The Volume Play - Leveraging Automation for High Velocity - CSSummit18
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27 de Mar de 2018•0 recomendaciones•132 vistas
The Volume Play - Leveraging Automation for High Velocity - CSSummit18
27 de Mar de 2018•0 recomendaciones•132 vistas
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Presented by Alyssa Edelman, Customer Success Team Manager from Greenhouse, at Customer Success Summit 2018, Track 3. Learn about how Greenhouse leverages both proactive one-to-many strategies and reactive one-to-one communications to ensure retention, expansion and, of course, happy customers! "Scaled" doesn't have to be scary - see how we've automated some of our Customer Success processes, and still produced great results.
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The Volume Play - Leveraging Automation for High Velocity - CSSummit18
- 1. The Volume Play Leveraging Automation for High Velocity
- 2. Agenda • About Me andGreenhouse • The Greenhouse SMBTeam • Implementation • Post-Implementation • Does It Work?
- 3. About Me
- 4. About Recruiting Optimization Suite Help companies make hiring their competitive advantage ⎼ Improve candidate, new hire, and hiring manager experience ⎼ Identify and attract high-quality talent ⎼ Make better hiring decisions ⎼ Measure, iterate, improve
- 5. THE GREENHOUSE SMB TEAM
- 6. Building The SMB Team All of our hopes and dreams were in Totango – needed this software to execute Structured, repeatable processes (“well oiled machine”) Well-documented, public internally, socialized with leadership and key stakeholders Input New Customer Process Implementation and Post-Implementation Output Successful, Happy Customer
- 7. Our SMB Customers Small and Medium-Sized Businesses 5 employees to 100 employees = over 1,000 accounts 60% are implementing this type of system for the first time 75% consider themselves “Beginners” to Greenhouse
- 8. What We Do Fully own SMB customer lifecycle Tackle Customer Success at scale and unique challenges Represent the voice of small, but growing customers
- 9. Setting Customer Expectations Defined during sales process New customers know exactly what we’ll deliver: ⎼ 60-day partnership with Implementation Strategist ⎼ Ongoing day-to-day help from Customer Support team ⎼ Strategic support from CSMs ⎼ Tons of helpful resources – help center, videos, live events
- 10. Team Structure and Roles Director of Customer Success Team Manager Implementation Strategist - Work with new customers - Help implement Greenhouse with long-term goals in mind Customer Success Manager - Work with implemented customers - Individual reactive outreach, 1:many proactive strategy - Keep customer data up-to- date
- 11. IMPLEMENTATION
- 12. Goals Efficiency – 45 days to go-live, 60-day total engagement Self-sufficient, confident users – leveraging support and self-service resources Completeness – setting customers up for long-term success Positive customer experience – high score on post-implementation survey
- 13. How We Do It Implementation Strategists work off of points, not number of accounts ⎼ Headcount planning ⎼ 1, 2, 3 rating ⎼ 100 points = full book Pre-Kick-Off Survey ⎼ Saves time on kick-off call ⎼ Gather basic information about implementation team (learning style, team structure, integrations)
- 14. How We Do It Kick-off call ⎼ Set expectations for partnership ⎼ Dig in to recruiting processes ⎼ Understand short- and long-term goals ⎼ Project plan orientation Implementation Project Plan ⎼ Phased to promote quick wins ⎼ Helpful resources (articles, videos, best practices) embedded throughout
- 15. How We Do It Strategy and Go-Live Calls ⎼ Proactive and strategic ⎼ No limit on number, to an extent ⎼ Answer questions, audit progress, align on next steps
- 16. How We Do It Final calls and handover to Support ⎼ Offer final call, set expectations ⎼ Transition email from IS to customer around ongoing resources ⎼ “Welcome” email from Support triggered through Totango
- 17. POST-IMPLEMENTATION
- 18. Goals Scaled Proactivity – use systems for regular 1:many outreach 1:1 Reactivity – leverage data to get ahead of churn risks Iterate upon and expand 1:many strategy – continuously build playbooks Great customer experience – high NPS scores, renewal rates, and expansion numbers
- 19. What The Experience Is Like – Customers Getting help ⎼ First-line contact is Support team (chat, email) ⎼ Self-serve resources, like help desk and webinars ⎼ Strategic escalation to SMB CSM Training and feature adoption ⎼ “Success Hours” for 1:1 training or QBRs ⎼ Invites to webinars and live events ⎼ Lifecycle campaigns about best practices and features
- 20. What The Experience Is Like – CSMs 1:1 reactivity and strategic proactivity ⎼ Escalated tickets from Support ⎼ SuccessPlays to identify and action low usage patterns ⎼ Survey cadence Workflows and process ⎼ Totango is “source of truth” for data and history ⎼ Playbooks in Confluence ⎼ Create additional resources
- 21. How We Do It Lifecycle Campaigns Usage Campaigns Surveys
- 22. Lifecycle Campaigns 1 – 2 emails per month to Key Contacts for two years Focus on key themes and features – data quality, measuring success, feature discovery Based on contract start date, not usage patterns Built and sent through Totango Goals defined when possible We did it!
