Pulse On Tour: Tel Aviv | Presentation

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!‫הבא‬ ‫ברוך‬
WELCOME!
OMER RABIN
Gainsight
Sr. Director,
Industry Evangelism
DAN STEINMAN
Gainsight
GM, EMEA
#PulseTelAviv

©2017 Gainsight. All Rights Reserved.©2017 Gainsight. All Rights Reserved.
TODAY’S AGENDA
2:00 Welcome & Gathering
2:30 Pulse On Tour: Tel Aviv Kickoff
2:50 From California to Tel Aviv: The Biggest Learnings of Pulse 2017
& Customer Success in Israel: State of the Union
3:45 Coffee and Snack Break
4:00 Aligning Customer Success with Product Management
4:35 Panel: Operationalizing a Global Customer Success Organization in Israel
5:20 The Path for Growth: Why VCs and Investors Double Down on CS
6:00 Sunset Happy Hour

FROM CALIFORNIA TO TEL AVIV:
THE BIGGEST LEARNINGS OF PULSE
2017
DAN STEINMAN
Gainsight
#PulseTelAviv

PULSE 2017
HIGHLIGHTS

The 90s theme was a big hit!

And almost everyone had fun

Learning #1
Customer Success is not just
for SaaS companies

Customer Success is not just for SaaS companies

Learning #2
for software companies

Customer Success is not just for software companies

Learning #3
for technology companies

Customer Success is not just for technology companies

Learning #4
Customer Success is critical
to the transformation to
recurring revenue

Customer Success is critical to the transformation to recurring revenue

Re-Learning
Customer Success is most
definitely for SaaS companies

Customer Success Is Most Definitely For SaaS Companies

STATE OF THE UNION

Realization #1
The value of Customer
Success is becoming clearer
and clearer

The value of Customer Success is becoming clearer
Source: TSIA

And clearer
Source: TSIA

And getting better at it goes directly to the bottom line

Realization #2
The Customer Success
Problem IS NOT An Analytics
Problem

It’s an operational problem

And a scaling problem

Realization #3
Customer Success is moving
away from relationships
and towards metrics

From relationships  metrics

Realization #4
Customer Success is a
growth engine, not just a
retention function

Growth, not just retention
• Dramatically lower cost of Sales to install base
• Compounding factors of successful customers
• 2nd order impact of advocacy
• Repeat buyers
• Word-of-mouth marketing
• Value of advocacy is massively underestimated
• Detractors stop deals
• Promoters create deals
• Promoters accelerate Sales cycles

Realization #5
Customer Success Operations
is critical to the long-term
growth and value of CS

Customer Success Operations
• Understand and manage your data
• Automate your manual processes
• Run your systems
• Identify gaps in your processes
• Create a metrics-focus
• Standardize organizational reporting

People are beginning to agree
In the age of the customer,
net retention
is THE most important metric
in your business

People are beginning to agree
In a world where the Sales
motion never ends, there’s
no such thing as post-Sales

PERSONAL LEARNINGS

Customer Success has come to Europe

Customer Success in Europe
• 2-3 years behind Silicon Valley
• 100% value recognition in SaaS companies
• SaaS companies in Europe are small
• Confused with CX in many situations
• Non-SaaS is becoming aware but thinks BI can solve the problem
• Maturity of the value prop plays well with traditional companies

Customer Success in Israel
• Much further along than Europe
• More connected to US ideas and processes
• More mid-sized SaaS companies
• More sophistication across all orgs
• Better alignment between Customer Success and Product
• Israeli companies think more globally

Customer Success Overall
• Rapidly growing discipline
• Incredible career opportunity
• Leadership is desperately needed
• New pathway to the CEO office
• Power has moved to the customer (not the prospect)
• Power is shifting from acquisition to retention

‫טוב‬ ‫מזל‬
&
!‫תודה‬

THANK YOU
#PulseTelAviv

ALIGNING CUSTOMER SUCCESS
WITH PRODUCT MANAGEMENT
BARR MOSES
Gainsight
VP Customer Success
Operations
#PulseTelAviv

Topics for Today
• Importance of a customer-centric approach across
your company
• Designing processes for Customer Success and
Product Management collaboration: the whole is
greater than the sum of parts

A Successful Customer Creates at Least 3 New Leads
Demonstrate ROI to a Customer
● This customer will be
happy to speak to a
prospective customer
about the value they’ve
achieved
● This customer will be
amenable to get even
more value from their
partnership with you
● This customer is prime
to be renewed
Lead for Renewal Lead for Expansion Lead for New Logo

Leads are the Start AND the End of the Pipe
New BusinessOpportunity
Demonstrate
ROILead

Revenue Growth in the Helix
Today, strong revenue growth
doesn’t come from a straight-and-
narrow Pipe.
It comes from the Helix.

