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Similaire à Feedback for Customer Success Teams Webinar
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Feedback for Customer Success Teams Webinar
- 1. © 2015 Waypoint Research Group, LLC Cut through the Cobwebs: Using Customer Feedback to Drive Customer Success Speakers: Paul Piazza VP Client Services ShiftPlanning Ashley Nicholson Manager, Client Services ShiftPlanning Steve Bernstein CEO Waypoint Group
- 2. © 2015 Waypoint Research Group, LLC How Customer Success Teams can Use Customer Feedback Agenda: Why feedback is different for B2B How & Why ShiftPlanning uses feedback Results! From a CSM’s perspective Across the organization
- 3. © 2015 Waypoint Research Group, LLC Old-style Survey Programs Are Difficult To Action Anonymous Aggregated Lagging We must think different about feedback
- 4. © 2015 Waypoint Research Group, LLC More Than A Score: Individual Accounts Are Building Blocks to the Aggregate
- 5. © 2015 Waypoint Research Group, LLC There is No Singular “Customer” in B2B Account Manager Sales & Pre- Sales teams Consultants Front-line Support Legal / Billing / Contracts Your Firm Decision Maker (CxO, VP) Department Managers Power Users IT Legal / Purchasing Your Customer Buyers are often not the End Users! Complex Relationships That Change Over Time
- 6. © 2015 Waypoint Research Group, LLC ShiftPlanning – Why A Feedback Approach? Customer Needs Product Improvement Reduce Churn Actionable Reports Improve Relationships
- 7. © 2015 Waypoint Research Group, LLC ShiftPlanning – How we use feedback in customer success Open the conversation with a questionnaire Direct replies Follow-ups uncover root cause Alerts go to the CSR • Immediate Detractor follow-up • Request for Contact Escalate & share insights
- 8. © 2015 Waypoint Research Group, LLC Understand Customer Relationships Are we a… Product Vendor Solutions Provider Strategic Partner?
- 9. © 2015 Waypoint Research Group, LLC Proactive instead of Reactive ID Detractors early and make changes before renewals Example of Feedback in Action 100% Health score doesn’t guarantee renewal
- 10. © 2015 Waypoint Research Group, LLC Able to retain customers well before churn Results from Feedback Activities • VoC for many different departments: • Marketing • Targeted outreach for participation • Not over-asking same people • Product • Can understand Value vs Product Feature vs NPS • Know where to pull the right levers
- 11. © 2015 Waypoint Research Group, LLC Define “Peer Group” Segments that Align with Go-to- Market Execution Know your audience Defined by the go-to-market strategy B2B: What is your definition of “Promoter” Define “peer groups” of accounts Tier
- 12. © 2015 Waypoint Research Group, LLC Which Accounts are Most At Risk? Best Up-Sell Candidates? A “Promoter” high-value account…What is different in this use case? Are they on Marketing’s radar? A Silent, high-value account… why are they disengaged? Will they churn? “Detractor & Passive” accounts spending far less than their peers and unhappy… What
- 13. © 2015 Waypoint Research Group, LLC How Strong is Our Company’s Relationship with an Individual Account? Reveal the sentiment of individual contacts in an account Non-responders may be “passive-aggressive!”
- 14. © 2015 Waypoint Research Group, LLC What areas should an account team focus on within an Account? This account has lower perception of “Success” and “Training” than similar accounts
- 15. © 2015 Waypoint Research Group, LLC What are “B2B Customer Insights?” Top 5 Questions You Should Answer With Confidence 1. Which accounts are most likely to churn? 2. Where are the best up-sell / cross-sell opportunities? 3. Where are the optimal improvement opportunities across the business? 4. Who are our biggest advocates? 5. Are we truly improving our customers’ experience and success?
- 16. © 2015 Waypoint Research Group, LLC Ask the experts – Send us your questions! Q&A Time
- 17. © 2015 Waypoint Research Group, LLC Download the eBook: Want More Insights? Visit: http://bit.ly/getmoreROI “Essential Questions to Get More ROI from a B2B Feedback Program”
Notes de l'éditeur
- Sabrina to moderate and intro speakers
- Sabrina to intro agenda
- (Steve) For most companies this hasn’t worked. Surveys have often been run by market research folk with different objectives (more about go-to-market strategies). Our objective is different, therefore the way we execute will be different. To begin, old-style survey programs have been difficult to take action on. In the past, in the best case, you’d get a decent looking report like this one that shows you who responded to the survey and what your customers think about a particular topic. But we all know it often ends up in a black hole and you never hear the results or what they did with the data. That is, you are often getting data from people that are often not involved in the purchasing decisions. Or even worse, you often get feedback from an ‘anonymous’ group so you don’t know exactly who said what. They tend to aggregate the data, so you can’t see individual responses. And they give you a rear-view mirror perspective – they don’t show you what’s coming up, but instead they often focus on the past – what did the customer think about the recent service transaction? Or what did the customer think about the services you’ve performed in the past? If you’re like most sales or account managers you don’t have time for this. It may be somewhat interesting, but it doesn’t help you make money. To be effective and deliver value, consider a program designed to provide value to sales or account management (CSM) folks – so you can get your key customers engaged. This process leads to more increased sales rates.