- 23. Usage Campaigns Task generated to look into usage Triggered by low- and no-usage patterns CSM looks at customer data, adds tag to users who should receive proactive reach-out Tag triggers campaign with clear call to action ⎼ No open jobs (not hiring) > Talent Community
- 24. Surveys Survey Cadence Questions Post-Implementation 3 days after handover • How satisfied are you with your implementation experience? • What implementation steps were more difficult than expected, and why? • NPS question NPS Every 6 months NPS question (rate Greenhouse on a 1 – 10 scale) Pre-Renewal Survey 3 months before renewal date • What type of impact has Greenhouse had on your recruiting process? • How satisfied are you with Greenhouse's customer support team? • How satisfied are you with Greenhouse's self-guided training and support materials?
- 25. DOES IT WORK?
- 26. Yes! Well, so far.
- 27. Net Promoter Score
- 28. Customer Growth & Retention Setting an Example Executive Buy-In
- 29. The Bottom Line
- 30. Thank you! Alyssa Edelman alyssa@greenhouse.io
Notas del editor
- Hi everyone! Welcome! Today I’m going to be talking about how we scale customer success to our small business customers at Greenhouse, and how that makes a huge impact to our company and our customers.
- Here’s what you can expect over the next 20 minutes. I’ll introduce myself, Greenhouse, and my team, as well as give insight into the customers we support and how we do it.
- So, first, a little about me! I started at Greenhouse three years ago as a Customer Success Manager, and grew into my role as a Team Manager about a little over a year ago. I helped build, and currently manage, our SMB team, and I’m currently applying those learnings to building a new small team within Customer Success that’s focused on supporting one of our newer products.
- And a little more about Greenhouse! We position ourselves as a recruiting optimization suite. Our product focuses on providing value for our customers in four key areas: improving the experiences of everyone who touches the recruiting process, empowering companies to hire great people, make better decisions, and, finally, continuously improving upon their processes. We have around 3,000 happy customers, and we’re continuing to innovate in the recruiting space. Customer Success has always been a priority of our founders, which I’ve found to be very evident over my three years here.
- Before I dive into our day-to-day processes, I wanted to give some context about our team – how we built it, how it’s structured, and the customers we’re working with.
- About a year and a half ago, our Customer Success team made a move to have CSMs work with customers based on our customers’ headcount, rather than having every CSM work with every size customer. That means our team is relatively new! And because this was a new team we created within Customer Success, we knew we’d have to do a few things in order for it to be successful: First, we needed tool that could support 1:many workflows and help us realize our vision. We’d joke that all of our hopes and dreams were in Totango, and, sure enough, Totango has been key in making sure our SMB workflows can come to life. Second, we needed our processes to be well-documented, visible, and repeatable, kind of like a machine. That way, our CS team, Sales team, and company leadership would believe in, and trust, that these customers were in good hands.
- Speaking of those customers, we currently work over 1000 customers at scale. Through surveys, we found that 60% of our key contacts self-identify as implementing this type of system for the first time themselves, and 75% consider themselves beginners to Greenhouse. This means that we had to be very thoughtful about not only having a great implementation and training process, but a strong ongoing education program as well.
- To summarize, our team’s goals are threefold – we fully own our SMB customers’ lifecycle, and we do it at scale. And, because we’re a newer team within the CS organization, it’s important that we represent our SMB customers’ seat at the table when making business decisions.
- On that note, something that’s really important to us is partnering with our Sales team to set the right expectations with new customers about how they’ll work with us in Customer Success. We have some great collateral that outlines what they can expect we’ll deliver, like the one-pager here. At a high level, first, customers will have a 60-day partnership with an Implementation Strategist. Once they’re implemented, our Customer Support team becomes our SMB customers’ day-to-day contact for product questions, but they can always loop in a Customer Success Manager from my team if the customer has more strategic questions. Our customers also have access to a treasure trove of virtual resources, like our help center and training videos, and we host webinars and live events to keep them engaged.
