Elevate your CSM and Team Strategy: Raising The Bar Together
As the demands of scaling a growing book of business increase, finding efficient and innovative solutions is crucial. In this session, you'll be inspired by how Gainsight's MidMarket team is leveraging strategies and approaches to scale customer success. Learn how to optimize your customer success efforts without sacrificing the human touch, and walk away with actionable insights to elevate your CSM strategy and improve team efficiency.
Hello everyone. How are you all? Good. Okay, am I audible? Yeah, yeah, we are
good. Okay,
once again, welcome back to the track three that is high, must, must have
skills for the
high performing CSMs. And we are here for the second session together. But
before we deep
dive into the session, there are some housekeeping, the audio of the session
along with the presentation
would be recorded and be available at Pulse Library. So you would have entire
access of
that. Along with that, please keep all your questions coming in through the app
through
Slido will be going through all the questions towards the end. Now, without
further ado,
let's deep dive into the session that is elevate your CSM and team strategy,
raising the bar.
And this session is all about the balance. And yes, I'm talking about the
balance of
making your CSMs more efficient, also at the same time ensuring the greatest
customer experience.
So let's invite our speaker for this session. An excellent CSM at Kainsight and
a very dear
friend, Paulina Rodriguez.
[applause]
And a fun fact, when Paulina is not making the customer experience great, at
that time,
you can find her dancing to each and every tune in the entire world. So she
will see
her at the party tonight, dancing it all.
Let me hear.
All right, over to you, Paulina.
Thank you. Thank you. Hi, everyone. I'm so excited to be here today. As she
mentioned,
I am a strategic CSM here at Kainsight and I'm ready to have fun with you all
for the
next 45 minutes. So before getting into a formal introduction and what we're
going to
cover today, Paul, to hear how we're feeling today about Paul. Today one. So if
you go
into your Slido and share your word on how you're feeling about Paul's today,
let's get
the energy flow.
Get the vibes going.
All right. If you don't know where Slido is, you can just go in the app on the
session
three. Excited? Okay, I'm loving it.
Okay, other feelings? Any other thoughts?
Can you hear me? Okay, we're going to use a mic for now. Perfect. Excited,
curious,
fabulous. I love it. I'm feeling the vibe, y'all. I'm feeling the energy. Okay,
wonderful.
Awesome. So a little bit about me. We're going to move on from the Slido.
E professionally, I like to say that I've explored. I started my career ment
oring students in
New York City. And after that, I decided to get into the tech industry. And the
way to
do that was for me to go into technical recruiting in Austin, Texas. And
surprisingly, that didn't
involve a lot of cold calling. So I was actually pretty good at that. So that's
when I went
into sales and in sales, I loved the most about sales was building
relationships and
solving problems. And that's when I realized customer nine years and I gained
sight for
three years.
Personally, I like to say that I'm passionate. I love to help people. It brings
me joy. I
also love to travel. I'm going to Italy after this with my sister for any
travelers out
there. And I love to be outdoors and be active. I recently joined a community
gym that allows
me to meet people that are motivating and strong, a strong tribe of community.
And I
think that's important for you to meet your own community, your own tribe,
whatever that
is. So hopefully you can find that here at polls with the people that you meet
and then
activate your CSM team strategy. So what does that really mean? For me, it
means raising
the bar as a CSM so that you can raise the bar together, creating that
powerhouse team
that you want of strong individuals with each of their own successes. So I'm
going to do
another quick poll to get some more of the mind thought provoking going. But I
'm curious,
what comes to mind for each of you when you think of elevating yourself as a CS
M and or
as a team? Let's think of maybe some phrases, some thoughts, some words. What
comes to mind
when you think about elevating yourself as a CSM and whereas as a team?
All right. Sharing knowledge. I love it. Product proficiency. Being empathetic,
upskilling
myself. I love this. I'm not surprised. There's some brilliant minds out there
in the audience.
So let's definitely connect on some of these thoughts that we have on up
leveling ourselves.
Proactivity. Yes. That's the topic for today, actually, being more efficient.
All right.
So moving on from this slide, oh, we see lots of awesome thoughts here. Today
we're going
to explore how the mid market CSMs are elevating themselves and therefore elev
ating the team
that we're on. We're going to talk about three high level topics. We're going
to talk
about an innovative approach on how we decide to approach scaling our
engagement model.