Every Team Benefits from Customer’s Success
Sales
Support
Services
Marketing
Product
Better hand-offs,
increased new
business and upsell
Higher renewal rates
and expansion
Higher CSAT, lower customer effort,
and more efficient ticket resolution
Faster time-to-value and
higher services revenue
More advocates and
sales references
Improved product
development with better
customer feedback
integration
Finance
Easier and faster access to financial
information about your customers
Renewals
Customer

…Which Can Lead to Lots of “Cooks”
Kickoff
Calls
Go Live
Training
Executive
Business
Review Renewal
Prep
Renewal
Processing
Renewal
Success
Plan
Creation
Implementing
Urgent
Support
Ticket
CUSTOMER JOURNEY
AdoptingNew Customer

WHO OWNS THE
CUSTOMER?

Customer ≠ Mine
We collectively own the
customer, through smart
processes

Develop a Company-wide Risk Process
Support Company Sentiment Habits
Exec
Owner Director of Support
VP Customer
Success
VP Customer Success VP Customer Success
Definition
What volume of open
support tickets does
the customer have,
and what’s their
priority and duration?
Is there a change at
the company that will
affect the customer’s
use of Gainsight?
Is the customer
generally happy? (e.g.
NPS)
Is the customer using
our product in a
significant, sticky
way?
Readiness Implementation Product Bugs
Exec
Owner VP Sales VP Services VP Product VP Engineering
Definition
Was the customer
ready to purchase
Gainsight?
Is the implementation
project plan on track?
Does the customer
require a product
enhancement?
Does the customer
have a high volume /
priority of bugs open?
1 42 3
5 86 7

Scorecard Rubric for Product Risk
GREEN
YELLOW
RED
No Call-To-Action (CTA):
“No signs of this particular risk”
CTA exists:
“Enhancement deemed important” – promote
via Community to gauge wider interest
CTA flagged by CSM:
“I think this risk needs more of the company’s
attention / resources.” -- Product Management
expected to deliver a plan

Dashboard To Track Product Risks

Product Risk Playbook

The 1-to-Many Approach: Invest in Community
Multiple channels
One source of truth,
democratized, transparent
Influence roadmap,
close the loop
• Community post
• Zendesk tickets
• CSM emails
• Product Analytics
• Survey Data
• Sales requests
• Internal strategy
Customers and
employees active
Post requests, Vote
Discuss use case and
workarounds
PMs transparent about
roadmap, discuss
solutions
• Identify / shape themes
• Groom backlog of
‘pebbles’
• Engineering track
completion of Ideas from
Community
• CSMs track their
customers’ top requests
and follow up as
required

Encourage Direct Communication

Product Managers = ?
Customer Success Managers

Product Managers track and cross-analyze product usage

Identify Power Users and Beta Candidates
See which features a
customer has enabled
Identify most active
users for particular
product areas
Track usage for
particular accounts
and segments

Communicate at Scale to Drive Adoption
Send personalized
release notes and
improve engagement
Inform customers about new
offerings and features

Track and Collaborate on Breadth of Customer
Requests
Aggregated view of
support tickets and
community posts on
Customer 360
Collaborate with CSM,
Service, and Support teams to
resolve customer escalations

Send Product Surveys to Gather Critical Insights

Successful Customer-Centric Companies…
• Clarify ownership via processes: Develop suite of cross-functional
processes to manage product risks and enhancements
• Go on the offensive: Build “Product Risk” into your risk framework /
process
• Scale with a Community: develop an active 1:many approach for
product enhancements, where PMs engage directly with clients
• Everyone is a CSM: Track qualitative and quantitative client
feedback on your product, including but not only usage

QUESTIONS?

OPERATIONALIZING A GLOBAL
CUSTOMER SUCCESS ORGANIZATION IN
ISRAEL
YAEL ALTSCHULER MALEK
Gainsight
MAZAL LEV
Hewlett Packard Enterprise
#PulseTelAviv
GALI KEDAR
Sisense
AMIT SHARON
Cloudinary

THE PATH FOR GROWTH
WHY VCs AND INVESTORS DOUBLE
DOWN ON CUSTOMER SUCCESS
#PulseTelAviv
OMER RABIN
Gainsight
TAL MORGENSTERN
Lightspeed Venture
Partners

SUMMARY

28 – 29 November
London, UK
1000 Attendees
Registration Opens Next Week

Pulse On Tour: Tel Aviv | Presentation

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