- And lastly, before I dive deeper into our processes, I wanted to highlight our team structure. Right now, we have two different roles on the team. Our four Implementation Strategists work with new customers and help them get up and running. A quick note on that! At other companies, we’ve seen this role be called something like an “Onboarding Specialist”. We decided to go a different direction for two reasons. We have a product called “Greenhouse Onboarding”, and didn’t want that to get confusing for anyone. Also, their role is more advisory and strategic than hands-on, which means we’ll talk through how to implement a workflow and discuss best practices, but it’s up to the customer to configure that workflow in their account. We also have two Customer Success Managers on the SMB team who work with implemented customers and help them continue to be successful. Next, I’m going to dive deeper into the actual processes we’ve developed that our CSMs and Implementation Strategists deliver!
- First, let’s talk about Implementation!
- Our four goals during the 60-day implementation are: Efficiency – the sooner we can help them go live, the more time they have before they renew to fall in love with Greenhouse Self-sufficient, confident users – by the end of implementation, customers should know exactly where to go to get help Completeness – with the customer’s goals in mind, making sure they’ve configured, or at least know enough about, the features that will help them reach those goals And lastly, of course, a positive customer experience. We survey customers after implementation to make sure everything went well and to give us an opportunity to course-correct if anything didn’t.
- Now, let’s talk about how we do it! Something unique to our team is that I assign accounts to our Implementation Strategists based off of points, not necessarily number of accounts. This helps normalize our bandwidth and helps our leadership team get a feel for if and when we’d need more headcount. We ask Account Executives to give each account a 1, 2, or 3 rating based on their experience in the sales process. A 1 should be easy to work with and relatively low-bandwidth, while a 3 may need more hand-holding throughout the process. For us, 100 points is a full book, and means each IS is working with 45 – 55 accounts at any given time. I use this dashboard we created in Salesforce to make decisions about assigning accounts. I can see how many points and accounts each person owns, and their point distribution. For context, I can also see how many accounts they’ve gotten in the last week, and how many customers should roll off their books soon. Once the account is assigned, and the AE has introduced the customer to their Implementation Strategist, we do two things. First, we send a survey to the customer to answer some housekeeping questions, like their preferred learning styel. Then, we book a kick off call with them.
- On that call, a few things happen. We set expectations for the initial 60-day partnership, chat about the processes the company wants to run in Greenhouse, get a sense for their goals, and then orient them to their project plan. The project plan is a handy tool we provide to every customer in every segment, and details, line-by-line, what they need to do to get everything in Greenhouse configured. It’s broken up into three phases, which helps provide smaller milestones to celebrate on the way to the big milestone, which is completing implementation. The first phase is basics, the second is more advanced configuration, and the third is the company-wide software roll-out. Within each line item on the project plan, customers can see the to-do, click to view any relevant resources, and read best practices from our team. They can also update the status as they go, which helps benchmark progress.
- From there, our cadence for checking in is really dependent on the customer and what types of questions they have as they move through the project plan. We don’t really put a limit on how much customers can interact with us during implementation, but we do empower our Implementation Strategists to suggest things like regular weekly calls if a customer is more demanding. So, throughout implementation, we’re having email exchanges with customers, and booking in strategy calls, all with the goal of making them feel confident with Greenhouse (and, of course, helping to get them live!). Once a customer is getting toward the end of implementation, we’ll also fill out a tab on their project plan that is a high-level checklist of our highest value features. It’s a great springboard for creating an action plan for the last week or so of implementation, and is something a customer can always return to later on if they choose not to implement any of those features now.
- Once a customer is live and nearing that 60-day mark, we reach out to offer a final call, and reiterate how they can get help and support moving forward. We’ve set up something neat in Totango, too! Once a customer finishes implementation, they get a greeting via email from our Support team to confirm they are the customer’s main point of contact moving forward. We also pull in some high-level usage metrics to help solidify all of the great work they’ve done.
- Now that the customer is up and running, they enter our post-implementation phase!
- Our goals are a little different after implementation. First, we aim to scale proactivity, and use Totango for 1:many outreach. We also react to customers individually – whether it’s jumping in to a support ticket to answer a strategy question, or responding to an NPS survey. Next, we expect our CSMs to consistently be developing strategies and resources to provide even more value to our customers. And last, of course, providing a great customer experience.
- If I put myself into the shoes of a customer, this is what working with us should feel like: Overall, I should feel well-supported even though I don’t have a named contact at Greenhouse. My first line for support is the support team and self-serve resources, but I can always get in touch with a CSM if my questions are more complex. For ongoing training, Greenhouse has free webinars, but I can also purchase hours of time for more individualized sessions. I’ll also get 1-2 emails a month from with best practices. That’s highlighted that in green because I’m going to dive into it in more detail soon!
