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How Box Scaled to Millions of Engagements Using Tech Touch

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There's an invisible wall in front of your CSM team. Maybe it's months away, or maybe you're already running into it. But without an army of CSMs (which you can't afford), you'll never get past it—and it's an immovable barrier to your company's revenue growth. As your customer base grows, you have to start automating or you'll never be able to scale. Maybe you have some automated outreach, but the key to lowering your per-CSM customer count is an advanced tech touch system.And that's just the beginning. Automation can infuse predictability, efficiency, and savings into an ad hoc CS organization. Learn how to go beyond one-to-many in this session.

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How Box Scaled to Millions of Engagements Using Tech Touch

  1. 1. 201 8 Box’s Tech Touch Journey
  2. 2. © Copyright 2017, Gainsight, Inc., All rights reserved Tech Touch Leverage automation to drive adoption, retention, expansion and advocacy at scale Solution: • Trigger timely and relevant interactions with your customers throughout their journey to drive effective onboarding, retention, expansion, and advocacy • Pair with in-person engagement to better serve customers across channels KPI: Retention, Expansion, Advocacy, Efficiency Current Challenge: We are not able to deliver customer success at scale to our long-tail accounts or across digital channels Required: Outcomes Tt 12 Tech Touch
  3. 3. Presenters 4 Fuel Growth with Customer Success Manager, Customer Advisory Global Gainsight Program Manager Liz Tacy J.P. Mehlhaff
  4. 4. 5 Today’s Agenda 🕐 5 MINS • Introductions 🕐 30 MINS • Our journey and our learnings 🕐 5 MINS • Takeaways Fuel Growth with Customer Success
  5. 5. The catalyst for scale We needed a support model that could scale along with our customer base
  6. 6. Customer Advisory: a ”pooled” CSM approach Source: frontispiece of Thomas Hobbes’ Leviathan, 1651
  7. 7. 8 Onboarding Phase Deployment Program KPI: deployment Renewal Phase Continued Adoption Phase Adoption, Risk, Growth Programs KPIs: activity, sophistication, gross retention, net retention
  8. 8. 9 Onboarding Phase Deployment Program KPI: deployment Renewal Phase Continued Adoption Phase Adoption, Risk, Growth Programs KPIs: activity, sophistication, gross retention, net retention Mix of automation and human engagement tactics
  9. 9. Lessons we’ve learned CSMs make excellent tech touch program developers
  10. 10. Lessons we’ve learned CSMs make excellent tech touch program developers Don’t set it and forget it
  11. 11. Lessons we’ve learned CSMs make excellent tech touch program developers Don’t set it and forget it Let your hard work benefit all of your customers, not just the long tail
  12. 12. Learning #1: CSMs make excellent tech touch program developers
  13. 13. We didn’t have a blueprint, so we had to rely on our customer-facing people
  14. 14. Sign off / Renewal Sales handoff Post- renewal email Onboarding email Pre-renewal email Time constraints forced our team to decide which outreaches were truly critical
  15. 15. Sign off / Renewal Sales handoff Post- renewal email Onboarding email Pre-renewal email What next?
  16. 16. We benefitted from giving our advisors a license to test hypotheses
  17. 17. Sales handoff Post- renewal email Pre-renewal email Dynamic onboarding drip campaign Admin change PROACTIVEREACTIVE Failure to Launch Onboarding drip campaign OpportunityRiskSign off / Renewal Human engagement Fully automated
  18. 18. Sales handoff Onboarding drip campaign Use Case adoption drip Expansion check Admin change PROACTIVEREACTIVE OpportunityRiskSign off / Renewal Use Case adoption dripMidyear Health Check Post- onboarding survey Failure to Launch Dynamic onboarding drip campaign Human engagement Fully automated Sales handoff Post- renewal email Pre-renewal email
  19. 19. Learning #2: Don’t set it and forget it
  20. 20. Quarterly Ops Reviews Goal is to continuously improve all functions and involve a diverse set of views (Managers, ICs, Ops) • Each quarter, we review the effectiveness our program at multiple levels: • Individual Copilot campaigns • CTA effectiveness • Overall program performance
  21. 21. Copilot campaign audit
  22. 22.  Is this email still relevant?  Y/N – why?  Is the email performing well?  Y/N – where can we improve it?  Do we maintain, refine or remove the email? Questions to answer 23
