Do Your Customer Programs Drive Success, or Just Check a Box?

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Welcome back to track one our afternoon sessions have begun

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Once once again, just want to remind you to throughout the course of the

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presentation

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Please go ahead and navigate into your app and any sort of Q&A or any of the sl

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ido poles that our presenters will have

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We'll be active through that so make sure that you're engaging through that

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With a topic that is absolutely going to bring you out of the post-lunch sl

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umber and keeping in theme with these

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Scaling CS working smarter not harder one of the things we want to make sure we

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're doing is not sacrificing

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Quality with quantity and I think that our next presenter Shahar Abarami

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VP of product strategy at ever after is going to be touching on some things

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that I think are going to be incredibly helpful

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So please join me in welcoming our next speaker

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Thank you, thank you

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Hey everyone

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I've never been to a backstage and that's really that's really interesting to

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be out there

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Everyone so I'm Shahar. I'm VP product and strategy here at ever after I have I

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have I have I had the same slide

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Last time that I was presenting I just had to change the nine to ten years of

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experience in the customer success

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Operations domain I've established success operations and revenue operations to

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companies and in the past four and a half years

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I've had the opportunity to work at ever after I

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Owning the product and strategy department over there and in my personal life

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And this is again a slide from last year. I'm a proud father of Maluma. Maluma

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is my cat and here's a better picture of him

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Just so you can see his super fluff and super fat and like the most adorable

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cat

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All right for those of you are not familiar with ever after

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So we allow you to build

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Digital first customer program customer facing program that can help you scale

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efficiently

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We help companies such as yourself deliver those

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Interactive and collaborative programs to empower your customers throughout the

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life cycle stages

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Our customers such as sales loft report that they were able to save their

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customers 10 times

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10 hours per implementation and they were able to save three hours a week per

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rep to provide more valuable conversations with the customers

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And just on top of that we have all of the core components that you need in

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order to productize

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Your programs we actually have a booth right across this this track

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Area so happy to discuss it further

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For today's session. I'm going to start with a story about a fictional AI every

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every image that you will see here

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Was was done by AI?

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So Michelle is a CCO at a 700 people company and they just had a board meeting

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and the board said

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Okay, we have a big issue. We have to reduce the churn. We have to increase

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options. So Michelle thought how could she?

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Fix that so she approached to her team and said okay

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We're actually going to do now success plans. We have a problem with our upsell

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s and

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Rising churn we need to start doing success plan. That's the way that we're

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going to tackle this issue

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So Chris from RevOps said no problem

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We're going to build it on top of a salesforce field

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So he created a field it called it a success plan and then they were able to

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track the successful on this field

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And then Donna which is a director of CS said

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It's too small we need we need the option to add a bit more details to the

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success plan

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So Chris said no problem. I will build a salesforce object

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So he created this a Salesforce object called success plan and then Rahul which

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is the CS team leader said

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You know, it's not flexible enough. I need I'm going to create an Excel

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template for my team

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So my team will run their success plans on this excels budget because it's just

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more flexible. It's more convenient for me

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And then CSM's from Raul steam said no problem, but

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Each customer is unique. We need to rebuild it for each customer independently

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So each CSM for each customer created their own version of this

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Success plan

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And then after that role took a look at that and said we're not really getting

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the results that we need

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Maybe we should share it with the customer

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So they share it with the customer

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After a while the CSM team also said that

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Customers are not really engaging with with this plan and it creates a lot of

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manual work for us

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so I'm

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Going to share it only with my top customers because I can't afford to do it

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with all of my customers and

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Then we shall our CCO took a look

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at the results and

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Upsells were not improving and churn were not reducing

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So she basically concluded and said that this assessment just don't work

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They're not giving us what we wanted. So they shut down this this plan

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So obviously this is a made-up flow, but if we look at the thing here

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I don't know does this look look familiar and it's not like Michelle didn't

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have the right objectives in mind

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Right, she had super super powerful