- By Contrast, We Need To Focus on the Individual Accounts Think about the parts, not the whole. Know that the aggregate is built by individual customer accounts. And individual customer accounts are built by individual contacts. We MUST understand the building blocks before we can understand the whole/aggregate. If we’re not inviting the right accounts to provide feedback, we’ll never be able to build our “house” (company). [CLICK] And we need to share the information about the account with the account team. When run by market research department they don’t think about individual accounts. They are used to thinking about stats and margin of error. But we can now understand the sentiment of individual customers and contacts. The account team needs to know if the account is happy or not. And notice the empty chairs… what happens if the account is “silent?”
- Now let’s look INSIDE each of your customer accounts. Managing these account relationships is complex. Your structure may be complex, particularly with a large, strategic account that interacts with many people from your firm. You probably have multiple employees – from support, consulting, sales, accounts receivable, etc -- touching the customer and impacting their experience and their loyalty. On the customer side you have both decision makers and other influencers from different parts of their organization. Their perception of your performance can impact future buying decisions. Even the end users, who experience different types of interactions such as your support organization and billing processes – can influence decisions. Knowing who they these people are and what they think is the critical part. So you need to identify these people and get their feedback. People talk, and you need to know what they are saying. Yet, most companies rely solely on 1 person’s view of customer satisfaction and loyalty, and often it’s through rose-colored glasses. People ask each other inside your firm how things are going with the customer. This complexity can lead to a limited view of the account relationship as assessment of each of these key areas is performed by the account team members. Paul to chime in with how they have small and large accounts…how they deal with this. Ie, Resto owner, enterprise accts Role of people within the account – Owners, Employees, etc. Ashley to chime in here. Must know how they interact with company
- (Paul) Feedback from a high level: Why wanted to incorporate feedback with the CS team - Understand Customer Needs and Wants Drive product Improvement Reduce Churn Improve customer relationships How to do that – Actionable reports with TopBox Evaluated other vendors Making the data usable across the company
- How ShiftPlanning uses feedback- (Paul & Ashley) Open dialogue Direct replies – sometimes don’t even reply to survey, just reply to the email. Conversation starter with customers. Get the symptoms from a survey, not the root cause – comes with conversation Alerts to the CSR Followup with Detractors immediately Requests for Contact Escalating the alerts for the right people for more in depth conversations Partner conversations Verbatim feedback used to prioritize action, goes to Product & Marketing teams
- The “Parity Report” Example of 1 way look at customer relationships – Is there a gap in the relationship – they want us to be a partner, but we’re a vendor currently. If they see as a partner, not going to churn Can look closer and filter only Detractor responses, see who exactly said specific answers and use that in the follow-up conversations. Promoters who see us as Partners are perfect candidates to send over to Marketing for references because they want to work more closely with us
- (Ashley) Visibility into customer responses and open up the dialogue What exactly do you want/need? How can we work together to make it happen Detractors – can identify it earlier and make a change. Way more proactive! Example: Client with 100% health and came up as a Detractor. During the conversation, she unloaded her unhappiness, which previously was unknown. If customer has 100% health, normally left alone because considered healthy. Without this feedback, they wouldn’t have known they were having issues! Could have been ripe for a competitor to come in She didn’t have a specific report she needed, Offered her a custom report – now have more open communication and is a successful account. ROI already recognized with this first feedback wave. Need to be able to triangulate the metrics and hone in on what the customer needs.
- (Paul & Ashley) CSM’s prepared with insights from verbatims, going into customer conversations > informed Quick responses Customers impressed, have shared their delight Now know if customer wants to be a “partner”, able to ask specific Promoters if they’re interested in being a reference, participate in case studies Don’t have to reach out to the same people all the time Have so many different verticals to tap into, can target people more strategically Example: CSR casked Ashley – I need a reference for a veterinary hospital. Immediately has specific people to point to to start up conversations Tie this back to Product – What are people using more in the product. Reporting was a big feature ID’d in the feedback, hosted a webinar and was largely attended
- ONE SIZE DOESN’T FIT ALL -- Segment is the whole journey… This can easily be a whole ‘nother webinar. In short: When you are doing your linkage analysis you need to be sure you are organizing the results the way your audience works. If you are meeting with a VP for a specific product, they want to know how they can improve the sales (and maybe profitability) of their product. If you are meeting with a Sales exec, they want to know how to increase Sales in their accounts Map to Sales strategy Consider your customers’ buying process What contacts are typically involved Consider roles Establish rules to determine account health Minimum set (number) of contacts responding Where does your audience want to set the bar? “High Scoring” account examples Account NPS > Average # Promoters > (Passives + Detractors + Non-responders) What is the value of Silent Accounts (by segment) Maybe not just think about exec decision maker since feedback often bubbles up Can model, then a year later back-cast to see how well it worked
- Notice someone hasn’t responded, can approach someone else within the account, “Hey how is Nancy, she didn’t respond to our feedback request” Maybe he says something is up personally, and in the next conversation, be more sensitive to her situation. Really helps to show who to ask for specific things and have the context for conversations. Ashley’s story: One detractor in the account, asked whats wrong, everyone else replied “Oh no! She will never give you a good response!”