Delivering a remarkable and differentiated customer journey is vital to achieving business success. While many companies have taken steps to define the ideal journey for their clients, actually delivering that journey—both initially and at scale—is another story. Defining and operationalizing the requisite organizational changes can be very challenging, and can even require a full-scale cultural shift.

1. How to Define, Build, and Deliver a Remarkable Customer Experience @GetAmity @waterstoneMG
How to Define, Build, and Deliver
a Remarkable Customer
Experience
Neil Jain, @WaterstoneMG
Partner, Waterstone Group

2. How to Define, Build, and Deliver a Remarkable Customer Experience @GetAmity @waterstoneMG
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3. How to Define, Build, and Deliver a Remarkable Customer Experience @GetAmity @waterstoneMG
A strategic advisory and operations improvement firm focused on value creation in
tech
Waterstone Management Group
• Exclusive focus on technology and services sector
• Strategy through execution focus – expert led and results
oriented
• Emphasis on driving growth and operations improvement
agendas, particularly around subscription businesses
• Help clients create remarkable and differentiated customer
experiences that foster adoption, renewal, and expansion
− Customer journey mapping
− Customer Success charter, org alignment, and
operating model
− Customer Success ROI
− Technology roadmap
60%
work focused on
disruptive growth
opportunities – cloud,
big data/analytics, IoT,
M&A/PE value creation
175+
engagements with
50+ leading tech
companies over past
five years
10+ / 60+
PE firms / PE portfolio
company clients over
past five years
200+ / 100+
years
Team consulting /
operating experience
$8.5B+
in value creation
realized by clients
Recognized
Tech Leader

4. How to Define, Build, and Deliver a Remarkable Customer Experience @GetAmity @waterstoneMG
The Customer Experience Challenge
While many companies have taken steps to
define a remarkable and differentiated journey
for their customers, significant gaps often exist
between the “as-is” and “to-be” experience.

5. How to Define, Build, and Deliver a Remarkable Customer Experience @GetAmity @waterstoneMG
Today’s Webinar
We will cover:
• Why detailed journey mapping is critical to defining your desired customer experience and
identifying gaps between the “as-is” and “to-be” experience
• Five key focus areas when building the structure and capabilities needed to deliver your
desired customer experience
• Pitfalls companies face when seeking to operationalize the desired customer experience
• Accelerators that can help deliver results more quickly
Information to Help You Meet the Customer Success Challenge

6. How to Define, Build, and Deliver a Remarkable Customer Experience @GetAmity @waterstoneMG
Illustrative Journey Map Outputs
Operational
Imperatives
Charter Key
Initiatives
Key operational changes needed to
deliver on experience
Phased initiatives with clear charters to foster
effective execution
End-to-End
Journey Map
End-to-end customer journey vision with key moments
of truth defined
Actionable outputs are a catalyst for operationalizing the desired customer experience

7. How to Define, Build, and Deliver a Remarkable Customer Experience @GetAmity @waterstoneMG
1. "Try and Buy"
experience
• Rich and intuitive
virtual product tours
• Web sign-up for demo
request
• Trial account set up
right away
2. Simple purchase process
• Easy transition from
trial
• Simple product tiers
• E-commerce self-
purchase
3. Value-add services
offered
• Additional services are
known and easy to
obtain
• Training is offered
from the start
• SMEs are available
where applicable
4. Fast time to value
• Informative tutorials
• Intuitive interface
• Functionality
available right away
5. Seamless and quick
onboarding
• High-touch
customers are
introduced to
Customer Success
Managers early in
engagement
• Formal hand-off from
sales to steady state
support and services
• In app micro-
education
• Option to convert
demo into live
environment
• In-app embedded
training
6. Manage my service
anytime anywhere
• Central customer
portal
• Status review, add
new users, provision
added services, etc.
• Easy-to-use mobile
applications
7. I understand the value
received from my
products
• Product utilization is
reported
• Metrics are
measured and easy
to locate
8. Proactively anticipate
my needs
• Paths to drive user
adoption
• Regular education re:
update cadence
• Promote value of full
product portfolio
9. Access to self-support
features
• Provider managed
support KBs / E-
communities
• In-app help / training
• Video training
10. Clear and proactive
support experience
• Integrated entry
points to support
system
• Transparent
escalations
• Proactive outage
communications
• Multi-channel
support capability
11. Transparent and orderly
releases
• Clear comm. cadence
• Easy to adopt
releases
• Minimized down time
12. Quick and simple process
• Auto renewals
• Synced renewal for multi-
product portfolios
• Transparent comm. of price
escalation or service
modification
13. I am recognized as an advocate
• Positive NPS survey results
• Engaged with vendor on a
strategic level
• Active customer
participation in promotional
and business development
initiative
Buy Go Live Engage Enhance & Support Use & Renew
Output Example: End-to-End Journey Map
End-to-end customer journey vision with key moments of truth defined

