Share Industry Knowledge
Share and learn industry best practices based on specific job functions
Hello, We currently utilize both Relationships and Customers since we have 10 different products on Gainsight. We have a Product CSM field on the Relationship object that provides us with the correct CSM for each Relationship. In our case the customer does not always have the same CSM across all of the products they have bought. Though, we run into an issue on the Customer Info object because we cannot have a single field for CSM, since it is not a 1:1 Customer:CSM. I thought I could solve this by creating a separate CSM field for every product on the Customer info object, but now it is becoming a mess using one consistent filter in Dashboards for CSM or CSM Managers. Curious if anyone has any good ways they have solved for this when managing so many products in Gainsight with multiple CSMs.
Hi Everyone, I’m looking to hear about what your best practices are for creating & managing tickets with Gainsight support for your team. Do you have everyone on your team submit their own tickets, or does your admin do it on their behalf? How do you manage the need to “grant access to Gainsight support” by a specific user? Does your admin request this of each CSM every time they have a specific issue? I’m having trouble getting tickets resolved in a timely fashion due to the need to grant access to support for enough time, and chasing down my individual users so they can turn this on. Who has a process that works well? There’s got to be a better way! Thanks!
We are wanting to have our CSMs fill out an internal questionnaire/survey when it is time for them to transition to the renewal team. IDEA 1: Our initial thought was an Activity Timeline post with a task assigned to the RM, but the questionnaire would have multi-select picklists - this is not possible currently IDEA 2: Internal survey that the CSM would take and a task would be assigned to RM to view the results. I cannot find a method to generate the survey URL, but not deploy it to the customer (this is an internal only process). Is this idea feasible? Any feedback on how to complete one of these ideas or another solution that would assist us in this?
I have a unique team of CSMs who work directly with our New Business (Hunter) reps, who are solely responsibly for running and converting Proof of Concepts. In this unique position the CSMs bridge the gap between more traditional Growth CSM metrics (like upsells or Growth on Retained) and New Business Sales (bookings).I am curious if others in the industry have a specific team like this and what time of performance metrics CSMs have (revenue, retention, KPIs, etc). Ideally, I think there should be a way to strike the balance between rewarding CSMs for revenue growth at the time the POC converts, with the core responsibilities of a CSM (retaining customers through proactive account management and exceptional customer support/insights). Would love to hear what others are doing!
Monthly, Manager-CRM Strategy Meeting Notes.Does anyone have any suggestions, thoughts or current processes using Gainsight on how to record important monthly strategy meeting notes between Manager and CRM regarding next steps for aspects of their portfolio? The purpose is to help managers manage, review and refer back to the next action steps agreed to within these strategy meetings We currently use a spreadsheet but would love to hear from users a creative way to do this within the Gainsight platform.
Does anyone out there have experience with servicing customers with a "group" of CSMs instead of a single CSM? Our team is currently exploring the idea of grouping several CSMs together along with a more junior member and having this group collectively service a patch of customers. The thought here is that the more junior member would learn on the job by supporting the CSMs with the more tactical/day-to-day request while the more senior member focus on the strategic aspects: conducting EBRs, stakeholder engagement, adoption, etc. We're hoping that this would also help mitigate the friction/pains of account transitions when a CSM moves roles or leaves the company entirely. Instead of being assigned a completely new CSM, the customer would still have the familiar names and faces of their dedicated CSM group. Thoughts? Would love to hear if anyone else has experimented with this and/or has other ideas for reducing account transition pains. If so, would also be intereste
Question for all my admin friends! We are sending out automated emails from the CSM at certain days of the customer lifecycle. We have them spread out so that they don't interfere with scheduled events the CSM completes, but obviously, there are times where the CSM may not complete one on time and run into the window of the automated email. My VP is asking if there's a way to prevent the automated email if a CTA was closed within a certain time period. I can do that obviously, but it definitely gets complicated. So, I'm wondering how others handle this situation. Do you just go ahead and have the email send or do you prevent them if another "live" action happened?
[img]https://d1qy7qyune0vt1.cloudfront.net/gainsight-en/attachment/BeginnersGuidetoProductLedGrow-785a4ec4-be1d-419a-bc99-7eac5e815fd1-326587355.png[/img] Do you know which of your product features are associated with the majority of your company revenue? How should customer-facing teams predict retention and revenue rates based on users’ behavior? How do you measure the effectiveness of onboarding? Are there better ways to be doing these things? These are just some of the questions SaaS organizations find themselves asking. More now than ever, we need to capitalization on product data to effectively monitor customer health, adoption levels, and user behavior. If you're just starting out on your product-led growth journey, check out this beginner's guide to kickstart your efforts: [url=https://www.gainsight.com/blog/the-beginners-guide-to-product-led-growth-metrics/]https://www.gainsight.com/blog/the-beginners-guide-to-product-led-growth-metrics/[/url]
Hi Community! Our office is located right in the heart of Silicon Slopes, and we are wondering if a Utah meet-up group for company's using Gainsight in the area is something that has been done before? If not, would people be interested in coming to one if we were to set something up? It would be great to sit down with other company's similar in size to see how everyone is using Gainsight and to see if there are any insights that can be shared. Interested to hear your thoughts!