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Strategic metrics to improve and I'm sure that all of you here and remember

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this flow. We are going to return to it

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And I'm sure that all of you here are being measured on critical business

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metrics

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But the thing the thing is that your goals are not really yours

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Your goals rely on the fact that your customers will achieve

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their outcomes

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Because when customers achieving outcomes we can better achieve our goals

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But for our customers to achieve outcomes, they need to do stuff

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Right, they need to act they need to do stuff. They need to do a lot of

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different activities in order for them to achieve their outcome

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So we can achieve our goals

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But to add to the problem

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your customers and probably yourself

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Toggle roughly around 1200 times each day throughout different apps that you're

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using and

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We all suffer from a swipe culture mentality. We only do stuff when we really

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know what's in it for us

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We have a short attention span and to add on top of that. We have so many

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different options to choose from

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So with this sea of different toggles and different apps that we need to work

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on each day

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We need our customers to take action and that's difficult. I don't know if you

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can relate to that, but that's that's difficult

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And just when I say actions

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There are a bunch of different actions that customers should should take

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whether it's to share their goals with us to train additional team members to

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perform

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integrations to check usage as all bunch of different

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activities and actions that your that you need to inspire your customers to

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take

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But then we have this customer journey map and we have the the lifecycle stages

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and

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When we take a closer look at the traditional lifecycle stages

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We basically understand that they say nothing about how our customers should

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act

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So the first concept of the first framework that I would like to introduce you

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is the next best action

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Matrix that if we zoom in and if we take a closer look about the stages of the

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lifecycle

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And we breaking down by the main personas that we're working with decision

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maker

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Champion and user we can identify a super strategic action that we need to

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inspire

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Each persona at each stage to take so let's take the champion for example

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throughout the sales process

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I'm sure that your

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Sales team need to work with the champion in order to build a business plan

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So decision decision maker could decide that okay, let's go with this tool. So

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a deal could be closed one

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On the pre-kick off we need the champion to help us to coordinate the project

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plan so

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This high-level action takes a lot of small actions in it after that during

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onboarding

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Maybe we need the champion to help with setup with integrations

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post onboarding we need them to do a lot of monitoring optimization and

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When it's time to expand the contract we need them back again to help us to

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build a business plan that others could approve

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And if we go to the decision maker so they have a we we need to work with them

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on other

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Strategic activities and for end users that as CSM's we don't always really

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communicate with

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But there are still a lot of stuff that we need to inspire them to do

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so

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All of this

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Basically tells me that we need to find a system in place

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We need to find a system that for each stage each persona will be inspired to

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do the right action that we need them to take and

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All of this long introduction

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I was here to say that I believe that the system that you should all be

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considering intake are the customer

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Programs that you work with your customers on because when you focus on the

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right programs you inspire the right actions

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You help them to achieve their outcomes so you can achieve your goal

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So this is the easiest way to link between

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Your customer your business to achieve your business outcomes

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Just for us for all of us to be on the same page when I say customer programs

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This is a definition that I like to use so customer programs are those

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structured initiatives

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designed to inspire

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customer actions throughout the lifecycle to help you to achieve business

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outcomes and

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There are many types of customer programs that I'm sure that all of you already

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manage

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I don't know if you consider them as programs, but I think that

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We should consider them as programs and unlike saying that we have customer on

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on boarding post on boarding an adoption

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We could actually zoom in to what type of programs do we need to have at each

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stage?