8. How to Define, Build, and Deliver a Remarkable Customer Experience @GetAmity @waterstoneMG
Output Example 2: Operational
Imperatives
Phased Work Plan
Design & Build (Q1 – Q2 FY 2016 )
Key Milestones/Deliverables:
1. Storyboard of self-service demo for Retail
2. Demo deployment process defined
3. PS capabilities and value roadmap shared
4. Configurations and industry benchmark
data sets in place
Readiness & Rollout (Q3 – Q4 FY 2016)
Key Milestones/Deliverables:
1. Retail demo reviewed with 2-3 CAB
members
2. Demo script finalized
3. Provisioning and data set details piloted
and automation roadmap defined
4. Process maps validated and signed off
Key Design Points
• Self service demos will not be provided
• Demos will leverage industry specific configuration data as a starting point for best practices
• Configuration data used in the Demo will be made available to the services team, to jump start
the implementation (if the prospect becomes a customer)
• The demo will emphasize key service differentiators (e.g., guided help, best practice KPI
dashboard, etc.)
Key Outputs to be developed
• Static storyboard that conveys what the demo will depict (reference current demo collateral,
examples of best practice/requirements from other demo experiences, etc.)
• Outline of script to accompany demo that conveys the immersive experience (high level synch
of demo to key moments of truth)
• Initial outline of provisioning needs
• High-level process map to illustrate end-to-end provisioning of demo environment through
handoff to implementation team
Imperative #4: Develop an immersive experience from pre-sales through implementation (leveraging demos that incorporate
our domain/industry expertise)
Outline Roles / Skills / RACI
• Outline roles/responsibilities of Sales, Pre-Sales, Services, and Cloud Operations to delivery the
end-to-end experience
1
2
3
4
Key operational changes needed to deliver on experience

9. How to Define, Build, and Deliver a Remarkable Customer Experience @GetAmity @waterstoneMG
Phase
Functional/Workstream Leads
1 2 3BUY
1 Codify “Sales to PS” handoff process and tie into the sales closing process  Sales
2 Define new service tier style pricing structure for SaaS offerings, communicate with sales team  Product Management
3 Adjust comp plans for sales team to balance incentives for Cloud vs. on-premise sales  Sales
4 Build automated demo provisioning system and beta test with select strategic accounts  CloudOps
GO-LIVE 1 2 3
5 Redesign PS methodology & offerings to deliver faster TTV/lower price  PS
6 Enhance training documentation to be digestible and tailored by persona  PS
7 Build low cost on-shore consulting center with cloud focus and expertise  PS
8 Rebalance performance and metrics scorecard to emphasize throughput and customer success  PS
ENGAGE 1 2 3
9 Establish CSM team focus areas and target appropriate accounts  Customer Success
10 Develop 360 degree view of customer health (Customer Health Score/Index System)  Customer Success
11 Construct funding mechanism(s) to scale CSMs  Customer Success
ENHANCE & SUPPORT 1 2 3
12 Determine appropriate scaling of cloud expertise in the support structure  Customer Support
13 Adjust support workflows for smooth handoffs and managing end-to-end incident resolution  Customer Support
14 Facilitate shift to more self-service support via Knowledge Bases and video training  Ed Services
15 Adopt Scrum / Agile model for cloud offering development  DevOps
16 Streamline CloudOps and DevOps process and tooling  DevOps / CloudOps
17 Evolve customer support portal to support account mgmt. features  Customer Support
18 Establish Release Mgmt. processes to support a quarterly release cadence  DevOps
19 Expand support coverage further with global expansion (to be driven by overall globalization strategy)  Customer Support
USE & RENEW 1 2 3
20 Establish an auto-renewal mechanism for cloud offerings  Finance
22 Consolidate responsibility for renewal execution across offering portfolio  Finance
Output Example 3: Charter Key Initiatives
Phased initiatives with clear charters to foster effective execution

