mapping the customer journey with engagement models

Customer Success Leader & Founder

Success Track Enterprise

SUENABETHMOORE

General Manager

Gainsight EMEA

DANSTEINMAN

26.07.2017

Mapping the Customer Journey

with Engagement Models

Today’s Webinar

Slides will be available

within 24 hours

Please use the Chat

window for Q&A

Virtual Conference

Replay starts at 09:00 GMT+1

Thursday, 10 August

gainsight.com/pulse/check

Local Networking Groups

Groups meet globally

access.gainsight.com/pulselocal

Largest Customer Success

Conference in Europe

28-29 November

gainsight.com/pulse/europe

1 Origins of Customer Journey Mapping

2 CJM in Recurring Revenue Models

3 Segmentation & Creating Engagement Models

4 Benefits of Engagement Models

5 Introducing Automation

6 Audience Questions

Agenda

Customer Journey Origins in CX and B2C

CX and B2C Challenges: CS and B2B*

• Create a strong brand

experience and identity

• Moments of truth

• Create positive and coherent

emotional perceptions along

life-cycle

• Map customer touch points +

actions/content across multi-

channels

• Create a proactive and results-driven and

success generating CJ (from both customer +

vendor point of view)

• Focus on outcomes, not product/features

• Create a differentiating CJ (pre + post contract +

beyond renewals...)

• Synergy between human + automation

• Clients move/perform at different speeds

• Deal with multiple stakeholders

• Maintain agility to revise the CJ

*Also applicable more and more to CS in B2C

CS = CO + CX

The Equation for Customer Success

UX + CX + AX

Customer Success and UX, CX and AX

UX

AX

● AX (Appropriate Experience) or

customer journey is adapted according

to customer outcomes (CO)

● AX determines CS segments

● Usability

● Usage

● User Interface (UI)

● Visual Design

● Interactive Design

● Product On-boarding

● Whole company mindset (pre/post contract)

● Provides insights and inputs to CX + UX + AX

● Brand:

○ Image/Identity

○ Engagement

● Life-cycle

● Pre-contract

○ Advertising

○ Marketing

● Acquisition Process

○ Trial

○ Pricing Policy

○ Product Delivery

● Post Contract

○ Services/Support

CX

CS







Agenda

Customer Journeys - 1st of 5 Pillars of CS

Expected Outcomes and Customer Journeys

Collective

Performance

Individual

Performance

Cu

sto

mer

Su

ccess


Collective

Performance

Individual

Performance

Present Future

Cu

sto

mer

Su

ccess

Customer Life Cycle


Collective

Performance

Individual

Performance

Present Future

We Are

Now HereCu

sto

mer

Su

ccess

Customer Life Cycle

A

Ve

nd

or

+

Cu

sto

me

r


Collective

Performance

Individual

Performance

Present Future

We Are

Now HereCu

sto

mer

Su

ccess

Customer Life Cycle

A

B

Expected

Customer

Outcomes

Ve

nd

or

+

Cu

sto

me

r


Collective

Performance

Individual

Performance

Present Future

We Are

Now HereCu

sto

mer

Su

ccess

Customer Life Cycle

A

B

C

Expected

Customer

Outcomes

Expected

Vendor

Outcomes

Ve

nd

or

+

Cu

sto

me

r


Collective

Performance

Individual

Performance

Present Future

We Are

Now HereCu

sto

mer

Su

ccess

Customer Life Cycle

A

B

C

Expected

Customer

Outcomes

Expected

Vendor

Outcomes

Segment

2Segment

3Segment

1

Ve

nd

or

+

Cu

sto

me

r


Collective

Performance

Individual

Performance

Present Future

We Are

Now HereCu

sto

mer

Su

ccess

Customer Life Cycle

A

B

C

Expected

Customer

Outcomes

Expected

Vendor

Outcomes

Segment

2Segment

3Segment

1

Customer Journey, Customer Outcomes, AXVe

nd

or

+

Cu

sto

me

r

Staying on Course - La Touraine Log Book (1904)

The Main CS CJ Building Blocks

Desired Outcome Timeline Personas

Segmentation Touch points Channels

Data collection and actions

Metrics

Recurring Revenue Boomerang

Operational Dimensions of the CJ Lifecycle

Scheduled

Manual Opportunity

Unscheduled Automated

Risk

Example of Customer Journey Lifecycle







Agenda

Why Segment ?