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So for example doing on boarding you could run and you should run multiple

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programs from

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Pre-kick of questionnaire on how you get all of the information that you need

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even before customers start

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So you get a head start on their implementation plan

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Obviously the way that you implement your customers on the implementation plan

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is another type of program

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that you should be focused on

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other programs Academy user on boarding and ever on boarding which is a great

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term that I learned from one of our customers

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sales lot that that

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They consider how they on board an existing a new admin to an existing

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organization

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It's different from like a complete new on-boarding

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Post on boarding we also have all bunch of different programs from the success

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plans that we're doing with customers

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Business is usual renewal management CSQL how we upset customers how we upgrade

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customers all bunch of different programs

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If you take a look at your sales team

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So under the sales effort there are a lot of other programs that they're doing

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from the room from mutual action plan how how

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Which programs they use in order to help them to close more business and also

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your customer marketing team should have many

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Different programs, so we are now at the stage towards the end of the year

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So we are now working on our end of years spotify like wrapped that we will

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share with our customers

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So it's a program with different objectives and different perspective

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Unfortunately as you can imagine I don't have the time to review of all of the

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different programs

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Do recommend that you will download this full menu with it has all of the

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different programs that you should be considering

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With with some some additional information on that and I'm I apologize in

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advance

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I really like you ours and I really like us as you will see a bunch of

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different QR's in this

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presentation and

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The reason that we have so many programs because I think it's worth mentioning

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why we need so many programs

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Similar that your product has different modules and different features to

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provide more value to your customers

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so customer facing teams need to have many programs to deliver more value to

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the different personas that you work in on and

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I have so many screens here, so I'm not sure what you see now on the screen.

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Yeah, so yeah

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And by working on more than 1,000 programs with our customers

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I think that we are in a good shape to identify what's the difference between a

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good program and a not-so-so-good program and

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It's not necessarily the amount of money you invest in the program or the

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resources you allocate or the time that you allocate for that

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It mostly lies on the awareness on what makes a program successful

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and as we approach 2025 and

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In case that I did a decent work to proving that customer programs is something

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that you should be at least considering

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towards your 2025 strategy I

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Would like to offer you three approaches that you should consider taking

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based on your the stage of your company and base of your

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Attention that you can allocate for that

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So we're going to review together

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three different models that you could three different approaches that you

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should take

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From the very initial quick wins that you should start tomorrow to the more

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mature level of how to choose the most impactful program

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To rely on and how to actually productize it like as a roadmap that you should

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be you should be heavy

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so

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In case that you are limited in resources and you don't have the capacity to

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fully invest in productizing

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customer programs

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I would recommend that we will focus on the most important thing how we can

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make our customers act and how we can inspire our

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customers to take action so in this short

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Step we're going to talk about the connection between all of the things that we

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need our customers to do and all of those

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Attention grabbers that prevents our customers to do so and we're going to talk

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about the motivation

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Which is how we could actually help our customers act

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so this part of the presentation I really really like because

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Every time that I that I talk about that people can understand how they could

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actually start tomorrow to use that

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so so we're going to talk a bit about motivation and

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Whenever we are being asked to do something we have a different motivation

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level to it. Let's call it

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We have motivation level

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But in some cases and I hope we see it well

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We might hit a friction

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So there's like this friction mountain that in some cases will prevent us from

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achieving what we wanted to achieve

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and the example that I like to to bring here as

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As an Apple fan or soccer, I don't know I really like all of Apple products

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So every time that they there's a new iPhone in place, I'm super motivated to

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purchase this new iPhone

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They have like those really nice ads and it looks really really good and they

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have an amazing landing page

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So I'm super motivated to purchase the new iPhone and then it could be that

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they're out of stock

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It could be that the nearest Apple store is like 50

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Kilometers from from my place. It could be that there would be a big queue over

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there

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So there are things that could prevent me from purchasing this new iPhone

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But what Apple is really really good at?