10. How to Define, Build, and Deliver a Remarkable Customer Experience @GetAmity @waterstoneMG
Scale
Considerations
Tips for designing interim and long-term metrics that
align with milestones during the roll-out
Five Key Focus Areas
Technology
Evaluating technology options; considerations for
justifying technology investments
How to structure pilots to quickly test design ideas;
how to design for scale
Role Definition
Pitfalls around roles and responsibilities across
Sales, Services, Customer Success, and Support
Segmentation
Applying new segmentation criteria to your existing
customer base: rollout and communication
Measures
1
2
3
4
5

11. How to Define, Build, and Deliver a Remarkable Customer Experience @GetAmity @waterstoneMG
Role Definition: Pitfalls & Accelerators
Pitfalls Accelerators
• Loosely defined / unclear RACI that
fails to communicate how customer
experience is managed through
lifecycle
• Customer Success managers serving
as extension of Support function
• Failure to leverage full team: missing
opportunities to leverage executives,
developers, etc.
• Internal and customer-facing
collateral that clearly conveys
functional roles and dependencies for
delivering desired customer
experience
• Customer Success managers
positioned as owners of adoption and
retention (org alignment, metrics in
place)
1
Roles and responsibilities across Sales, Services, Customer Success, and Support

12. How to Define, Build, and Deliver a Remarkable Customer Experience @GetAmity @waterstoneMG
Segmentation: Pitfalls & Accelerators
Pitfalls Accelerators
• Complex segmentation criteria
• Not sticking to the rules
• Leveraging changes in segmentation
assignments as a trigger for re-
engaging with customers
• Customers who are moving up
• Customers who are moving back
2
Applying new segmentation criteria to existing customer base: rollout &
communication

13. How to Define, Build, and Deliver a Remarkable Customer Experience @GetAmity @waterstoneMG
Scale Considerations: Pitfalls &
Accelerators
Pitfalls Accelerators
3
Structuring pilots to quickly test design ideas; how to design for scale
• Failing to treat different customers
differently (lack of defined,
implemented segmentation schema)
• Failure to launch: over-engineering
1:many (“tech-touch”) campaigns
• Designing and executing in-market
tests to inform adoption and retention
practices (campaigns, triggers, A/B
tests, etc.)
• Systematic use of defined playbooks
to manage and predict engagement,
upsell, at-risk customers, etc.
• Treating Customer Success with a
product and services paradigm:
applying an actively managed
roadmap

14. How to Define, Build, and Deliver a Remarkable Customer Experience @GetAmity @waterstoneMG
Technology: Pitfalls & Accelerators
Accelerators
• Narrow definition / scoping of a
Customer Success platform
(failing to promote cross-functional
benefits)
• ROI-centered analysis – with explicit
benefits quantified for functions,
including Sales, Marketing, Support
Pitfalls
Evaluating technology options and justifying technology investments
4

15. How to Define, Build, and Deliver a Remarkable Customer Experience @GetAmity @waterstoneMG
Measures: Pitfalls & Accelerators
Pitfalls Accelerators
• Over-instrumentation: too many
measures
• Cascaded metrics that drive customer
experience-centric behaviors across
all functions
• Behavioral metrics that reflect
organizational maturity (growth)
towards customer experience
Designing interim and long-term metrics that align with milestones during roll-out
5

16. How to Define, Build, and Deliver a Remarkable Customer Experience @GetAmity @waterstoneMG
Build a Remarkable and Scalable Customer
Experience
• Define your desired experience by crafting both the ideal end-to-end journey
centered on moments of truth and an operational roadmap based on actionable
outputs
• Follow roadmap to close gaps between your “as-is” and “to-be” experience
• Focus on five key areas identified today to achieve success now and at scale
• Avoid common pitfalls when building the structure and capabilities needed to
deliver your desired experience
• Tap into accelerators to get results quickly

17. How to Define, Build, and Deliver a Remarkable Customer Experience @GetAmity @waterstoneMG
Let’s Continue the Dialog…
QUESTIONS?
Neil Jain
Waterstone Management Group
+1 (312) 508-6163
njain@waterstonegroup.com
www.waterstonegroup.com
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18. How to Define, Build, and Deliver a Remarkable Customer Experience @GetAmity @waterstoneMG
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19. How to Define, Build, and Deliver a Remarkable Customer Experience @GetAmity @waterstoneMG
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20. How to Define, Build, and Deliver a Remarkable Customer Experience @GetAmity @waterstoneMG
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