I'm then going to talk about how we're capturing successes and goals at scale.
And then at
the amina give some quick tips on how we're being efficient using AI. So these
areas that
I'm talking about, we didn't just decide to say, hey, let's focus on these
initiatives.
It all came from a specific challenge that we've been having. So I'm going to
talk about
the challenge today. Why we decided to act on this challenge as a team. What
caused us
to focus on these initiatives and how we decided to approach them? So hopefully
my goal today
is to inspire you to take action. That's the motto for today. So if you come
out of this
meeting with anything, it's to take action on these ideas and initiatives that
you're
thinking of up leveling yourself with. And a quote that I'm going to end with,
but I
want us to start thinking of this, is if we do nothing, nothing changes. So
that's where
we're going to also kind of surround the content for today.
All right. So I mentioned we're going to talk about the challenge. We all have
pain
points, right? That's the reason problem solving exists. The reason successes
exist. The reason
businesses exist. And to be honest, I think that's why we're all here at Pulse
because
we have challenges and pain points that we're hoping to learn from others and
hoping to solve.
So today I'm going to talk about a common challenge that we might all be
feeling. And
it's definitely a challenge that we've had on the team on mid market this year,
which
is the challenge of efficiency. We're all trying to be efficient. We're all
trying to
save time. And that's the one thing that we needed to tackle on the mid market
team because
we were starting to feel the pain points of doing way too much and not being as
efficient
as we wanted to be as a strategic advisor. So why did we take action? I'm going
to dive
into that. Why? And then we're going to talk about the initiatives. So we
decided to take
action on the challenge of scale and efficiency because this was one of our
biggest pain points
that we needed to tackle. A bit of background on that. I'm on a team of seven
CSMs with
45 plus clients. And I say plus because some of us have a bit more and we're
also getting
more business from onboarding. So being a strategic advisor as some of you may
all know
means so many things. So a day in the life of a CSM can be having that specific
engagement
model doing the prep, the recap, mitigating the risks, collaborating with sales
on expansion.
A lot more that I won't be able to fit on here. So I'm just going to put etc.
Because
we all know CSMs out there that we wear many hats, way too many hats to do our
day to day.
We're juggling way too much. And we were feeling like SpongeBob here because we
love helping
people but we were juggling way too much to fit our own day to day. So I'm sure
many of
you can resonate with this but when I can't give 110% in everything I do, my
hat is we
don't want to see Paulina or anyone else at that no bueno phase. So we had to
start thinking
about on the team how can we continue to be that strategic advisor and still
take on more
customers because we have to. And we often hear the phrases do more with less
work smarter
not harder but to me and the team those are just phrases until we act on them.
And that's
the motto for today is acting on those initiatives. We decided not to be idle
on the team because
our problems were not going anywhere. At least not anytime soon. So what were
we going to
do about it? And that's what I'm excited to talk about today on the first two
initiatives
on how we decide to act on the challenge of scale and efficiency for mid-market
at
gain site. So the first initiative that I'm going to dive into is how we
decided to scale
our engagement model. Now a bit of background on that and what caused us to
scale our engagement.
We have a specific high touch model that consists of monthly calls. We have
monthly
calls with all of our customers but as we all know as CSM that can mean a
little bit
more. Sometimes they're biweekly, sometimes they're weekly. We also knew that
we had
customers coming out of onboarding. And because we had a CSM team that was
overloaded with
customer meetings and customer accounts, sometimes those transitions from
onboarding were getting
delayed. And that's not a good customer experience. We also had customers from
other segments
at gain site moving customers to our segment. Just a bit of background on that.
We have
a segmentation model based off of ARR. So when that shifts during renewal, our
customers
also have to shift to the appropriate segment. The easy answer here, and I
would just drop
the mic after this, is why not hire more CSMs? That's the biggest answer that
we could
have had. But we weren't in the position to grow our team. And not many people
have been
this past couple of years. So it came down to us realizing we can't be that
strategic
advisor that we want to be. We can't dig into the business model and be pres
criptive and
be proactive. So what we did and what we decided to do was we mapped out the
customer journey.
We looked at all the different touch points within our touch points at gain
site, mid-market,
to identify what are those moments that are taking up the most of our time.
