Determine if emails can be combined into one
Your Good.com Registration Information (Good Online Portal)
Verify that tokens accepted are reported & result in Contact information
stored in SFDC
Welcome to Good Support
Customer is instructed to provide designated contacts to Technical Support but
not given Tech Support email address
Quick Wins

End-User Welcome to Good email
Customize system email(s) per policies
If user has more than one device, currently receives identical emails for
each; unable to determine which one is which
Educates end-users on policies vs. perceived functionality deficiency
“Tell Us about Your Recent Experience with Good Technical
Support” Survey request email
Current survey is too long; proposing to shorten to one question “are
you satisfied?”
Something in between would be better if you really want customer
feedback and not just better response stats
Rewrite Good Wikipedia article to reflect current information; this is also
Good’s Facebook page
Quick Wins

Q3 Q4 Q1 Q2
Review, reduce
number of & rewrite
all system
generated emails
Develop needs
requirements &
Research Rating &
Reviews, Feedback
Management &
solutions
Full launch CIO/ IT
Exec Social
Business User
Community
Soft-Launch,
monitor & improve
End- Users Social
Business User
Community
Clean up & relaunch
SFDC
Clean up & relaunch
SFDC
CAC Webinar CAC meeting
Begin improving
Customer Contact
information
Launch, monitor &
improve CAC Social
Business User
Community
Soft-Launch,
monitor & improve
System Admin
Social Business
User Community
Create Open
National User Group
plan
Finalize Customer
Advisory Council
plan
Soft launch CIO/ IT
Exec Social
Business User
Community
Full rollout System
Admin Social
Business User
Community
Develop
process/communica
tions review &
continuous
improvement plan
Contact current
CAC & recruit new
members
CAC Surveys CAC Surveys CAC Surveys

Q3 Q4 Q1 Q2
Research Rating &
Reviews, Feedback
Management &
Web monitoring
solutions
Submit budget
requests for
solutions meeting
function & ROI
criteria
Purchase solutions
budgeted
Implement solutions
Develop Customer
Experience
Ecosystem
communications
plan (Eval,
Deployment,
Customer Care,
Tech Support)
Execute Customer
Experience
Ecosystem plan
Monitor & improve
Customer
Experience
Ecosystem plan
Formalize Social
Media plan &
execute
Create Newsletter &
Release Notes
Archives
Create Social
Business User
Communities plan &
design to implement
CAC Meeting
Begin to create
content to “push” to
Social Business
User Communities

Notes

Customer newsletter – continue with plans to change from quarterly to bi-
monthly
Signed up for newsletter-no response-no previous issue
Quarterly Customer Visits
BeGood-many videos outdated; “Navigating Good email“ features Palm
Treo with Cingular as carrier, also “Good introduction” “Email sorting &
options”
LinkedIn start discussion or participate-read from first to last comment on
point; relevant to discussion. Build reputation for people to follow, link to
blog posts or announcement for webinar on pain points voiced by others on
group
Review all knowledge base & FAQ
Review all system generated communications - emails
Assure all responses consistent with brand, voice, and style
Tactical Notes

Email form rather than current free form would help in initial triage for
Customer Care & feature requests
List server for communicating maintenance schedules & Good notification-
opt in only-can this be made automatic for all listed in online portal with opt
out (with warnings of what they are opting out of; menu driven)instead of
in?-Now when names are added, no feedback; A-list hosting; no reporting
on tokens accepted-one reason mktg rls notes bad list
Suggested opt out emails process-
Send opt-out notifications to email distribution list
Sales ops to tag the “email opt out” box for contact in SFDC
Marketing to maintain master list; all emails campaign lists created will
be run against this list to assure compliance
Tactical Notes

If user adds 2 devices (phone & tablet) receive the same email; unable to
determine which one is which (important as policies differ greatly on types
of devices; need to tie policy info to welcome emails so you can tell which
device you should set up with which provisioning email
When customers place an order, they receive a multitude of emails-
Exchange=2 per server, Domino 3 per server now (going to 2) 7 Domino
servers=21 emails GMM & GMC - Combine order emails!
“Purchased grants will be delivered” is confusing email; need to be concise
& clear
Same email whether purchased direct or through VAR; should add VAR
All emails are plain text-NEED HTML
All links within emails must be checked often; some links no longer valid
Tactical Notes

Review Good Online Portal for marketing placement opportunities
include links in welcome emails to “follow” Good on Twitter
include links in welcome emails to user communities
Create Release Notes archive
Good online portal for support has ownership problems; roles &
responsibilities- fix & utilize as a repository of press releases, access to IT &
admin online communities
Tactical Notes

Customer Relationship Program

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