Creating a team or plan requires a framework executives can relate to. By framing your goals into a V2MOM, explaining your goals in terms of Vision, Values, Methods, Obstacles and Measures, you will be able to evaluate your success on a quarterly basis and across all teams.

1. How to Scale Customer Success in a V2MOM
Framework
2016 Emilia D’Anzica

2. Intro
Hi, I’m Emilia D’Anzica
VP of Customer Engagement at WalkMe
@emiliadanzica

3. ▪ Customer Success High Level Timeline
▪ Program Charter and Objectives
▪ CS Organization
▪ Customer Success Lifecycle
▪ Considering a Customer Onboarding Team (COM)
▪ V2MOM Methodology
Agenda
3

4. 2016 Timeline
4
January
● List your biggest goals by
month & track each
quarter
February
● New Kick-Off deck
● Finalize decks,
templates,
● More...
March
● New Bonus Program Dev
● New Dashboards in SFDC
● New QBRs
● New Playbooks
● New Exec Check-in
April
● Hire UI team member to
expand CS Support in US
● Lock down SFDC fields to
track for MBOs
● Implement Survey
feedback from CSMs &
Clients
May +
● Retrospective on changes
● Make tweaks as needed
● Start gamifying onboarding
● More Hires!!
● More flexible playbooks
● Other programs TBD

5. Charter & Objectives
5

6. ▪ Charter and Objectives?
▪ Scale
▪ Values
▪ Education
▪ Customer Satisfaction
What are your company’s...
6

7. ▪ Value: Develop onboarding program to show WalkMe
value immediately.
▪ Scale: Save CS team time, provide a consistent experience
and enable better communication between client &
WalkMe.
▪ Implement onboarding: SLA with 60 days of 1-1
onboarding assistance in order to maintain momentum
and ensure a scalable program.
▪ Client focus: move away from ad hoc onboarding &
instead focus on faster ROI that align with the client goals
and strategies.
▪ Education: WalkMe education introduced early and
completed in a timely manner.
Example Program Charter and Objectives
7

8. Customer Success Organization
8
▪ No matter how flat
your organization,
you need an org
chart for better
communication.
▪ Chart should be
readily available in
your CRM & kept up
to date.

9. Customer Lifecycle
9
Pre-Sales/Poc
Opportunity
Closes
COM
Assigned
within
24 hours
Sales Intro
COM
Reaches out
within
24 Hours
Kick-off
Go-Live
Transition to
CSM/Exec
Review
Monthly
Check-ins
with CSM
6 Month
Business
Review
9 Month
Check-in
*Renewal,
Upsell,
Cross-sell
The Big Picture

10. Why Consider an
Implementation team?
10

11. Implementation Process -- Dev, PS, & Customer Success
Graph Source: Totango 11
First
Value
Grow
Value
Expand
Functionality
Increase
Usage
Increase
Usage
Ongoing
Value
Ongoing
ValueDecrease
Value
Decrease
Value
Churn
Churn
Churn
▪ WalkMe Masters are key to each step of the
Customer journey!
ONBOARDING - getting the
customer up and running full
speed
DELIVERING VALUE -
Monitoring customer's account
health; keeping them in the
green
RELATIONSHIP MANAGEMENT
- preparing the customer for
renewal and upset
Start
TRAINING - Increasing
adoption and number of users
SUPPORT -
Troubleshooting technical
difficulties, conduit to your
product team

12. What is a V2MOM?
12
Vision, Values, Methods, Obstacles, Measures

13. What do you want?
13

14. My Customer Team Vision: Humble Customer Heroes
14
Become the leading SaaS Customer Success team in online guiding & engagement, innovating efficient
service models that drive top quartile customer engagement, satisfaction,& retention. Be an excellent,
professional, and fun team that exemplifies the best of WalkMe.
2015 Vision
Scale & segment the Customer Success team. Actively develop leaders at all levels and roles of the
organization to be ready for continued hyper-growth.
The CSM is the CEO of the customer

15. What’s important about
your vision?
15

16. Humble Customer Heroes
16
▪ Scale Customer Segments and Core CS Operations
▪ High Impact Onboarding to Deliver Efficient and Meaningful Value
▪ Drive Engagement and Adoption for Effortless Expansion Opportunities
▪ Every CSM a Hero, Every Customer an Evangelist (& vice-versa)
▪ Talent Advantage-Demand only top performance of yourself.

