Client Success Journey presented by Shauna Osborne, VP Client Success at Innography as a part of Totango Tour in Austin, TX.

1. Client Success Journey
Shauna Osborne, VP Client Success
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2. Who is Innography?
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3. Innography
Intellectual Property Business
Intelligence or BIaaS
Located in Austin, Texas
Founded in 2007
250 customers
70+ employees
Innography is a combination of
Innovation and Cartography: we
map the innovation landscape
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“Night view of Austin skyline and Lady Bird Lake as seen from Lou Neff Point”
by LoneStarMike is licensed under CC BY 3.0

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4
> 100 Million
The number of patents filed worldwide.

5. Reality check:
80%+
The percentage of a
company’s valuation
associated with its
intangible assets.
Edison in the Boardroom
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6. Adidas Sues Map My Fitness
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7. 100+ Data Sources Cleansed & Correlated
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Financials
Companies
Trademarks
Products
Patent
Litigation
Journals
Standards
Applications
Designed for Insight
Global
Patents
Advanced Analytics and
Visualizations
• Updated weekly
• ~ 100 million patents
and applications
Millions of data cleansing and
correlating rules, updated
continuously by machine learning
and data scientists
Example data corrections:
• Correct patent assignments
• Fix variants of company name
• Beyond keyword search
semantic search and
metadata traversal find
hidden patents
• PatentStrength™
highlights the most
important patents
• “Playbooks” reports for
quick analysis
• Fast and easy to use one-click
visualizations

8. Our User Profile
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• Highly educated
– Typically a graduate degree or PhD in a
scientific field of study
– Many are considered world-class experts
– A good portion have a law degree as well
• Typical roles
– R&D executives, engineers, inventors
– IP General Counsel
– Licensing Executives
• Extremely business and demanding
– Appreciate anything that makes their job
easier
– Not much time to dedicate to learning a new
product

9. Innography’s Client Success
Journey
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10. Before we go any further…
• A common theme when considering client success is
“Make it what you need it to be.”
• Every organization is different; adjust accordingly.
• Focus on the important areas first and improve only to the
level dictated by the business goals.
• How do you find the balance? Just ask yourself, “Is it
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effective?”

11. Client Success Maturity Model
Adoption:
• Focusing on getting clients to use and get value from Innography.
• Limited automation to help CSMs prioritize activity.
Retention:
• Priority to reducing churn and maximizing the probability of clients long-term
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renewal.
• Although predominately adopted late in the retention cycle, CSM
technologies help identify renewal and retention risk early and take the
right action at the right time.
Expansion:
• Growth stage companies preparing for exit events through introduction of
multiple product lines or taking a “land and expand” strategy.
• Customer success teams are charged with identifying expansion
opportunities.
• CSM technology can help flag the right time to engage a customer in an
upsell/conversation and what message to deliver.
Optimization:
• Client success organizations can be large and business often want to
scale cost-effectively, by automating processes and increasing the
“leverage” of customer success teams, in terms of the number of accounts
a given customer success manager can address.
Transformation:
• Client success is strategic to your business — and to clients.
• CSM technology can help the customer success manager add value in
every interaction through data and best practices.
2014
2015

12. Innography Client Success
Training
CSM
Services Support
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• Onboarding
• Account Health
• Renewals
• Upsells
• On-time Projects
• Managed Services
• Product Expertise
(whitepapers,
collateral)
• Online
• Web-Based
• On-site
• Manuals
• Help Desk
• Tier 1 & Tier 2
Support

13. Our CSMs, Our Approach
Responsibilities
• Successful onboarding
• Nurture account health
• Value derived
• Build reference-able clients
• Identifying opportunities
• Nurturing referrals
• Renewal process
• Simple organic up-sell
Characteristics
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opportunities
• Trusted Advisor vs. Account Manager
• Subject Matter Knowledgeable
• Basic Training
• Maturity Assessments
• IP Trends