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They are working on how they can increase the motivation of why you should

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perform this action

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But they're really reinvesting in how you how they remove any friction that

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Might prevent you from doing so so you can pre-book it you can have a free

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delivery

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You can have it online. There's like a really nice garden like feeling when you

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're into there. So

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The same goes for any action that we need to do in our personal life

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We have a motivation level and we have frictions when the motivation is higher

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than the friction

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Then we will do we will perform the task

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So our mission is to help our customers to really really understand why they

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should be doing what we ask them to do

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And we should work on removing any friction along the way

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So obviously we're not talking about a physical store

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So we need to find digital ways to inspire our customers to take the right

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action

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So the good thing is that there are proven elements and as a product leader

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I can share some of them with you to increase the motivation and to remove the

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friction and there

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Really really so many different UX elements. I'm going to share only three

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today with you

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And then we will move forward to the more advanced stages of the framework that

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I will be presenting

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And what's good about the three elements that you will see today is that you

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could literally start tomorrow

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practicing them in your day-to-day work with your customers

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So let's say that I have an implementation program in place that I need my

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customer to perform a lot of different activities

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in order to be implemented successfully

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if you were my customer

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How many of you would prefer that I would send them option number one as the

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implementation plan interface?

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I don't see it, baby. It's because of the light. How many of you would prefer

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option number two to start with?

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Yeah, more hands

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So you're not alone here. So this is an actual proven

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Psychological element that is called sequencing that basically means that

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whenever we approach a very complicated

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task

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When this task is being broken down into smaller tasks, it makes us easier for

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us to start with

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So we did an experiment on an ever after interface and we try to basically give

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one group a

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shorter version of the task plan and then the other one a longer version of the

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task plan basically the

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The one on the left you will see that we will share the step two right after

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they finish with the step one

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And we wanted to check how fast it take them to start

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So we actually saw that when we have

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smaller tasks to complete it makes us it makes it easier for us to start with

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So this is something that you should really really start tomorrow instead of

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making your customers your project managers because they're not

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You could just curate what are the most top five or ten action items that they

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should be taken at every stage

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After they will complete with the first one you will reveal the second batch

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and after they complete this one you will fit

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You will share with them the other stage

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Another thing or another cool research that that was done in

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2006 by two researchers

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They wanted to check how to motivate customers to be more loyal so they didn't

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experiment with like a car wash

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Punch card so for one group they gave a card with eight

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The ninth car wash would be for free and the other group they gave a similar

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Loyalty card, but they had they had to do 11 car was 10 car was a washer sorry

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and get the 11 for free

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The only difference is that on the second option they already like pre stamped

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to car washer so eventually

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Both options

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Customers were supposed to complete eight car washes to get the nine for free

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and then they wanted to check the difference between how fast or how many

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people complete each each version and

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The results were I think pretty pretty phenomenal because

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19% from the second option completed the loyalty card

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compared to only 10% from the first one and

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The progress that we see here was not real right it was just like it was an

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artificial

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progress, but what's

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Really really nice about this effect that is called the progress effect that

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says that we are more likely to complete tasks when we see

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progress

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That the great thing about that is that even if this progress is artificial and

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We also did this experiment

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So we wanted to check this progress effect in our data as well

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So we gave one one one group

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At least of five tasks where the first one was already

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Pre-populated pre-completed and it's just like a like a phantom task started

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onboarding with funnel pro

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Which is a made-up company that we have and the second option

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They have four tasks to complete and you can see here the difference I

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highlighted in yellow and

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We actually saw that

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The one with the artificial progress

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12% faster to complete than the other group

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So this is another thing that you could actually start tomorrow even if you

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send emails to your customer

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they're already stuff that they did so you can just cross them and

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Mark some previous action items as as completed

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So

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The last effect and then we're going back to the more advanced options that you

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should be considering

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And and for that and this is again a slide that I that I like as it always make

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people smile that I show some some puppies and some cats

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and

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It's it's it's cute

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When we are in a good mood

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we are more creative for problem solving and

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Then we can work towards more complex

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Things and it's not just about putting gifts and emojis in front of your

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customers

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It's actually think about how they experience stuff. Is it statically pleasing?

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Is it clear? Is it cohesive in order to make them?

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Act faster

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So another experiment that we did for one group

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We just provided the never after interface for the other group we provided an

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interface with a welcoming pop up and to the third group

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We provided the interface with a welcoming video that we created just to

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welcome people to this interface

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What's what they can achieve with that?