When aiming to drive module and feature adoption, you'll likely use some combination of emails and in-app messaging to your users. But how do you know if your engagements are effective in driving adoption? While there's no way to associate 100% of something to adoption, you can always find correlations. Take this use case for example to understand how you can correlate engagements with featuer adoption. [b]Goal: Our company wants to drive user and account adoption to Feature XYZ. Let's launch a dialog engagement to drive users to the feature.[/b] [list] [*]Engagement was launched on Aug 1st, and you want to measure the effects this had on user/account adoption [*]Run the "Feature Adoption" report for Feature XYZ two weeks prior. It appears that user adoption was 10% in the two weeks prior to Aug 1. [*]Now, run the "Feature Adoption" report for Feature XYZ for two weeks after Aug 1. It appears that user adoption is now 20%. [/list]This is one m
Something we've been curious about is how many users complete a whole workflow once they begin it. I found a way to help answer this question via Feature Adoption Analytics. The line in blue represents the first step, which is to view the page for creating an activity (one of our primary features). The line in green represents the final step, which is to actually create the activity. There are several required steps in between that I chose to not include here. If I wanted a more granular view, i.e., all the pages viewed and buttons clicked in between the first and last step, I would have chosen to answer this question in Path Analyzer. In this instance, we just wanted the bird's eye view of feature pull-through over time. [img]https://d1qy7qyune0vt1.cloudfront.net/gainsight-en/attachment/20190723_102202-ea3083d4-3a7f-4fc8-a868-42fa44033c5e-237450739.png[/img] If I wanted to remove the time component from the X axis, I could use [b]Audience > Funnel[/b] view. This vi
Hi there, As part of linking timeline to the health scorecard, i'd like to get a better understanding as to why capturing the client sentiment over time (which in turn produces an average score that summarizes the overall client relationship) is a best practice instead of capturing a "point-in-time" sentiment. Is there evidence based research on the topic of Customer Sentiment Analysis that either argues for or against a point in time metric. Thank you in advance, Jasmine
[h2]Creating products takes a lot of time. Make sure your efforts don't go to waste by following these six onboarding tactics.[/h2]If you’re in product management—or are involved with product development in any capacity—you know that feature adoption can sometimes be the most challenging and disheartening part of your job. You put all that work into a feature, but it’s just not resonating. The work doesn’t end once the product or feature is released. An equal amount of effort needs to be put into driving adoption to make the investment worth it for both your business and your customers. Check out the [url=https://www.gainsight.com/blog/6-strategies-to-improve-user-onboarding/]6 Strategies here[/url]
For the last few weeks, our Customer Success team has been sharing examples of how our customers are using our product with the rest of our company. We want to centralize the end user in our decision making and bring their real-life, in-the-wild use cases to the forefront. One feature that we have found to be very sticky is when users add video comments as a part of giving someone time-stamped feedback on their work. Our CS team was having a hard time identifying who was using this feature in a way that we could show the rest of the company. I just hosted a quick training with them on how to use GPX to identify Voice of the Customer opportunities for a particular feature. Under [b]Analytics > Features > Adoption[/b], I added a Feature filter for [b]Click Add Video Comment[/b] [b]greater than 0 times[/b]. I also set the time parameters to [b]monthly within the last 6 months[/b]. Once the view below was generated, I had them click on the [b]user count link[/b] to bring up the
I'm struggling with how the Gainsight NPS renders in Outlook. I really like the in-line response. but we also are asking a follow-on question and it's not obvious that the recipient should click on the highlighted number (see linked image). I've been told this is a known issue but has anyone found a good workaround? [url=https://tinyurl.com/npsissue]How it looks in Outlook (Office365)[/url]
[quote]You can use Retention Analytics and its different metrics to drive retention and growth. The ideal retention graph looks like a smile (curves back up) as customers re-engage over time. [/quote]Following are some tips to focus on, to increase retention and strive for the smile effect :) 1. Identify Product Growth Opportunities by: -Reviewing User retention for each segment of users -Reviewing different usage patterns and identify the ideal customer segment 2. Discover Product-Market Fit by: - Aiming for a flattened retention curve over time - Avoiding Line trending towards zero as this leads to a Leaky bucket problem thereby indicating that users are not realizing value through your product 3. Identify users with best retentions and view their product journey by: - Using the Cohort Analysis metric - For the above cohort, look out for feature adoption and common characteristics Armed with all this information, you now can introduce personalized product experiences to g
Hi everyone, We have recently moved to Zendesk to handle our support, Salesforce to handle Sales, Gainsight to handle Customer Success and Onboarding, and Acuity to handle training. We also use Pendo to collect Product info. Just wondering, for those folks out there that have several internal apps at play, do you have a team dedicated to the administration and implementation of these apps? Does your product or engineering team play a role given that coding is no longer required? We are considering have one person from each department handling admin and development of each app, but we feel that some sort of 'CRM Manager' who has oversight of internal systems might be necessary, for technical expertise, to keep cohesion and ensure best practice. Would be really interested to know how other companies are managing internal tools as I guess everyone is now moving away from in house solutions. Any insights or suggestions would be greatly appreciated! Thank you.
Hi All, We are working on our Parnter Success Managent program. It is focused on our Delivery Partners and helping them find success post licensing sale. We started about a year ago and our parnters are responding well. My current goal is to better define metrics to measure success. Please let me know what works for you or if you would like to connect for brainstorming.
Have you created processes around auto-renewal with multiple SKUs that may have different renewal ra
Would love to know what people are thinking in terms of processes and Gainsight configuration associated with them. A customer of mine has multiple SKUs and a subset of these get sunsetted every year. If they use automation, it is hard to define a programatic approach towards it because a CSM has to get on a phone and let the customer know that this option is being sunsetted.
Hi, not sure if this question has been asked before, or if anyone is has done this. We have our tactical measures on our scorecard and know want to get more strategic about interpreting the information. Basically do the measures we have on the scorecard really act as a prediction for whether an account will renew or not and to be able to use that dat with some certainty. So, I would like to look at scorecard trends and map that to when a renewal is due to see if there is any correlation between the account health at that time and the accounts propensity to renew and then look at this across a number of accounts/segments to see what trends we can see. It willalso help us to decide if we need to include other measures. I'm at a bitof a loss where to start - has anyone done anything similar? Anyhelp would be appreciated!
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