Once we realized,
and you can see with the title and the chat GPT image I created here, what took
up the
most of our time where our customer meetings. So we decided to focus on that so
we can
figure out how to scale it. And that's when the overall idea of sub-segment
ation came
up. How can we move the smaller end of our spectrum and still service those
customers,
but at scale? So how did we approach this? We decided to build a sub-segment
ation with
our smaller clients in mid-market and approach it in a different engagement
model perspective.
So what does that mean? We have one person on the team, Jordan Angel, who's
brilliant
and fantastic. You'll be hearing from her hopefully soon. But she's currently
owning
this initiative and instead of those monthly calls that we're having, she's
leading the
sub-segmentation and having quarterly calls. Now, it's not just quarterly calls
that she's
doing. She's also supplementing what would be a monthly call or a bi-weekly
call into
a community. So she decided to build a community platform exclusive to this sub
-segmentation
model. And that's using our community platform at GainSight. And the amazing
thing about
this is this is allowing our customers to self-serve. Instead of a customer
needing
to reach out to the CSM or waiting for a call, she's uploading all of the best
practice
content into the community so that they can access those best practice desks,
decks on
risk mitigation, health score methodology. When she's sending this invitation
via email,
so she's also emailing these customers with content, she's adding the best
practice links
in there so that they can get redirected to our community. An odd only self-ser
ve, but
also connect with other peers just like them. This is one of our CSMs on the
team who's
owning and leading this, which is amazing because this was a pain point that we
were
all having. Not only is she using our community, but she's also approaching
this with a one
to many scale. What does that mean? So this first image on the left, she's
having live
strategy sessions with not just one customer, but with a variety broad audience
, talking
about a topic that they're all interested in. So she's inviting everyone in
this model
to talk about automating your customer journey. Only the people who are
interested in that
at that moment in their lifecycle are attending that, which allows us to scale
with a broader
audience. It's been working really fantastically. And let's say our smaller
customers, maybe
they don't want that quarterly call, but they do need a CSM at some point when
they have questions.
So she's also has a strategic calendly link that she's allowing customers to
self-serve
strategic meetings with her. We have to remember that sometimes our smaller
customers also wear
many hats. So having a specific cadence doesn't always work the best for these
smaller customers.
So while this model is still in its early stages, it's already allowed us to
have a huge impact on
the team. Instead of having 60 plus, 70 plus customers each on the team, we now
can maintain
that 45 client. We can still have our strategic meetings, and we're able to
scale the content
for the rest of the customers, having a good customer experience. So we don't
have these tired CSMs
or more tired CSMs that we would have with 70 plus clients. I think that this
is a great example
of raising the bar as a CSM, when you can take on a challenge and start owning
it and start impacting
the rest of the team. So the next topic that I want to talk about, and keep in
mind, by the way,
and I say y'all because I'm from Texas, these are all a work in progress. And I
think that's a good
thing because if we don't act on things, we will never take that first step. So
these are all a
work in progress that you'll start to see an evolution throughout our journey
with these initiatives.
So the second initiative here, scaling outcomes and goals. Why did we decide to
focus on this
initiative as a team? So one of the biggest pain points that we've had right
now is capturing
verified outcomes. And the reason that this is an important KPI, and just to
give you all a bit
of background, actually, verified outcomes are successes and wins and ROI that
we capture with
our customers. This shows that we have a successful partnership and gives
customers the reason to
renew with us and grow with us. This is one of our biggest KPIs at GainSight,
so we have to capture
this with our customers. And we say verified at the beginning because we need
to make sure that
we're not just capturing wins as a CSM. That's easy. We need to make sure that
the decision-maker
also agrees that this is a verified outcome. They need to also say, yes, this
is a success in our
partnership. Come for a new old time, we're all on the same page. So as a team,
we were struggling
to hit this, so we need to figure out what are we going to do about it. Another
reason why we
decided to narrow in on this initiative is because statistically, customers
that have documented wins,
verified outcomes, they have a higher gross retention rate. They renew at a
higher rate,
and they have a higher net retention rate by 30% and by 36%, which is huge.
This is showing that
this is impacting business goals that our C-levels looking at and monitoring.
So that's another big
reason why we decided to scale this. So we got together in a team meeting and
said, why are we
struggling? And how can we improve this? We realized that as a team, we
sometimes didn't have that
decision-maker on the call when we're documenting these wins, so we can't
verify them.