  23. 23. Admin Change Tariff change Failure to Launch Dip in KPI #1 Dip in KPI #2 Go-live date October 2016 March 2017 May 2017 August 2017 June 2017 Total # emails delivered 1,952 Business: 23 B+: 20 Enterprise: 14 Governance: 7 486 51 123 Open rate 45.2% Business: 52.2% B+: 40% Enterprise: 71.4% Governance: 100% 56% 14% 12% Click through rate 13% Business: 25% B+: 50% Enterprise: 50% Governance: 42.9% 2.6% 19% 1.6% Consultations held 48 n/a 3 13 0
  24. 24. Admin Change Tariff change Failure to Launch Dip in KPI #1 Dip in KPI #2 Go-live date October 2016 March 2017 May 2017 August 2017 June 2017 Total # emails delivered 1,952 Business: 23 B+: 20 Enterprise: 14 Governance: 7 486 51 123 Open rate 45.2% Business: 52.2% B+: 40% Enterprise: 71.4% Governance: 100% 56% 14% 12% Click through rate 13% Business: 25% B+: 50% Enterprise: 50% Governance: 42.9% 2.6% 19% 1.6% Consultations held 48 n/a 3 13 0
  25. 25. Admin Change Tariff change Failure to Launch Dip in KPI #1 Dip in KPI #2 Go-live date October 2016 March 2017 May 2017 August 2017 June 2017 Total # emails delivered 1,952 Business: 23 B+: 20 Enterprise: 14 Governance: 7 486 51 123 Open rate 45.2% Business: 52.2% B+: 40% Enterprise: 71.4% Governance: 100% 56% 14% 12% Click through rate 13% Business: 25% B+: 50% Enterprise: 50% Governance: 42.9% 2.6% 19% 1.6% Consultations held 48 n/a 3 13 0
  26. 26. Admin Change Tariff change Failure to Launch Dip in KPI #1 Dip in KPI #2 Go-live date October 2016 March 2017 May 2017 August 2017 June 2017 Total # emails delivered 1,952 Business: 23 B+: 20 Enterprise: 14 Governance: 7 486 51 123 Open rate 45.2% Business: 52.2% B+: 40% Enterprise: 71.4% Governance: 100% 56% 14% 12% Click through rate 13% Business: 25% B+: 50% Enterprise: 50% Governance: 42.9% 2.6% 19% 1.6% Consultations held 48 n/a 3 13 0
  27. 27. Tracking & evaluating CTAs
  28. 28. Evaluating CTA effectiveness • CTAs are used to highlight critical moments for human intervention • We use CTA statuses to track the outcome/effectiveness of CTAs • Closed – Attempted • Closed – Held Consultation • Closed – Logged Risk
  29. 29. Gauging impact of programs
  30. 30. Outcomes at the program level • Before we roll out a new program, we first run a pilot • Use bionic rules to segment test group vs control group • This allows us to analyze the effectiveness of a program on a KPI e.g. adoption • This also helps us ensure an account is only a part of one pilot at a time
  31. 31. Learning #3: Let your hard work benefit all of your customers, not just the long tail
  32. 32. High Touch Pooled Support Tech Touch Changing our Mindset • Our focus is now on developing processes that can help all of our segments • We can use our scaled segments to test and validate new tools and processes
  33. 33. High Touch Pooled Support Tech Touch Pooled Support High Touch Tech Touch Changing our Mindset • Our focus is now on developing processes that can help all of our segments • We can use our scaled segments to test and validate new tools and processes
  34. 34. Example: Month over Month KPI Change • Created MoM trend CTA to flag potential risks • Used Period Comparison function in Bionic Rules • Tracked outcomes with CTA status field e.g. Closed – Risk Logged • [Planned] Implement CTA within high touch population
  35. 35. Example: NPS Survey • NPS survey sent to key stakeholders in high touch population • Survey in Gainsight with CTA to close loop • [Planned] Low touch version
  36. 36. Pooled Support Tech Touch Current State Future State Name Tech Touch Pooled Support High Touch Tech Touch Pooled Support High Touch Risk Identification CTA X X X NPS Survey X X X X Onboarding Drip Campaign X X X X X Drip Campaign #2 X X X Looking back to move forward • We took inventory of tools that were already built • Identified opportunities to apply effective tools into new segments
  37. 37. IN SUMMARY CSMs make excellent tech touch program developers Automate the most repetitive, critical touchpoints first, then go one level deeper
  38. 38. IN SUMMARY CSMs make excellent tech touch program developers Don’t set it and forget it Automate the most repetitive, critical touchpoints first, then go one level deeper Regularly evaluate the effectiveness of your processes/tools and iterate
  39. 39. IN SUMMARY CSMs make excellent tech touch program developers Don’t set it and forget it Let your hard work benefit all of your customers, not just the long tail Automate the most repetitive, critical touchpoints first, then go one level deeper Regularly evaluate the effectiveness of your processes/tools and iterate Don’t think about your segments as silos. Build tools that can improve efficiency across all of your segments

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