Customer Success Inspiration
Discuss tactics to help you and your customers achieve incredible success
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Gainsight Administrator is a creative, powerful role. It drives career development, it lives in the cutting-edge world of Customer Success Operations, and it’s both a new challenge to a systems administrator veteran and an entry-point for someone looking for a first ‘technical’ role.I know, because I’ve lived it and I’ve seen it. I became a Gainsight Admin in 2015, and earned my Level 3 Certification when it first became available. After transitioning from ‘Gainsight customer’ to ‘Gainsight employee,’ I ran Gainsight’s CS Ops team for 2 years, which included experienced Admins who have since grown into leadership, and first-time Admins who had never configured a piece of software before. In my newest role, I see the experiences of Admins with all levels of experience, plus their managers, on a daily basis. I hear about what they need and what has worked well for them.And I hear how out-of-reach the role can feel for newcomers. It’s intimidating, or confusingly different from job descri
Hello- I’ve seen some really old posts on this topic but nothing recent… I’ve been asked to report out on internal usage of our GS platform. They log into it via SF so I’m not sure if I can get logins / week - any suggestions or help on what to pull for this type of report would be helpful. TIA!
Wondering if anyone has worked with Aha! and Gainsight. It looks like they have an integration with SF, and was wondering if anyone had successfully used SF as a bridge between GS and Aha! We have a product feedback process in Timeline in GS, and are looking for a way to get that data into Aha! Thanks!
Subscribe to this monthly newsletter here! Hi there,I spent alarmingly little time in the breakout sessions at Pulse. Instead, I was running around the Moscone Center, reaping the results of my questionable decisions. (Would you plan to host a 3-hour happy hour, then a breakfast roundtable at 7am the next day? Would you mind writing down your answer and mailing it to me 3 months ago?) That said, I could not be more glad that I spent my time crafting conversation spaces for CS Ops people. Feedback from conversation participants included:“One of my favorite and most valuable pieces of the entire conference” “This is an incredible event” “Ultimately found the community and human connections I was missing” “Most valuable time of the entire event. Incredible discussion, connecting with strong, talented peers, and tons of actionable insights & ideas.”Each of these quotes comes from a different CS Ops conversation event. Random CS Ops people were asked to prepare nothing, and then given
Who has a great template or tool for mapping out a customer journey?We’re documenting our current journey and making design plans for the future state. While I could cook something up quickly in the Google docs infrastructure, I’d much rather leverage the expertise and experience of the community for something proven.
Has anyone developed an ongoing maintenance plan for their Gainsight instance they’d be willing to share? We went through our SFDC->NXT transition this Spring and it just reiterated how quickly old reports/dashboards/rules, etc. can build up in our instance. Now that we’ve ‘started fresh’ we’re trying to figure out the best way to keep our instance clean by setting up a more formal weekly/monthly/quarterly/annual maintenance schedule. Even if you don’t have this established today, what would you want to include?
At Pulse, small roundtable discussions were hosted on various topics for the CS Ops community, and I hosted a roundtable about Gainsight Adoption and Enablement with about 8 other CS Ops professionals! We wanted to share our key takeaways from the discussion to the broader Gainsight Community -- below you’ll find the topics and notes from the conversation.Timeline Adoption Create a Last Contact Date or Last Engagement Date field on the Company object to give managers and CSMs visibility on customers that haven't been reached out to in awhile (or whose Timeline haven't been updated...!) Leaderboard for Timeline entries logged, by segment. Shared in a public-facing email or newsletter. Drive "gamification" of Timeline logging CSM Manager/Leadership Adoption Identify a GS stakeholder from this group to partner with you on GS initiatives and releases, so they can support you with enabling the ICs on the team and getting buy-in from other CSM Managers Create 1:1 Dashboards and Team Dashb