We also realized that CSMs are focused on launching initiatives, building work
flows with
customers that measuring the success often becomes that final step that's
missed. So we're missing
out on potential ROI here. So how did we approach this? We got together in a
team meeting,
on the mid-market team, I'm going to top mid-market a lot here, but we got
together in a team meeting
and started brainstorming. How can we do this at scale? And we decided to build
a survey
to scale how we're capturing outcomes and goals. Now, this one's near and dear
to my heart,
y'all, because I'm currently owning and leading this initiative, which is
really exciting.
So me being a CSM on the team, I needed to figure out, how can I save time here
Instead of asking for customers and CSMs for more meetings, how can I stream
line a process with
the survey to save time? The first thing I had to do, which I think is really
important as a CSM,
I had to build a business case. I'm building a business case because I can't
just ask for things,
and it's just going to happen for our team or for the company. We have to
figure out who do we need
to bring into this idea and help us build this. So we have a digital team at
GainSight, but they
have their own initiatives and their own goals. They're also working on company
initiatives.
So I'm asking for valuable time and resources. I need to figure out how to make
the case
for our team to add an additional time and resource. So I built that business
case and I met with
the director of scale, and she gave me the green light to use one of her
journey orchestrator
experts to help build the survey and automate it for us. So I did an Elmo dance
here because
I was really happy. I told you I love helping people. And this came from a team
meeting,
which I took into action, and it's happening, which is awesome. So this wasn't
just, let's
build a survey and that's it. We're done. This was a phased approach. So for
any of you innovators
out there, if you're thinking of doing something similar, I'll kind of walk
through some of the
things I had to think about. So when building this out, I had to think about
the audience and the
criteria. Who are we sending this survey to and who don't we want to send this
survey to?
I won't go through all the details here, but we want to send this survey to our
stakeholders,
our decision makers, and the influencers to decision makers. These are
important people that we need
some verified outcomes from. I also didn't want us in this to any escalated
risk customers. We
want to keep these customers out of this survey program because they have a
different path of
risk mitigation going on right now. And this to customers that don't have
verified outcomes,
but I'm also sending it to customers that might have expiring verified outcomes
soon,
so that we're staying ahead of the game and being proactive.
So the first email I'll show you here. This was the first email send. So this
one was a manual
send because we wanted to give CSM the autonomy to have control over this first
. How can they feel
like, are they okay with sending a survey? So we gave CSM the autonomy to send
it to whoever they
wanted, whenever they wanted. Our journey orchestrator expert built this email
template and he built
the survey link in it. So that was a time saver for them to just use the email
template and send it
off to their customers. Now there were some learnings here a lot actually, but
there was some pros,
so I'll talk about the pros. The pro is that my colleague who owns that subse
gmentation model,
Jordan Angel, she had a lot of responses because she's not meeting with her
customers that much,
quarterly cadence. So she's able to document wins that these customers are
doing behind the scenes
without her having to meet with them, which is awesome. The learnings here, as
you can see,
the email's kind of long. We didn't have the biggest response rates overall
because the email
is long. It takes a while for people to read it and the call to actions hidden.
So, phase two,
I made the email shorter with some suggestions from our digital team and we
made the call to action
bigger, which increased the response rate. It was at 6% a couple of weeks ago
and it has increased
beyond that today, which is really exciting. This is the phase that we're in.
So this actually
has an automation to it with journey orchestrator. So instead of the CSM
sending this manually,
they're using or actually journey orchestrators doing it for them. Our digital
expert built this
out and it was able to save a lot of time and we were able to get a lot of wins
. One of the nice
successes with this one was I had a colleague that just came back from
paternity leave and he
was able to get a lot of wins because he hasn't had a chance to meet with his
customers. So that
was huge for him, which is making me really happy too. The third phase here
that I'm thinking through,
which is not in development yet, but this is something that we're planning to
do, is an in-app survey.
So why are we doing in-app? We're doing in-app because that yields a higher
response rate.
When customers see the email or if they don't see the email, they don't respond
to it, but they're
in gain site, they can get a pop-up message to get an in-app survey so that
they can see that and
answer it right away, which is statistically you get usually a 20, over a 20%
response rate with in-app.