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And then we wanted to check few interesting stuff and we saw that comparing to

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the non pop-up version

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The one we just like the explanation pop up 12%

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Faster to start and the one with the video which is even more engaging

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We saw that it was 19% faster to start comparing to our control group

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So what it means for you tomorrow morning that you should be looking at all of

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your emails all of your templates all of your

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Presentation that you share with your customers and just make sure that they

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are visually appealing. This is

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one

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Recommendation that I invite you to take and the other one is basically to

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celebrate

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Important milestones try to be pleasant and surprising to your customers

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because it creates this momentum of of doing

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and

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As promised the second QR here in this presentation

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Unfortunately, I only had time for three before I moved to the next stage, but

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I created a

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Page with 40 other quick wins that you can start practicing tomorrow with your

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customers with your different interfaces

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And if you choose to cross the line between just inspiring customers

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Towards how to make and look how to take a look at your customer programs to

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build them in a more effective and scalable way

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then this part is for you and

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You might be

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Overwhelming all bunch of other activities that you should be doing and you

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only you might only have time to focus on one program

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So just for that

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I would like to invite you few few criteria that you should be considering when

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you focus on the most impactful program

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Because it's very easy to say that we will do all of those other programs

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But it's really important to understand that the program does make sense for

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you as a business

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So you should be looking at what metrics obviously you're interested to improve

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So as Michelle wanted to improve to reduce churn and to increase upsells. So

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this was her motivation of of the successful program

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And from the other end you should be considering what are your current

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challenges that you're facing

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Also, what is the organization stage that you're at?

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How many customers you have what is the volume of customers because if you have

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for example a very very low touch

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Customer base and you have a lot of fun boarding to take care of every month

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Maybe this is a program that you should be focusing on and also the touch model

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Also created and I'm sorry about that. I really like QR

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So I also created a free assessment that after you submit few questions

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It provides you with a recommended recommended programs that you should be

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considering and

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Let's say that you do want to take to take it to the

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To create a roadmap out of your customer program strategy

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So I would like to to offer you few points to take a look at

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Going back to Michelle's flow here. I

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Wanted to check together with my AI

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Customer success team my made up customer success team

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What happened because they did they were able to do a lot of good stuff, right?

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They knew that the successful and is a program that should be managed

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They knew that they wanted to capture the plan in a way that will allow them to

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track and learn

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They knew that each customer needs to have a slightly different version of this

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success band and they even understood that

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Customers should be a part of that

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But still according to this made up flow that I had

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this program wasn't set up for success and

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I'm curious to understand why so let's explore together and for that

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I'm going to wear my product management hat and I'm going to offer to take a

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look at this program as a

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Product because if it's a product we have proven methods that we should

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consider to make sure that it actually

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works as expected

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When you productize your programs and in a moment we will have

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definition of that it gives you more control and predict predictability on the

27:53

outcome of this program and

27:55

Productizing the programs basically

27:59

means to transfer them into repeatable

28:02

structured and scalable offering and for that we're going to borrow a lot of

28:08

product management principles such as research and

28:11

Release method and research and all bunch of other

28:15

stuff and

28:18

We work with our customers on a framework that I think that

28:22

No matter how you productize your programs you should be considering and

28:28

And it's a it's very similar to how you develop the feature or how you develop

28:33

product

28:35

Basically, it starts with understanding the business needs of this program

28:40

Why are we even doing this program to begin with and then we do a discovery

28:45

what we know?

28:45

What are the issues that we have in what what we're here to solve?