It's about #Delivery NOT #DelightingAsk yourself the following and I guarantee you'll be changed forever!1. How many times have you received poor service? 😤2. How many times have you received exceptional service? 🤩3. How many companies try to delight their customers? 🧐🤯🤯🤯 I'm going to guess the poor service outweighs the exceptional service but everyone tries to delight customers. The numbers don't add up and they don't lie. Forget about delighting customers until you have the best possible delivery 🤯🤯🤯Gainsight is delightful because the CEO, Nick Mehta, has a stellar LI presence but 50% YOY growth last year is a result of delivering on their promise of higher #netretentionrate and #productadoption 😘 (cough #pulse2022 cough).It's delightful when a shooting unicorn flies across the screen when a task is completed in Asana but customers increased their spend by over $50k by 102% in the first quarter 📈 because they deliver on the ability to organize, share, and track projects e
I’m seeing more and more organizations put the importance on digital led segmentation as they go into the end of the year. It is important to focus on digital led strategy to plan for durable growth over the next few years. The question I’m seeing get raised is “How do we transition customers into a digital led/digital first program?” This question is one I faced last year as we were building out our segmentation. The hard part was I couldn’t find many resources on how to do this. However, I did have some great conversations with people at organizations who had to make changes to customer engagement models (high touch to mid touch, changing CSMs). We took some of these best practices and applied them to our approach. Determining when to transition customersThere are three ways we identified when customers should move engagement models:Evaluate their current engagement - Look back at the data you have. Which customers meet the criteria for the new engagement model you are moving them t
Hello - Looking for some use cases or best practices around including our clients’ sales performance into the overall health score. The thought being that our clients’ sales performance impacts their ability to purchase/budgets and can thus impact churn. I’d love to hear from anyone doing this or if it’s common practice not to include, why. TIA!
The timing of the first CS Ops hire is a key question many of our customers face. Our view is that once you have about 5 CSMs, you’ll need to start developing smart processes for running your team and to hire a CS Ops lead. Once you have about 10 CSMs, your CS Ops lead will want to hire a junior person, in order to focus more on strategic activities. You’ll want to screen candidates based on the following attributes: [list] [*]Passion for designing processes that scale [*]Ability to break down ambiguous problems into concrete, manageable components and think through optimal solutions [*]Enjoys “getting their hands dirty” by digging into complex operations [*]Takes high degree of ownership over their work [*]Clear communicator with professional presence [*]Strong listening skills; open to input from other team members and departments [*]Ability to lead through influence [/list][url=https://d1qy7qyune0vt1.cloudfront.net/gainsight-en/attachment/Gainsight_CS-Ops_JobeDescript
Hello! I’m working on an overhaul of our customer health scores and reviewing some best practices. I’m looking for ways to measure customer relationship from our CSM perspective. Right now, the score is manually set from 0-100. CSM’s set the score manually. There are no benchmarks to define what the score means (i.e. what does a score of 90 mean?) so the scores are very subjective. I’d like to move to something a bit more consistent and potentially more objective. TIA!
Has anyone received any requests to comply with the right to be forgotten? We are currently working through best methods of executing this and I'm wondering if anyone has come up with best practices or a guide to ensure personal data can be expunged. Our strategy includes overwriting all contact information in SFDC upon request so the only remaining identifier is the ID. It would be great to have a method for executing this in MDA as well without needing to know every place a name or email address has been stored. I'm also curious how best to address this with limited access email opt-out records.
Hi there, We're currently exploring the idea of creating a Scorecard 2.0 to measure and track client health during the implementation stage of our customer lifecycle. Once a client has been fully implemented, we would then move them over to our standard client scorecard. Does anyone have any suggestions or best practices for the types of metrics we should consider using? Here are a couple metrics that come to mind: [list] [*]CSM/IM Sentiment (manually set) [*]Overdue? (determined by implementation playbook) [*]Number of overdue tasks (determined by implementation playbook) [*]Delivery Issues (timeline activities)[/list]Curious to hear about what other people have done in this area. Thanks!