Using our PX platform, by the way. So I recently learned that gain sites
planning to use this with
all of our other high-touch segments, which was when I did another Elmo dance
here because I'm
not only helping my team, but I'm helping the rest of the high-touch segments
at gain site,
which is awesome. I tooted my horn there. So to the moral here that I want to
kind of share is I
didn't do this alone. I had support from my director Nick Morris. I also, this
came from a team idea
meeting that we had brainstorming on, and I took that into action. We had cross
-functional synergy
with other departments helping me to build this out. So that's a great example
of raising the bar
together. Now, the next piece here that I'm going to talk through, just some
quick tips on AI and
how we're using it, because I don't know about y'all, but I don't know how we
're already in
November. Time has flown. So if there's any chance I can save time, I'll take
it. And that's where AI
comes in. So on the team, we have tips that they share with us. I'm only going
to go through a three,
so just to kind of get our brain flowing, I'm sure there's going to be other
ideas, and we use a
lot of AI in general. But I'm going to go through three that maybe some of you
may not have heard of
yet, because you're going to be hearing about AI a lot here at PULS. So the
first one you have heard
of, co-pilot. So this one, those of you who have access to it, you might, you
already know what it
is, but just as a refresher, co-pilot is in beta right now, and it's kind of
like chat GPT, where you
can ask it any question you want, and it'll use timeline data to give you the
answers. So my
colleague Danny, what he did was he said, "I don't have time. I need to save it
." Of course,
I'm going to ask co-pilot, "Give me a list of customers that have expressed
interest in digital."
Instead of digging through timeline, notes, emails, his brain, he asked co-p
ilot, and it gave him a
list of his customers that have expressed interest in digital. He then used one
of our other features
called "Right With AI." So that's another kind of chat GPT, where you can have
it crafted email
for you. He had it crafted email for him without him thinking of what to write,
and he sent this
webinar, "Exclusive invite to his customers from that list." So that's a great
example of using AI
to scale, but still keeping it personalized, keeping it exclusive to those
customers. So I was really
impressed by that. I hope y'all all have been too. The next example here, I'm
really excited to talk
about this one because I don't think many people know about Gainsite Guru. So
how many of you are
familiar with GPTs? Raise your hand. Okay, cool. Everyone here, mostly. So what
my colleague Matt did
here was he built a Gainsite Guru GPT. What he's doing with that is he uploaded
all of our best
practice decks, support documentation, thought leadership decks on customer
success,
community, everything you can think of with Gainsite and customer success. So
any question
that you ask this Gainsite Guru, it will answer with Gainsite knowledge and
customer success knowledge.
So this is free, by the way. You can Google right now and look for Gainsite
Guru GPT.
This lives outside of Gainsite for now, but eventually we're going to build
something similar in it.
But you can use this right now to ask it for use cases. So for the example
today, let's say I'm
a customer that needs to build risk mitigation plans. I have no idea how to do
this in Gainsite.
How should I approach this? You can ask Gainsite Guru, it'll give you a list of
suggestions and
things to start thinking of, seeing if it fits your business model. And instead
of waking up,
you're CSM at 3 a.m. perhaps, or maybe waiting until you meet with them, you
can have a productive
conversation and already have some ideas that you've already gotten from Gains
ite Guru.
So bookmark that Gainsite Guru. I use this all the time because I'm starting to
own other products
at Gainsite, not just CS. And I'm not familiar with the use cases with the
other products that
much. So I'm asking it, you know, what's the use case for this product with CS?
So sometimes savings
here that have really benefited me. The last one here was just a really funny
one, I think,
but really cool. So we were in a team meeting, actually an org meeting,
learning about a product
that was really technical. It was an hour-long session and me being me, I'm
doing many things
at once, that by the time I realized it's too late that I have no idea what's
going on. So I sent
this GIF to my teammates and said, "I have no idea what's going on y'all." And
my colleague,
Sean, he said, "I got you, Paulina. Here's a seven-minute podcast that I use
notebook AI."
So this is a feature where you can upload transcripts, audio, books. He
uploaded the hour-long training
session and had it create a seven-minute podcast. What notebook AI basically is
is you can upload
content and you can have two AI voices talking to each other, teaching you
about the content.
I was able to learn whatever the product training was in an hour in seven
minutes. So this was huge.
I had no idea this existed. So a lot of our teammates who have no time to
attend trainings
these days were using notebook AI to have quick learning and efficient gains.