28:48

We design the program in a way that will be engaging and scalable and efficient

28:53

to us

28:54

And then we actually develop it on the relevant interfaces even if it's Excel

28:59

email ever after whatever platform that you should that you choose to use

29:02

To productize your program after that we test it with a handful of customers

29:08

Sorry, we test it internally like a uat testing to make sure that the program

29:13

works as expected

29:15

For example, if you're doing an onboarding program, maybe you should give it to

29:18

a new CSM in place

29:19

Just so he could be or she could be the better testers of that

29:24

Once it's ready to be to to be put in front of customers

29:28

We usually do like a small pilot after that. We do a full rollout and many many

29:33

customers think sorry many many companies think that once a

29:37

Product is sorry once I we did we achieve the full rollout the work is done

29:43

Unfortunately, I will say that it's not done because then we need to measure it

29:48

and then we need to optimize it

29:50

And we have to remember to allocate resources for that as well

29:54

by the way the QR that I didn't mention that you see here and

29:58

Basically a lot of this presentation is an executive summary of a free master

30:04

class that that we have about this

30:06

concept of productizing customer programs the next cohort starts next Wednesday

30:11

if I'm not mistaken so

30:13

Feel free to join feel free to send it to your team

30:15

We had companies that did it as a team activity and it's just really takes the

30:20

concept of how you should productize programs and twin

30:23

The way that you start with your programs is is really core to the success of

30:32

that

30:32

So I do want to provide you

30:34

some best practices on how you make how you can make sure that the program is

30:42

Effective and for this I have this program effectiveness model that you should

30:47

take the programs and run by this

30:49

Effectiness model just to make sure that it makes sense for you and it goes

30:53

like this. We run a specific program

30:56

So our audience decision maker champions users can achieve something lists all

31:03

of the different activities that you need this program to achieve

31:06

So when they perform this act these actions they could actually achieve

31:10

something so you can achieve something and

31:13

If your program and if you take the program in this framework and you feel

31:19

comfortable with that that it means that it's

31:20

It's designed to be more effective. So you should continue with that. So let's

31:25

just take an example

31:26

We run an onboarding program for example

31:31

So our champions can complete all of the integrations and to ensure that the

31:36

team starts to use the product effectively

31:39

So those are the different activities that they need that we need our champions

31:43

to do because when they will do so

31:45

They could achieve initial success and realize the value of the product in my

31:50

example

31:51

Because when they do so we can reduce our time to value

31:55

And now I'm going to run Michel's objective on this

32:01

Program just to make sure if they got got it all right

32:05

So we run a success plan program

32:08

So our champions for example can define strategy and review performance metrics

32:13

So they can optimize their use of the product so we can increase expansion and

32:17

lower churn

32:18

so I

32:20

Really really encourage you to do this framework because it gives you more

32:25

focus on how you should design the program because if you

32:29

Put in writing the different activities and the different results that you

32:33

expect this program to have it increases the chances of this

32:37

program to actually be

32:39

To actually achieve what you wanted

32:42

And then as much as I'm not able to do all of to review all of this flow

32:49

But I just want to show an example of how the design and develop stage

32:54

Could look like so if we go back to Michel's

33:00

Success plan

33:02

Objective so by the way we remember that it wasn't scalable because they had to

33:06

manually work on it for each customer

33:09

Therefore, they only chose it for their enterprise customers customers were not

33:13

really engaging with that

33:14

So it it created a lot of work for them and it was externally to their CRM

33:19

eventually

33:20

So those are things that might prevent it for this program to be successful

33:24

So just this is a real-life example of how for example a digital successful

33:28

could look like and under the consideration that your customers are not product

33:33

Project managers, which is I think a good understanding for us to bear in mind

33:37

We break down the plan to something that is much more engaging for customers

33:42

For example, we start by collecting customer goals

33:46

We already know what are like the top five goals that customers could achieve

33:50

with us

33:51

So you could provide them like the list of goals and then based on their goals

33:55

you curate the first set of recommendations

33:58

the most urging topics that they need to do and

34:01

Once they complete that you can upgrade their experience to something that is a

