How Cisco Built a Best-In-Class Customer Success Practice
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Let's face it: the customer lifecycle has evolved irreversibly. Your business has no choice but to evolve to encompass it and the subscription economy head on. Join Ed Daly (Global Virtual Services and Customer Success Adopt and Expand team, Cisco), Jeff McEachern (Global Customer Success, Cisco), and Ashvin Vaidyanathan (Sr. Director, Client Outcomes, Gainsight) as they deep dive into how Cisco built a best-in-class Customer Success practice and how you can too.
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How Cisco Built a Best-In-Class Customer Success Practice
- 1. 12.16.2016 Marketing Program Manager Brian Brannon Building an Enterprise Customer Success Practice
- 2. Sr. Director, Client Outcomes ASHVIN VAIDYANATHAN Sr. Director, Global Customer Success ED DALY Sr. Manager, Global Customer Success JEFF MCEACHERN
- 3. Customer Success in the Enterprise Sr. Director, Client Outcomes ASHVIN VAIDYANATHAN
- 5. From On Premise to Cloud
- 6. From CapEx to On Demand
- 7. From Devices to IoT
- 8. From Transactions to Outcomes
- 9. Your Customers Have More Power Your Customers Have More Power
- 10. ©2015 Gainsight. All Rights Reserved. TRANSACTION ECONOMY FUNNEL The Old World P R O A C T I V E C U S T O M E R A C Q U I S I T I O N R E A C T I V E C U S T O M E R S E R V I C E S A L E S S U P P O R T $
- 11. ©2015 Gainsight. All Rights Reserved. RELATIONSHIP ECONOMY HOURGLASS The New World P R O A C T I V E C U S T O M E R S U C C E S S S U P P O R T A D O P T R E N E WE X PA N D $ $ $ S A L E S ⬆ 5-10% points expansion ⬆ 5-10% points retention ⬆ 3X customer outreaches $P R O A C T I V E C U S T O M E R A C Q U I S I T I O N
- 12. ©2015 Gainsight. All Rights Reserved. STRATEGYSEGMENT High Touch Mid Touch Tech Touch ENTERPRISE MID-MARKET SMB PROACTIVE JUST-IN-TIME AUTOMATED CUSTOMER SUCCESS IN PRACTICE The Challenge
- 13. ©2015 Gainsight. All Rights Reserved. 5 PILLARS OF CUSTOMER SUCCESS The Solution
- 14. Building a Successful Customer Success Practice Sr. Director, Global Customer Success ED DALY
- 15. $130B Software Subscription Revenue 2017 29% Recurring revenue 40% Large Enterprise Revenue is Subscription Based Market Drivers
- 16. Community Cloud View: Partners and Clients
- 17. $ Customer Success is Sweet!
- 19. Building a Successful Partner Adoption Practice Sr. Manager, Global Customer Success JEFF MCEACHERN
- 20. How We Drive Adoption & Customer Success
- 21. How We Measure Adoption & Customer Success
- 22. Health Scores Content People & Process Platform & Analytics Digital Platform How We Monitor & Support Adoption • Deployment • Features • Usage
- 23. Faster Deployment Reduce Risk Product Stickiness Value Realization Higher Customer Satisfaction Increase Utilization Benefits of a Successful Adoption Practice
- 24. Questions?
Hinweis der Redaktion
- In the past, business was very transactional. Companies focused a lot of time and energy acquiring customers and building out the sales pipeline, but post sales, the main focus is reactive customer support. There is also a lot of technology used to Land customers, Salesforce and Marketo used to build the pipeline and post sales was more reactive.
- Due to new business models, increased competition, lower switching costs, the world is different now. In the new world of business relationships, the sale is just the start of the relationship. You still want to support customers, but its important to drive adoption, expansion and renewals as well. And if you do that effectively, you see a larger amount of dollars. Gainsight is an end to end Customer Success solution, we help to drive growth, retain customers and scale your operations.
- Now talking about customer success in practice We see that most businesses have 3 tiers – Enterprise, mid-market and SMB Executing Customer Success for your different customer segments can be challenging, because you need to take a different approach for each segment. Your enterprise customers you are typically more high touch and proactive with them. They typically require more time but they also generate more revenue. Mid market customers would be that mid touch. Then as you go down you will have your more SMB or tech touch customers and today you’ll see how with Gainsight we can use a more automated approach.