So that was a huge
win for us. So I know I went through a lot of content, but just to have some
takeaways here,
we talked about building an innovative approach on scaling our engagement. We
talked about being
creative with AI and scaling the way that we capture outcomes and goals. This
has been some
of the ways that we're doing things to be more efficient on the mid-market team
to solve the
challenge of scale and efficiency, how we decide to tackle it. So I'm going to
end with a quote that
I started with to hopefully have us all remember because we're all brilliant
here. I saw the
Slido with the topics, but if you do nothing, nothing changes. At work in life,
you don't take
that first step. Things will always be the same. So why not take those ideas
and turn them into
action and raise the bar together? And that is all for me folks. Thank you all
and I hope this was
insightful and we can get into some Q&A and start brainstorming together
hopefully.
Thank you so much, Paulina. That was awesome. And I think everyone enjoyed this
session. Let's
skip two questions and answer. The first one we see here is how do you make
sure that customers
actually use the sales service tools you provide as a CSM to them? Yeah, that's
a good question. So
Jordan Angel who's owning this initiative, she's not just sitting that first
community invite
and that's it. She's also supplementing specific emails throughout the quarter
with content that
normally we would talk about throughout the customer journey. So typically
customers want to learn
how to build a customer journey, how to mitigate risks. So we're taking all of
our best practice
content and she's sending this in an email so that they can self-serve and get
redirected to
our community. So they're not just not being non-engaged. They're still getting
that engagement
with those emails in that content and then they get redirected to community. So
they're still
getting those human touch points by the way. And also a related question here
that in case a
customer, okay, in case you have got some unresponsive clients or a very low
rate of response,
how do you approach such a situation? How do you approach it on response or
very low
response? Yeah, so that would be part of our risk mitigation. So we have a lot
of data in
gain sites. So aside from what I talked about today, we have trends that we can
see now with
Staircase AI. So you all are hearing about Staircase AI. I can get these
signals before they
actually become potential risks. So I have these tiles that I'm using in Stair
case AI where I can
see a list of clients that have been non-engaged, a list of clients that might
have some risk but
aren't churned yet. And that allows me to be proactive and act on those
customers before they
come to us with a churn notice. So I didn't talk about Staircase AI today
because it's
something that's going to be a big topic. But as a CSM, it has implemented a
lot of my
emotions to be more proactive. I would definitely recommend it. Okay, going to
the next question.
Okay, did you actually send all internal and external data to an external
processor for
cheapy-dee training? And was this cured by your clients? This is for a game. So
good question,
because I know security is a big thing. So we're not sending any client
information to this
game site guru. It's only our best practice decks. So if you all work with CSMs
where they
present a risk framework or a health score methodology, this is only
information from
gain site and our thought leadership content. So if any of you want to learn on
how to build a
segmentation model, we have a lot of content on that that they uploaded into
this GPT. So no
customer information. You can't ask it. Tell me about this customer, you know,
in how they
approach this model. You can only ask it information that it knows, which is
gain sites and customer
success insights. Okay, going to the next question. What's the role of a
strategic CSM versus senior
CSM on gain site? It's a title thing. There's no difference. So Nate, if you
were in his
session earlier, he's on the enterprise, actually the global team. So he has
less accounts. I have
45. I'm on the mid-market team. And he has about 15 clients, maybe 10. So he
has more, a broader
range of people he needs to talk to within each of those clients. And he's in a
different segment.
So strategic CSM, we call ourselves strategic CSMs because we're not talking
about the technical
things within our product. We have a counterpart on the mid-market team that
they have those
technical conversations with our customers. They're the ones helping build the
administration.
My role as a strategic CSM is I'm setting the path for success. I'm talking
about these methodologies.
How can we approach this framework? Learn your business model. And then my
technical counterpart
helps our customers put those into action. So it actually helps our
conversations where I'm usually
talking to leaders, managers, and my technical counterparts, usually talking to
the admins.
So it helps to maintain those multi-threaded engagements and partnerships.
Okay. The next one, what criteria were used for the sub segmentation?
Yeah. I actually meant to go over that. So we are looking at ARR. So this is a
certain ARR that
we put a threshold in to build that sub segmentation model. We're also looking
when we decided to
build this as a team, we said, okay, we have a threshold of ARR, but we can't
just send everyone
there. We need to make sure they're a good fit. And by being a good fit, these
are non-escalated
risk customers. So we're not sending dumpster fires to Jordan Angel. We're
sending customers
that are doing well. They've expressed that maybe they don't need a monthly or
biweekly cadence
because they don't have time. So we're sending customers that are doing well.