34:06

bit more advanced

34:07

And therefore you could actually encourage them to take the right action

34:12

So this is of course just like one exam a lot of many programs that you could

34:16

have

34:19

so as

34:21

Suspected I don't have the time to review all of this now because I want to see

34:26

if you have any any question

34:27

Just to recap, I think that all of you work in organizations that already have

34:33

programs in place and

34:34

You can see that there is a clear correlation between the employee size to the

34:39

number of programs that your company

34:41

Probably are managing or should be managed if you take a look at this

34:48

List of programs and you find yourself

34:51

Thinking that okay, how could I implement this program to my customers? Let's

34:57

talk that's my passion

34:58

I really like to speak about customer programs and I really like to help

35:01

customer programs become reality

35:04

I want to thank you all if you have any questions. I'm more than happy to

35:08

answer them. So thank you

35:18

All right, thank you for that very much

35:20

See a number of questions coming in and thank you very much for the engagement

35:23

through that as well

35:24

So we'll go ahead and start at the top and as we do have more coming through if

35:26

there's some you want to make sure or

35:28

Be able to up to the top go ahead and thumbs up though. So we can output those

35:32

so first and foremost

35:32

How do you identify the need for a new program?

35:36

And how do you properly scrutinize the effect of existing ones? That's a great

35:41

question. I

35:43

Think it needs to be a process in place it every now and then we ask ourselves

35:48

What challenges we need to solve and then how we can match the right program?

35:53

For that so it's a it's a cycle that you need that you should be doing to

35:58

evaluate if existing programs still make sense

36:00

Because it could be that you be like a fully digital

36:03

Self-service on boarding plan and then you went up market and you know no

36:08

longer manage those type of customers

36:10

So do you still need this? I don't know you need to evaluate or you need to

36:13

evaluate that and and and as the

36:16

The answer that I shared with you to help you evaluate which programs in place

36:19

So this is another thing that you should do it like as a as a

36:23

Process on the go

36:26

Um as well I love this as well

36:30

What are some common indicators that a customer program is merely checking a

36:33

box rather than driving real success?

36:34

Oftentimes my customers will find this out tragically too far down the road.

36:38

Yeah, I'm going oh crap

36:39

This isn't working. Yeah, you know, I actually had a slide that takes like

36:43

customer program checks a box versus

36:46

Drive success. It's it's it's on hide on my slide. So unfortunately it wasn't

36:51

the part of this

36:52

But I think that the program that checks a box is a program that we're not

36:56

really sure why we're doing that

36:58

It's a program that focuses our internal reporting over how

37:02

Customers would actually experience and engage with that

37:05

We don't want to make sure that it has a super super powerful and clear

37:09

business value and and I think that that

37:12

We always need to question what programs we have in place

37:16

Are they achieving the right ones?

37:18

They should be measurable so you should have success criteria for for the

37:22

programs and you should either leg indications and

37:25

leading indications for that

37:30

As well to let's see here. What does a program usually look like?

37:33

How have you formalized it with customers? Yeah, so a program is a collection

37:38

of different assets, right?

37:39

It's an interface that you deliver the program to that whether as I mentioned

37:44

it could be an excess spreadsheet

37:45

It could be email. It could be a type form

37:47

It could be ever after it's like the interface that you serve the program to

37:51

your customers and it's also

37:54

The rollout strategy of that so let's say that I have a success plan in place.

37:58

So I need to be very

38:00

Perspective in what outages my customers will get will they be notified once we

38:05

will start the plan?

38:06

What happens with the happy flow and the non-happy flow if they didn't respond

38:11

or if they didn't do anything after three days?

38:13

Do I do anything to escalate that?

38:15

So it's a combination of all of the different data that we need all of the

38:19

different activities that we need our customers to take

38:22

the interface that should be super super engaging and clear and

38:25

cohesive and also how we attract customers back to this program

38:31

All right next up, how do you recommend linking lagging and leading indicators

38:37

of the success of various customer programs and whoever put that

38:40

Through thanks for the alliteration. I needed a little tongue twister. So yeah,

38:43

I think that's a really really great question

38:47

Let's say and and so for repeating about the successful because I know that

38:51

this is a challenge that a lot of companies are like considering

38:53

How we can automate success plans how we can make them efficient?