Meet Customer Desired Outcomes

Drive Growth

Scale Customer Success

Segmentation Criteria - TSIA Survey 2016

The Challenge

ARR < X K € / £

No ExpansionStrategic High Touch

Mid-Market Medium Touch

SMB Low Touch

High Value

Medium Value

Low Value

Segment Name Example StrategyValue Criteria Attribute Examples

ARR > X K €/£

Or Potential ARR > X K €/£

Or High Brand Influence

ARR ≥ X < Y K €/£

Or Potential ARR > X K €/£

ARR < X K €/£

No Expansion

Meet Customer

Desired Outcomes

& AX

Vendor Point of View

Segmentation Criteria: A Combined Customer + Vendor Approach

Customer Point of View







Agenda

Benefits of Engagement Models

Customers receive the AX to meet their objectives.

In turn, they stay longer, buy more and advocate

Facilitates vendor data optimisation and actions

Promotes vendor internal sponsorship

Facilitates vendor cross-functional operationalisation

Conforms to the financial needs of the business

1

2

3

4

5

Engagement Model Per Segment

High Touch

Medium Touch

Low Touch

Automated Action

Manual Action

Customer Life CycleOnboarding > Advocacy >

Contract Start Renewal Revenue Boomerang







Agenda

Automation Examples

H High Touch L

• Set up an automated

welcome email

• Provide on-demand

training

• Share on-demand

“getting started”

resources

High Touch

• Get customer and

buying executive

together with you and

an executive from your

side

• Review last 90 days

• Show them their health

score breakdown

• Set KPIs for next 90

days

Low Touch

• Send an automated

email

• Include key statistics of

how the customer is

using the product

• How do they benchmark

against other customers?

• What is their health

score?

L H

• Salesperson

schedules meeting

with key

stakeholders

• Map out next steps

• Map out process of

doing onboarding

• Review customer

KPIs

Every touch point you set up with a customer is something that you can ultimately automate

Low Touch

Post-Deal Kickoff QBR / EBR

Conclusion

Keep in mind value to customers + your company

CS = CO + CX → UX + CX + AX

Segmentation informs the customer journey

Customise journeys by engagement model

Design affordable journeys through automation







Agenda

Virtual Conference

Replay starts at 09:00 GMT+1

Thursday, 10 August

gainsight.com/pulse/check

Local Networking Groups

Groups meet globally

access.gainsight.com/pulselocal

Largest Customer Success

Conference in Europe

28-29 November

gainsight.com/pulse/europe

Q&AQ&AQ&A

Thank YouThank YouThank You

Mapping and operationalising the

proactive Appropriate Experience (AX) for

customers to achieve their evolving expected

business outcomes across their lifecycle.

Definition of CJM in Recurring Revenues

Customer Success and UX, CX and AX (Journeys)


Collective

Performance

Individual

Performance

Present Future

We Are

Now HereCu

sto

mer

Su

ccess

Customer Life Cycle

A

B

C

Expected

Customer

Outcomes

Expected

Vendor

Outcomes

Segment

2Segment

3Segment

1

Customer Journeys + Success Milestones = AXVe

nd

or

+

Cu

sto

me

r

Recurring Revenue Client + Vendor Expected Outcomes =

Customer Journeys + 1st and 2nd Funnels

Aligning CJ and Internal Processes and Actors

Why Segment ?

Meet

Customer

Expected

Outcomes

Create

Customer

AX

Drive

Growth

Scale

Customer

Success

Meet Added

Value Vision

(Customer +

Vendor)

Customer Vendor

Persona Expected Outcomes Characteristics AX

Sales Feed and follow pipe, record and view

client data

- Pain points

- Expected outcomes

- Needs

- Motivations

- Aptitude

- Barriers

Sales coverage model

Marketing View and analyse client data, aggregate

with marketing automation data

Marketing coverage model

A Client Segmentation Persona AX Approach - Value to Customer

Example: CRM SFA Solution

Meet Customer

Expected Outcomes

& AX

Sales MT

Marketers MT

Sales HT

Marketers HT

Sales LT

Marketers LT

Segmenting: A Pyramid Approach By AX and Value

ARR < X K € / £

No Expansion High Touch

Medium Touch

Low Touch

High Value

Medium Value

Low Value

Segment Name StrategyValue Criteria Attribute Examples

The Importance of Value to Vendor and Customer

Proportionality to vendor and customer:

● Value

● Opportunity

● Risk

High Value

Medium Value

Low

Value

RiskExpansion

A Dual “Static” and Dynamic Segmentation Approach

The best customer

segmentation strategy

delivers value to both

customers and

vendors and evolves

with customers’

journey success track

Dynamic

SegmentsCustomer

Lifecycle

Dynamics

“Static”

SegmentsValue to

Customer &

Vendor

A Dual “Static” and Dynamic Segmentation Illustration

Lifecycle

Dependent

Segments

Predefined

“Static”

Segments

Common Vendor Focused Criteria “Static” AX Segment Examples “Dynamic” Cohort Examples

Segmentation: From Customer Account to Customer Success Value

Customer Account Segmentation Customer Success Segmentation

Main criteria:

- Financial value to vendor (usually based on

initial acquisition value)

- Size of customer (n°of employees)

- Market criteria: sector, geography

What we miss from this approach:

- Absence of customer goals

- Absence of expansion and success potential

- No consideration for success influencers other

than financial

Main criteria:

- Includes value to customer and vendor

- Customer: Expected business outcome/s

AX to get there

- Vendor: High/Med/Low Value: ARR/MRR

Future potential success/expansion

Main Benefits:

- Customers achieve goals, so stay longer, buy more and

advocate

- Vendors grow with their clients

Persona Expected Outcomes Characteristics AX

Sales Feed and follow pipe, record and view

client data

- Pain points

- Expected outcomes

- Needs

- Motivations

- Aptitude

- Barriers

Sales coverage model

Marketing View and analyse client data, aggregate

with marketing automation data

Marketing coverage model

A Client Segmentation Persona AX Approach - Value to Customer

Example: CRM SFA Solution

Meet Customer

Expected Outcomes

& AX

Sales MT

Marketers MT

Sales HT

Marketers HT

Sales LT

Marketers LT

Segmenting: A Pyramid Approach By AX and Value

ARR < X K € / £

No Expansion High Touch

Medium Touch

Low Touch

High Value

Medium Value

Low Value

Segment Name StrategyValue Criteria Attribute Examples

The Importance of Value to Vendor and Customer

Proportionality to vendor and customer:

● Value

● Opportunity

● Risk

High Value

Medium Value

Low

Value

RiskExpansion

A Dual “Static” and Dynamic Segmentation Approach

The best customer

segmentation strategy

delivers value to both

customers and

vendors and evolves

with customers’

journey success track

Dynamic

SegmentsCustomer

Lifecycle

Dynamics

“Static”

SegmentsValue to

Customer &

Vendor

A Dual “Static” and Dynamic Segmentation Illustration

Lifecycle

Dependent

Segments

Predefined

“Static”

Segments

Common Vendor Focused Criteria “Static” AX Segment Examples “Dynamic” Cohort Examples

Engagement Model Per Segment

High Touch

Medium Touch

Low Touch

Anticipating Automation

Why automate ? Some Automation Best Practices

Pre-requisites Some Additional Thoughts...

• Optimise the CX

• Provide the right message at the right time

• Technology scales what humans cannot do quickly

• Technology relieves repetitive tasks

• Free time for CSMs to work pro-actively on

success pans

• Definition of goals of automation and related

triggers and actions

• Accommodating tools and orchestration

• Data:

Available data at right time, real time

Aggregated data from all sources

Monitor risks and opportunities

• Automation is not synonymous with uncaring

• Messages, actions and CTAs need to be relevant

and help move customers up track

• Test messages prior to implementing

• Automation is not the answer to all situations

Customer Journey:

• Welcome mail

• Onboarding adoption KPIs

(adoption), CTA when off-

track

• Periodic NPS

• In App messages based

on usage progress

Processes:

• Automatic workflows

• Streamline playbooks

• Notification of users

leaving

• Regular usage reports

to champions