17. How do you get it
Done?
17

18. Example Customer Success Priorities Timeline
18
Quarter 3
1. Implement proactive renewal program.
Done
2. Build Customer Success Library in SFDC
for centralizing CS documentation
Done
3. Transition email & MS docs to SFDC
Done
4. Rewrite the SFDC Success tab to
include clear customer tracking Done
5. Build Onboarding & CS reports &
dashboards Done
6. Certify CSMs on CS & PM via Gainsight
Uni. Done
7. Develop & Pilot Onboarding program
Done
8. Hire 2-4 CSMs Done
9. Re-write kick-off deck Done
10. Weekly & Quarterly CS outing & Cross-
team building Done & will continue
1. Pilot engaging customers into advocates
with Sales & Training collaboration (e.g.
meet-ups & dinners, quarterly meeting)
WIP
2. Split CS team into onboarding & ongoing
success mode/ Roll-out new CS
onboarding program DONE
3. Ongoing CS Summits for training
(Totango, Gainsight) etc. Done &
ongoing
4. Implement Post-Onboarding Survey &
yearly NPS
5. Build ROI decks for renewal play WIP
6. Flexible playbooks WIP
1. Ramp hiring to meet Q4 curve;
2. 2015/16 Capacity
modeling/budget planning
3. Develop ongoing CSM training &
testing program in conjunction
with product releases
4. WalkMe training video-center:
update with a professional – prep
for self-service model
5. Review Community opportunities
6. Others TBD as business evolves
1. Review post onboarding
self-service
opportunities
2. Continued drive on
performance targets
3. Explore alternate offices
based on customer
growth
4. Others TBD as business
evolves
Quarter 2Quarter 1 Quarter 4

19. Escalation Path: How do you Mitigate Risk?
19
Develop and Efficiently Scale Escalation Path for non-responsive clients
step 1 step 2 step 3 step 4
-After two failed
attempts from AE &
CSM in 2 weeks, CSM
changes account to
Yellow & asks their
direct manager, Sr.
Director & AE.
-Required on form:
Client name, email,
reason for support,
link Success in SFDC,
phone number,
location of team
-Team lead
contacts client
within 24 hours
with a standard
template in SFDC
with a request for
a call
-No response
within 7 days:
chatter to Sr Dir to
call DM
-Sr. Director
calls
Decision Maker
within 24 hours
-No response
within seven
days:
Change to Red in
SFDC
-Last attempt
before moving
to Churn/Black
in SFDC:
-Call from CEO
to resolve

20. Scale Customer Segments & Core CS Operations
20
Core
Develop and Efficiently Scale Process for CS that delivers 90% Platinum, 82% Gold, 80% Silver and 75% Bronze to
achieve Consistent Post-Sales Execution – build the playbook and certify 100% of employees
Reporting (Put the name of the person responsible here)
● Build stronger reporting metrics and tiered service model
Refine customer lifecycle with defined milestones and moments of value Put the name of the person responsible here)
● Clarify and solidify role definitions with Onboarding, PS, Support
● Improved onboarding programs, ramp period, and new employee onboarding
● Stabilize team by reaching target capacity with meaningful objectives & incentives
● Establish escalation paths and routing for troubled accounts (next slide defined)
Core Operations Put the name of the person responsible here)
● Define and implement the right KPIs and metrics including SLA by service type – capture & measure in SFDC
● Define, staff and operationalize CS support tiers and capacity modeling
BETS
Core Ops that you want to accomplish this quarter or year.
● Build scalable way for CSMs & customers to track product feature requests & technical challenge reports
● Explore additional geography to allow for more scale
● Explore community, referral & evangelist program with Marketing

21. What might stand in
the way of success?
21

22. Humble Customer Heroes
22
●
▪ Renewals & Expansion Opportunities
▪ Target renewals across segments
▪ Product stickiness
▪ onboarding requires technical support on many levels -- scalability aspect
▪ Legacy customers
▪ People
▪ Ongoing training to keep up with product
▪ Hiring right blend of technical and CS talent to keep up with Sales
▪ Career progression/Role burn-out
▪ Complicated bonus program. It is being simplified!
▪ Global company challenges
▪ Change management for changes ahead: be open to change!

23. 23
How will you know
when you have
achieved your goals?

24. Humble Customer Heroes
24
▪ CSM --
▪ Renewal rate target (based on industry standard)
▪ 90% for Platinum (including upsells)
▪ 82% for Gold
▪ 80% for Silver
▪ 75% for Bronze
▪ Success story metrics (identified & tracked with % leading to case study
▪ 95% for Platinum
▪ 90% for Gold
▪ 80% for Silver
▪ Realize hiring targets

25. ▪ Implementation
▪ Define and market a branded comprehensive onboarding program.
▪ Example: “Jump-Start at WalkMe”
▪ 90% of initial Walk-Thrus completed within 60 days
▪ 85% Customer Training within 60 days
▪ CSAT Target > 90% very satisfied (8/10+ scores) at end of onboarding
▪ hire to plan
Humble Customer Heroes
25