- Now, let’s step into the shoes of a CSM. As a CSM, you’re working mostly out of Totango and your inbox. Our CSMs are responding to escalated tickets, proactively reaching out to customers at risk of churn, and replying to survey responses. Totango is our source of truth for history and tasks, but we do house playbooks in Confluence and use other systems, like Typeform, to create customer-facing resources. Again, those two items are in green, because…
- …I’m going to jump into a bit of detail about these three post-implementation workflows.
- First, lifecycle campaigns! This is something we’re really proud of, and has been part of our SMB vision since the team was created. As I mentioned before, key contacts at the companies we work with receive 1-2 emails per month with best practices, tips and tricks, and resources to help them see the most value in Greenhouse. We’ve built enough to carry any customer through about two years’ worth of content, and we intend to create more in the future. These emails are separate from usage-based outreach. They’re more general to features, so the only criteria to receive them is that you’ve been with us for a certain amount of time. They’re also on a “set it and forget it” cadence through Totango, which allows us to rest easy that they’re going out at the right time. When we can, we’ve also defined goals for the campaign so we can iterate on the call to action, or take action, if we need to. The last thing I want to say is that we planned, wrote, and published all of these ourselves – just me and one of our CSMs tackled it! If you’re thinking about implementing something similar, I say to go for it. Yes, it’s a lot of up-front work, but we’re really confident about the value it provides to customers by keeping them engaged with our software and our team, so it was definitely worth it.
- Next, usage campaigns! I think we’ve set these up in a bit of a unique way. We have SuccessPlays that trigger tasks based on certain low product usage patterns. The task encourages our CSMs to look at the customer’s data, as well as any history with them that’s logged in Totango. From there, the CSM determines the best message to send to the customer. We created three different campaigns to address different potential scenarios. We’ve set Totango up so that we just need to add a tag to a contact, and the right campaign gets sent to them automatically. It’s really neat, because then we can easily track open and click rates, as well as set goals. For example, if a customer has 0 live jobs on their careers site, that’s a red flag for us. After digging into their data, we may suggest they create a job to collect general applications during periods where they aren’t hiring as much – we call it creating a Talent Community. I couldn’t find a good stock photo of a human community, so that’s why there’s a dog one – I figured that’s the next best thing! Coming back to the example, in Totango, we can track if they do create a job after receiving our email, and if they don’t, we can reach back out with a different call to action.
- Lastly, surveys! SMB customers are surveyed at a few different points in time. Because we don’t have 1:1 relationships with this group of customers, surveys are a critical way for us to both catch any risks and celebrate customers who are doing great. We follow up on each survey individually so that our customers know their voice is heard and that we appreciate their time. Here, I’ve listed the survey, how often it’s sent, and what questions we ask.
- Great! So, now that you know about our processes, you probably have a lingering question – does it work?
- I’m proud to say yes! Well, so far. I give that caveat because we’re still a new-ish team at Greenhouse, but there are a few key ways we know we’re already successful.
- First, Net Promoter Score! We use this as a way to understand how our key contacts are feeling. We ask them to rate us on a 1-10 scale. When you subtract the lower scores from the higher ones, you get a net score that you can use as a benchmark. Ours has been consistently on par with our other teams, which shows us that a 1:many strategy really works for this segment.
- Looking at the bigger picture, four other things help us know we’re doing the right thing: - First, our SMB customers are not only happy with us, but they’re staying with and growing with us, too. Our renewal rates are in line with the rest of the org, and we have a bunch of customers who grow into Mid-Market, which is exciting! Second, other parts of the org borrowing from our model. For example, our talent management team is looking to scale their own processes related to working with Greenhouse’s people managers, so they spoke to us about how we’ve scaled working with Greenhouse’s customers. Third, our leadership is so bought in to our methodology, that they’re considering expanding the segment of customers we support through SMB processes.
- And lastly, the impact on our bottom line. Our Mid-Market CSMs at Greenhouse have a book of business of about 70 accounts each, which they support full-lifecycle. If every SMB customer was also given a dedicated CSM, we’d have to hire 18 more CSMs. If you think about the salary of an effective CSM, and multiply that by 18, you can see how we’ve had a strong hand in helping Greenhouse scale effectively from a revenue standpoint, too!
- And that’s all for now! I always love to learn about how other companies approach customer success, especially in SMB, so if you’d like to get in touch, please add me on LinkedIn or email me. That’s my contact info up on the screen. Thanks so much!