38:56

So the lagging indication of success plan would be what Michelle wanted to see

39:02

How we were able to reduce churn how we were able to increase upsets the thing

39:07

is that it might take a year until we will actually see

39:09

This results so maybe we can think about some

39:13

leading indications for example

39:16

In order for a program to be successful in order for a success plan to be

39:20

successful

39:21

The first thing that we need is that customers would actually provide us their

39:25

goals

39:25

So this could be a really really good leading indication

39:28

What is the percentage of customers that chose to provide us their goals?

39:31

Because if if the number is zero it means that we weren't able able to provide

39:35

them the recommendation

39:37

so based on the specific program that you have in place and you should consider

39:41

how you could measure like

39:43

Like fast success metrics and eventually it should definitely be

39:47

related to a more like high level or business objective and

39:50

For each program we should define the right metrics for it

39:55

Well that too is like this value as it's defined by the customer not not

39:58

internal measurements. Yeah, totally. Oh

40:00

When aligning customer programs with customer specific goals

40:05

What are some of the effective strategies or frameworks that have proven to

40:08

drive measurable outcomes?

40:10

And can you share any examples where this alignment led to significant customer

40:15

impact?

40:15

Well, let me read it because it was a

40:18

lot of it

40:21

Okay

40:26

I think that

40:29

Sorry wait, I need to it's it's too long for me

40:34

Can you share an example with this alignment led to significant customer impact

40:38

? Yeah, I mean

40:39

It goes back I think to the previous question whenever we identify

40:43

What is the purpose of this program?

40:45

Then we are better able to position it towards the right goal so we can

40:48

actually track it but

40:50

For example on boarding

40:52

So if the purpose of the onboarding strategy that you have in place is to allow

40:56

you to manage more customers

40:57

So all of this program should be manager and built for that

41:01

So you should you should build it more towards customers being able to do

41:07

progress in their own pace

41:08

And then you trigger notifications when it is or it really it should tie to one

41:12

another but

41:13

each program should eventually help you to achieve one of these probably four

41:19

to

41:19

Six high levels or strategic metrics that you have in place, but whoever wrote

41:23

this question

41:24

I'm more than happy to have like a more thorough discussion afterwards or if

41:27

you can

41:28

Let's pick on that on that after

41:31

Lot's done pack. Let's done back

41:34

Ryan shares with us. I love the approach to a be testing your programs

41:38

To see what works best

41:40

Do you have any best practice tips such as starting out with a hypothesis or

41:43

starting with programs that are not currently successful?

41:46

Yes, so so I

41:49

Think that all of the mindset towards program should be that we need to find a

41:53

way to always iterate and always test it

41:56

Because I can promise you the first version of your customer programs will not

42:00

be the best version of any of your customer programs

42:03

But you need to have a system in place that allows you to understand what is

42:06

going on and based on that iterate and improve that

42:09

So for example, if we take the the success when again as an example, we can

42:13

build an interface that for one group of customers

42:16

we will just

42:17

Provide them a text field of providing your goals

42:20

And then it's like a free text field and the other group

42:24

we can already assume that it would be one of our one out of five and then we

42:29

can compare okay when I

42:31

Mean because because the one with the closed-ended question

42:34

It's more efficient for us so we can actually prove if it help more than the

42:38

other one

42:39

So you should always think about ways that you could

42:41

Experiment and see what is working more for you

42:45

Very well very well. Well, I should have known that answer was gonna bring us

42:49

to time. I apologize

42:50

We were actually at time currently however, Jaha, thank you so very much for

42:54

sharing everybody

42:55

Thank you so much for joining for the session

42:57

Thank you, and if you want to speak more we actually have a booth as I said

43:01

right right across here

43:03

So I'm I'll be will be there and I happy to happy to speak on it. Thank you

43:07

very much

43:07

Thanks very much.