- We’ve been doing this for about 5 years now and have over 300 customers and through this we’ve seen a lot of different challenges in customer success. And based off those challenges we’ve come up with what we call the 5 Pillars of customer success. I’ll start at the top, Operationalize the customer life cycle. What this is is mapping out which customers to reach out to, with the right message at the right time. Bui The next one is managing the customer risk, so typically this is monitoring the health of your customers and their needs and the attention necessary to proactively manage any particular risk. So today you’ll see things around health scores but you’ll also see how we can manage those through what we call “Call’s to Action”. The next is Demonstrate Value – so this would be showing your customers how you are delivering a return on investment. Some of the tools we have is Success Plans and Success Snap shots to help streamline the quarterly business review process. The next is Drive Expansion and Advocacy – this is finding and driving those potential upsell and cross sell opportunities. One of the things we could look at is positive survey results so maybe that could be an expansion opportunity or they could be a reference later on. The next one you will see is enable Cross-functional visibility. This would be allowing all members of the organization to view all information regarding the customer. A tool you would see today would be the Customer 360 page that acts as a holistic view.
- Customers shifting buying - Banks – 100% subscription based fired 50% of IT. Global mfg – fired purchasing. Companies that respond are benefiting - Top 40 software companies – avg growth 21%. 5 = avg rev to valuation multiple for software top 40 Why gcs – recurring revenue, new offers new tech new solns, customers need help using cause all new, customer/partner outcomes, help partners make transition also 2014: Customer Conversations Have Shifted Going to discuss: 1. How the industry and customers are responding 2. How this impacts Cisco’s response
- Benchmarking data – who, what, how What did – independent from sales teams, customer focused not offer, separate specialists
- Benchmarking data – who, what, how What did – independent from sales teams, customer focused not offer, separate specialists
- Building a house…investment and ROI, telemetry, foundation and location, design, contractors to build it...IP Learning – 18 months – need a plan, need collaboration: customers, partners, sales, engineering, BEs, adoption not all technical, partners want to go there, consistent methodology, need to figure out measuring customer outcomes, simple usage is very sticky, embedding in process is key, central team thinking about these things direct connection to BE to improve offer and customer experience
- Cisco has a standardized and consistent processes spelled out in Playbooks and delivered by Customer, Partner and Virtual Success Managers: As an advisory board – I look to you to guide us around this baseline. Do you feel these playbooks have manifested there way into your lifecycle processes? Do you feel the VALUE methodology enables you to consistently execute adopt to your customers Playbook shows the most critical Adopt & Expand steps for engaging customers around Cisco’s portfolio of offerings. With this as our foundation, we can ensure consistency with roles and responsibilities, while outlining the processes, actions and metrics to achieve successful customer outcomes. The actions also identify key accountable resources to perform the functions, including Sales, Delivery and Customer Success Manager. By using this playbook as your guide, you will: •Help customers realize the full value of their current Cisco investment, so they achieve the highest-potential ROI. •Become a trusted advisor to your customer by continuously coordinating improvements and maintaining business agility. •Develop and nurture an ongoing strategic relationship that can lead to expansion opportunities.
- Cisco has a standardized and consistent processes spelled out in Playbooks and delivered by Customer, Partner and Virtual Success Managers: As an advisory board – I look to you to guide us around this baseline. Do you feel these playbooks have manifested there way into your lifecycle processes? Do you feel the VALUE methodology enables you to consistently execute adopt to your customers Playbook shows the most critical Adopt & Expand steps for engaging customers around Cisco’s portfolio of offerings. With this as our foundation, we can ensure consistency with roles and responsibilities, while outlining the processes, actions and metrics to achieve successful customer outcomes. The actions also identify key accountable resources to perform the functions, including Sales, Delivery and Customer Success Manager. By using this playbook as your guide, you will: •Help customers realize the full value of their current Cisco investment, so they achieve the highest-potential ROI. •Become a trusted advisor to your customer by continuously coordinating improvements and maintaining business agility. •Develop and nurture an ongoing strategic relationship that can lead to expansion opportunities.
- Customer Smart Data Consumption Portal maintenance and utilization Billable vs. non-billable services Professional Services Customer network visibility facilitates upsell or cross sell opportunities Smart Assist deployment support Customer Loyalty & Stickiness Minimize network disruptions Network Roadmap discussions Faster, more efficient SNTC Renewals Unique, Competitive Advantage Smart is being positioned, don’t lose the deal Related services combined with existing managed services