Customer Success Best Practices
Share all ideas and best practices related to the Customer Success function
- 480 Posts
- 1,305 Replies
Hello, We are also looking for a better process on our user/license managment. Wondering what other teams are doing to track their user licenses as well as how they are set up if a new user joins. We woud like to track and audit this periodically so that we know which users are applied which licenses. Does anyone have a process that they have seen work around this idea? Thank you for any feedback!
If you have a pooled CS team / 1:many team - what is their job title and the manager or the team's job title?
Hello! We have a team of “pooled CSMs” that operate in a 1:many model. If you also have this model at your organization, what do you call this role, and what do you call the manager of this team? Do you simply call them “CSMs” and “Manager of Client Success”, or something else? Thanks for contributing!
Compensation data has not existed specifically for Customer Success Operations. In January 2022, Gainsight and the customer-run Gainsight Global Admins community collaborated to gather the first set of benchmarks.Our anonymous survey received 296 responses. Gainsight customers likely represent a significant portion, but the survey was also publicized broadly. Responses were encouraged from all types of CS Ops professionals.See the ResultsPDF attached belowReactions? Questions? Post them below!
How do you track account changes in Gainsight? We're looking to have more data on how accounts change in a given quarter, such as keeping track of the number of accounts that Churn in a given quarter and the number of accounts that transfer ownership in a given quarter.In addition to the number, we’d want to be able to drill down to the specific records. For example: In Q1’22, Sarah Miracle had:3 accounts transferred out of her name in Q1’22 Company A, B, and C 4 accounts transferred into her name in Q1’22 Company D, E, F, and G 5 accounts churned in Q1’22 Companies H, I, J, K, L Currently we do leverage a rule to update company status to Churned if certain criteria is met, but we are not recording any other information about that (date of churn, for example).
We should all protect what has been entrusted to us; that includes the powerful functionality and data accessible in your Gainsight NXT or PX organization. Newly released articles outline the top 3 best practices Gainsight recommends you take to secure your Gainsight NXT or PX org.NXT versionPX versionPlease take a moment to review the complete guidance on these best practices for Gainsight NXT or PX.
The Gainsight Customer Success team is hosting webinars this week on how CS professionals are adjusting with the current times and discussing best practices, tips, and innovative ideas for transitioning to a virtual customer success world. Please add your questions, comments, and key learnings from the session(s) here! We look forward to continuing this conversation with you.
Importance of sneeze guard brackets:-The Sneeze guard requirements a good features files a PPE gap further protecting children and adults from airborne infectious disease spread from sneezing coughing talking laughing or eating. The sneeze guard brackets are one-piece construction, so they can be thoroughly cleaned and disinfected, easily, as often as you like. Sneeze guards brackets also called Cough Barriers, Cashier Barriers, Protective Screen, or Acrylic Shields, are plastic screen designed to provide an additional level of protection to employees and customers from sneezes, coughs, and bacteria. The sneeze guard features antimicrobial paint which is a specially formulated powder that is designed to restrict the growth of bacteria.
Our team is considering getting our sales team more involved/dependent on People Maps. It works well for our CS team currently, but our Sales team relies more on Leads vs Contacts. We’re currently using the Contact Id as the identifier, so that we can capture changes in name/emails without creating duplicates in Gainsight. Has anyone decided to sync in both contacts and leads and have any words of advice? Do you sync leads at a certain point in the sales process for an account to avoid bringing in ‘junk’ leads? What do you use as the identifier to capture both sources? Last, how do you most efficiently handle adding new leads/contacts? We currently struggle just on the contact side with CSMs manually adding a new ‘person’ via the +PERSON button in people maps because we can’t turn it off. Since we use the contact id as our identifier, these manually added people are never tied to a contact record and thus will never have user related data from salesforce.
If you have a pooled/shared CS team, how do you introduce them to the customer after implementation?
We have a pooled CSM model in our SMB segment. Our touchpoints are generally quarterly and as needed. If you also have a shared model at your organization, how do you (or do you at all) introduce this service model to the client during/after implementation? -Does the Implementation person own the introduction, or does CS own that after go live? -Do you keep it pretty vague “after implementation, our CS team will be checking in on you from time to time to make sure things are going well and you’re maximizing value/achieving your goals….” or do you make it super clear what their touchpoint schedule is...”we will be reaching out to you once per quarter, and also when we notice an opportunity to provide some extra guidance to help you achieve your goals”…. If you have any advice on making a smooth introduction and transition during this point of the customer journey, let me know. Thanks!
Anyone else out there primarily write 1:many emails regarding operational announcements? A large part of my portfolio is writing operational messages that are need to know - e.g. retiring features/products, new systems requirements, product issues that require some customer action to remedy. I would love to connect on the strategies and techniques others use when the information is critical. One of my most recent operational messages got 40% open rate and 30% click through, which I was really proud about, but that still means 6 out of 10 didn’t read the really important message! Note: we can use other in-product communication tools too, really looking for ways to optimize email performance.