14. Evolutionary Impact to Renewal/Upsell
Q4 ‘13 Q1 ‘14 Q2 ‘14 Q3 ‘14 Q4 ‘14
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• 2 CSMs on staff; 1
ramping up
• Sales focused on Q4
renewals only
• Transition period
predominantly around
knowledge transfer
and determining
account health
• Minimal account
management for non-
Q4 renewing accounts
• East & Mid-West
territories account
health focus starting
• Poor renewal rate
Result Situation
• 4 CSMs on staff; 2
ramping up
• Continued transition
period around
knowledge transfer and
account health
• Pockets of cooperative
approach between
Sales & CS for upsell
• East & Mid-West
territories account health
improving
• West & Central
territories account health
focus starting
• Slowly increasing
renewal rate
• 4 CSMs at full speed
• Emphasis on
enablement (30,60,90
day milestones) & QBRs
• Joint Sales/CS upsell
meetings & cooperation
• $498K worth of 2014
upsell identified post
Annual User Conference
• East & Mid-West
territory up-sell
improvement
• West & Central
territories account health
improving
• Continued increase in
renewal rate; 83% in
sight
• Upsell rate increasing
• Add 5th CSM
• Continued emphasis on
enablement (30,60,90
day milestones) & QBRs
• Continued Sales/CS
upsell cooperation
• Staff Client Marketing
and BI role
• Implement account
health analytics tool
• CSM Sales training and
up-sell incentive
• Segment Accounts
• East & Mid-West mature
onboarding and account
mgmt
• West & Central territory
up-sell improvement
• Renewal rate at or
above goal of 85%
• Upsell rate increasing
• 5 CSMs at full speed
• Continued emphasis on
enablement (30,60,90 day
milestones) & QBRs
• Continued Sales/CS upsell
cooperation (continue to
visit Insights list +)
• Proactively manage using
account health analytics
tool
• CSM Sales training and
up-sell incentive
• East & Mid-West mature
onboarding and account
mgmt
• West & Central mature
onboarding and account
mgmt
• Renewal rate at or above
goal
• Upsell rate near or at goal

15. Renewal Rate
75
83 83
• Steady improvement on renewals
• On track to make 85% for 2014 representing
88 88
2015 Target
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– 10% increase YoY
• YTD increase primarily from investments in CSM role
• Additional improvement anticipated through
– Client Marketing/Business Intelligence Role
– Client Success Business Intelligence Solution (Totango)
90
2013
100
90
80
70
60
Q1 ‘14 Q2 ‘14 Q3 ‘14 Q4 ‘14 Q1 ‘15
2014 Target

16. Client Marketing & Business Intelligence
Leverage Insights Share Insights
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Gather Insights
Manage analytical
needs/customer insights
that prioritize which
customers need attention
when
• Ongoing operations of
CS automation solution
• Coordination between
CS automation and
marketing automation
• Client-facing surveys
Client marketing strategies
and tactics
• Client segmentation and
treatment strategies
based on client
behavioral trends
• Client success programs
& marketing strategies to
increase adoption, loyalty
& retention
• Partner with Sales &
Marketing to develop
programs to up-sell
• Manage client-referral
program
Client success subject matter
expertise
• Participation on CS
boards and standards
committees
• Provide
recommendations and
reporting to senior
leaders on CS KPIs
• Ensure high alignment
between client-facing
communications and
overall company strategy

17. Client Health Metrics
Application Adoption Resource Adoption Client Experience
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• Usage Time
• Frequency
• Recency
• Support Tickets
• Training Score
• Onboarding Status
• Marketing Score
• Community
Engagement
• Social Media
Engagement
• Last QBR
• NPS
• CSM Assessment
• Transaction
Satisfaction Score

18. Business Intelligence
Trigger Smart
Campaign
(real-time
via SFDC)
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Advanced
Analysis
Totango
SFDC
Zendesk
Marketo
Behavior & Usage Data
(real-time)
Userid & Group ID
(weekly)
Client Name, Users
(one-time)
Client Metrics
(real-time)
Client Health Markers
(real-time)
Marketing Score
(real-time)

19. Key Learning
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20. What has worked for Innography
• Sales people and CSMs are wired differently
– Keep the hunters focused on new logos
– We use the Predictive Index as part of the hiring process
• Face time is key (depending on your business model)
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– Hire CSMs in the territory
• Formalize the on-boarding process
– Transition with sales, kick-off with client, milestones throughout the process
• Insight through data is imperative
– Proactive vs. reactive
– Focus limited resources in the right way
– Necessary to scale the organization
– Keep it simple to start with
• Market to clients differently than prospects

21. Sources
• Should a CSM be responsible for Upsells, Cross Sales and
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Renewals Brian Rogers
• How To Get Started With Customer Success Management
Forest Consulting Though Leadership Paper, April 2014
• Research Brief 03: What’s a Good SaaS customer retention rate?
SaaS Capital
• http://www.learndot.com/blog/totango-vs.-gainsight-vs.-bluenose-which-
is-the-right-customer-success-platform-for-your-business-0
• www.SaaSradar.com
• Predictive Index System
http://www.piworldwide.com/solutions/predictive-index-system/