Subscribe to this monthly newsletter here! Hi there,I had three striking experiences recently, and a realization snapped into focus that's proving to be a daily touchstone for me. Here's what happened:I told a story. As part of Gainsight’s celebration of Pride, I wrote a blog post, Why I Keep Coming Out at Work. I merely talked about my life. I was taken aback, though, to get replies that went way beyond messages of support. People told me that my story was meaningful to them. They took something away from it. Our experiences communicate more truth than we realize. We ran a virtual roundtable to offer career coaching to Gainsight Level 1 Certified Associate Administrators. The greatest theme in the feedback survey was: “I want to hear what other admins have done.” (FYI, we’ve published the career stories of eight admins: Anita Beck, Kelly Nissl, Sagan Shirlin, and Katie Baker + Victoria Barry + Patrick McCrudden + Jessica Palmer + Ben Wanless.) When people have the opportunity, they
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
Hello Community! Gainsight’s product team is researching the value of AI that could extract insights from sales contracts. Your sales contracts may include terms like: logo rights, price protection, termination clauses, etc. Does your team have access to Sales contracts and do you review this content on a regular basis? If Gainsight could extract meaningful customer relationship data from Sales contracts, would it help your customer success operation? What information are looking to extract?Feel free to respond to this post or directly to Minh Phan email@example.com.
Hi Everyone! The GameChanger Awards are designed to recognize and celebrate our customers leveraging Gainsight to change the game of customer success and experience for their companies, customers, teammates, and partners. A GameChanger is intuitive, always authentic, never stops challenging the status quo, and just might have superpowers. Sound like you? We thought so!Nominations must be submitted by 6 pm PT on Friday, July 7th, 2022. Winners will be celebrated during Pulse in San Fransisco on August 17th-18th and will receive their official GameChangers Award and prize. Winners also receive one free Pulse pass to Pulse in person. Visit this page for the complete details on all of the award categories and submit your nomination!Award submissions are open to all Gainsight customers! In Order to Win: Your results must have been achieved between June 2021 and June 2022. Submissions must include substantial quantitative and qualitative results. Please submit as a Microsoft Word. DOC o
You can see in the screenshot below that Gainsight seems to be sitting on top of the Salesforce extension. Does anyone have any recommendations on how to deal with this? I’d say we don’t need both extensions, but we’re using the Salesforce add-on for updating contacts (that then sync to GS) and the Gainsight add-on for email templates. Seems like it’d be a pain to constantly be toggling the extensions on and off for a clear view.
Hello Team,In a rule fetch task, on Call to Action(SFDC) object, when we search for reason, we will be able to see Reason and Reason name fields.Similarly, we will be able to see status and status name when searched for status.But in Gainsight NXT, if we want to get Reason name, we have to search for Reason and expand the look-up to select Name.Can we get the feature to show name fields from look-up fields in Gainsight NXT as in Salesforce version of Gainsight.
Changes in Global tab CTA level not reflecting in Company level CTA layout when changes are made at Company level
Hello Team,When we add any fields in CTA layout at Global level, they will be reflected at Company level for that CTA type.But when we add any field directly in Company level CTA layout and then try to add from Global level for that type, new field will not be shown.Can we change this behavior so that whenever we add new field at Global level, they will be updated at Company level irrespective of changes at Company level layout.Thanks & Regards,Srikanth
Mark Roberge of Stage 2 Capital, and Jake Tauscher from G2VP, recently interviewed ~50 leaders at mid-sized SaaS companies, to identify decisions they made that did or did not affect churn. Specifically, they focused on decisions concerning the ‘Customer Success’ function. In the process, they learned: For over 2/3 of the companies interviewed, churn was a key performance metric for a frontline Customer Success Manager. High-growth SaaS businesses have lower churn. Companies that served larger customers ($50M+ in revenue) with larger contracts ($75K+ annually) experienced lower revenue churn. Charging for customer success did not predict churn. Curious to read more of their analysis. Click here for their complete blog post.
A new system Gainsight, wonderful. A new way to work proactively, instead of reactively. What are these Call To Actions (CTAs)? Within the tool, there is an easy way to create an action (task) based on some activity that has occurred or some situation that exists or perhaps there is just some periodic task that should be scheduled. The next bit of information is going to assume the reader is aware of the CTA feature, in general.So what makes a “good CTA?” Without using the canned answer of “it depends”, let me share a couple suggestions around a few specific pieces of a CTA; title, status, priority, type, etc. First of all, don’t just create a CTA because you can. CTAs are easy to create, but one should make sure the CTA has an action that can be taken – hence the name “call to action”. Make sure you are creating a CTA, that has a task or set of tasks that should be completed by the assignee. Creating a CTA, just for awareness, can be valuable, but may end up being clutter in
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