It’s a new year, and we’re testing out a new training for our customers with new CSMs! If you have new CS teammates who would benefit from a detailed live walkthrough of the Gainsight application, this session is for them! Join us on Feb. 15th from 8am - 10am Pacific and learn how to: Utilize Dashboards to manage your portfolio & 1:1’s with your manager. Streamline research and call prep with Customer and Relationship 360 Centralize note-taking & improve knowledge sharing across the entire company with Timeline Monitor and track customer health using Health Scorecards Manage your Calls-to-Action (CTAs) to optimize implementation processes and workflow with Cockpit Establish Success Plans for tracking implementation lifecycle from launch to adoptionCost: $99, but you can save 50% off with the coupon code feb2022-special. Seating is limited to 30 participants to allow for interactivity and Q & A, so act fast!
In our monthly meetup group about the CS Ops of Digital-Led Customer Success, we spoke in November 2021 about success metrics for email campaigns. Heather Hansen at Acquia kicked us off with a presentation and Q&A session. Here’s the recording!
Congratulations to everyone who earned an Admin certificate in December! For those of you that earn a cert in January, you can win swag by sharing your Credly badge on LinkedIn! Follow this link for instructions on how to share your badge! This helps us build awareness and recognition in the market for Gainsight Admin skills, experience, and certification. For everyone that shares their badge by Feb. 1st, I’ll put your names in a hat, and pull out 3 winners! I’m also excited to announce another new Level 2 Admin certification for Journey Orchestrator & Surveys is available now! You can read more about that here. In Dec., we certified 7 Gainsight NXT Admins (Level 3):Ramesh AnthatiMary KibeAllie Ludowissi@jesse_loveless @JWaldeland @kaitlyn.thornburg @sacha 1 rockin’ customer (plus a bunch of internal Gainsters) got Level 2 Reports & Dashboards certified:@vmbowen And, we also certified 17 Associate Admins (Level 1):@Alex_Olmo @abby.fox @Ace @kwiley13 @kdirmauskas @zachlineba
Congratulations to everyone who earned an Admin certificate in November! For those of you that earn a cert in December, you can win swag by sharing your Credly badge on LinkedIn! Follow this link for instructions on how to share your badge! This helps us build awareness and recognition in the market for Gainsight Admin skills, experience, and certification. For everyone that shares their badge by Jan. 4th, I’ll put your names in a hat, and pull out 3 winners! Stay tuned for more info about our new Level 2 exam for Journey Orchestrator and Surveys which will launch in the next week! In Nov., we certified 9 Gainsight NXT Admins (Level 3):@justinjroth @pmccrudden Megan Patterson @jkolle @benwanlessmenlo @ad31 @lara_johnson @kvanderwyk 4 people got Level 2 Reports & Dashboards certified:@Ester.Memoli Mounika PathaRichard Orna@Harika Singadi And, we also certified 8 Associate Admins (Level 1):@logan_wunderlich @jnguyen3 @alizee.levavasseur @jumcclelland Kimani AllenLeonardo O
Happy Holidays!Pulse+ is Gainsight’s Customer Success industry and best practice training subscription. The curriculum focuses on foundational training and professional development for those that are new to the CSM role, as well as more tenured folks looking to accelerate their skills, and take on CS leadership roles. (And the content is product-agnostic, so anyone can benefit regardless of their tech stack!)This week, we launched a new aspiring CS Leader training and certificate series, to compliment our existing content for CSMs and Advanced CSMs. Now, Pulse+ includes three core learning paths, 3 final exams, and 3 certificates (plus hundreds of hours of optional CS thought leadership content). All of the content in Pulse+ is offered as self-paced on-demand elearning, with knowledge checks along the way to check for comprehension. You can also check out this video to see an overview of the Pulse+ training platform. We normally offer our all-inclusive membership for $900/year per pers
Generally, there are three options to manage the commercials of existing customers: ALL SALES: Sales Execs lead all commercial activity, while CSMs engage in non-commercial activities (mainly: driving outcomes, usage, and advocacy). UPSELLS vs. RENEWALS SPLIT: Sales Execs lead all new revenue activities (including upsells and cross-sells), while CSMs lead the management of existing commercial engagements, (i.e., renewals) alongside the non-commercial work. ALL CSM: Sales Execs drive sales to “new” customers only, while CSMs manage all commercial activities with existing customers (including both renewals and upsells/cross-sells). Click here to read more about the CS executive perspective that there are ONLY two (2) primary vectors that should influence this decision: The Length of the Sale Cycle The Type of the Upsell
What is Customer Success in brief?Ans :- CS = CO + CX (Customer Success equals Customer Outcomes plus Customer Experiences)“Customer Success encompasses two core ingredients - getting your customers to the outcome they’re looking for with a great experience.”--Bhaskara Reddy S
We are reworking our tracking for Business Reviews and are trying to find the best approach. In the past, we have done CTAs and used playbooks to track actions and when a SBR occurred and one was planned. This process fell off and many of the CSMs feel that CTAs are cumbersome ways of tracking. It has been proposed to rely on Timeline Entries and custom fields for the next SBR planned, but that causes gaps for reporting especially in the “planned SBRs and exception reporting” . Below are the needs we have - anyone implement a process that has worked well for their org? Here are our needs:Completed SBR's (a custom field on Timeline to indicate if it was the actual SBR vs prep/ meeting or a CTA with a custom field of the date) Planned SBR's (A custom field on company that CSM updates, but I can see this getting very outdated quickly and difficult on reporting since it would be overwritten each time a new one happens. Also difficult bc if cannot tie to the Timeline entry. CTA would be ope
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