They've expressed
that they can't meet as often. And they fit a certain threshold beneath that AR
R that we decided on.
Good question. Eventually, I'm thinking she's going to do a webinar soon, but
eventually she's
going to evolve that, by the way. So it will get more specific as we start
learning more about this
model. The next one has the new engagement model with live session reduced the
frequency of the
calls the CSM's are having. So the new engagement model has reduced the
frequency of the calls.
So the live sessions don't happen every week or every biweekly, but she's
supplementing what would
be more human touch points into that one to many. So she has less calls than us
, but she is using
those live sessions to supplement having more calls. And she's also self-
serving to the community.
So as she's building this, she does want to eventually have more one to many.
She just started a
future Friday. She talks about a feature in game sites. And customers who want
to learn about
success plans or timeline, they can attend that. And eventually, the goal is to
measure adoption.
Our customers who are attending these feature sessions, increasing adoption
with us.
Good question. Do you have any other advice for CSM's who don't like chat,
JPD, do boost efficiency? Yeah, so definitely use games like Guru. It's secure.
It's like talking
to a CSM or talking. Notebook AI, of course, right with AI. So I mentioned a
little bit about that,
but if some of you live in game site and you just want to craft an email on
that recap,
you don't have time to think about the action items, you can use to have it
craft an email
recap for you, which has saved me a lot of time. For those of you who have gone
and your
environments, I like to use Gong a lot too. So Gong has that generate or recap
email.
Sometimes that's helpful because it gives a shorter summary. So those are
things that I like to use.
Chat GPT mostly with use cases. So if you think about how can I think about the
first steps to
approach adoption with a customer? So something that I like to do with copilot
time, mine actually.
And I know we're not talking about copilot timeline, but for those of you who
eventually use it,
you can ask it for use cases and you can have it build a playbook for you. So
when you use
game site, Guru, you can do the same thing. So tell it, hey, I have an issue
with a customer
who's struggling on expansion. That's a customer success topic. That's pretty
broad. So you can
ask a game site, Guru, what can I do with my customer? And it'll give you those
high level
topics on how to start thinking about approaching that challenge that you're
having as a CSM. And
then you can do the rest being that prescriptive strategic CSM using some of
the information that
is already being provided for you. And the next question is a very interesting
one of the meetings. In fact, the outcomes have you seen any particle
engagement trends?
So we haven't been able to survey that sub segmentation model does have quite a
bit of responses
with successes that they've had. So we haven't been able to correlate yet that
because of this
session, they've had an outcome. But that is something that we plan to do is
start correlating
community peer to peer engagement and start looking at customer experience like
CSAT.
Gross retention rate, adoption rate increases or any CSQLs too. So if Jordan's
talking about
using a feature in game site like success plans that not many people, maybe
some people have,
some people don't have that she can start attributing resulted from that live
session.
So those are things that we're thinking of right now. We haven't been able to
provide metrics yet.
But just to give you all some ideas on the horizon.
Okay, we'll go through two, three more questions. If you want to upload
something,
just go ahead with that. The next question here, mid-market CSMs have any live
onto many touch points with their book of business to be more efficient.
Yeah, so when we get these wins in game site, we build a dashboard, a report
that shows us all
of the outcomes in one place. So with game site, you can automate the response
system or has
an outcome documented. And I'm going to use that they answer this survey that
they have a verified
outcome in game sites. So I would recommend incorporating it into a whole score
to show that
this customer has a green lens. So we use success plans in a high touch format.
We are using the
objectives and the success plans and closing those out. So let's say I had a
meeting with a
customer. We worked on building a risk framework. We launched it. We didn't get
a chance to measure
it, but it's in my success plan. I have that goal documented in the success
plan. I send the
survey or the survey goes out and the customer says, yes, we actually
implemented this and we
now have mitigated X amount of risks, saved X amount of revenue. So now I can
document that
win myself in the success plan to showcase the results of what they shared with
us.
So think about the scorecard to measure the health and think about using
success plans as well.
Okay. On a similar note or a step ahead, how do you record your customer's real
in game site?
We are looking at creating some journeys from these two. So it would be great
to hear what your
setup is. So maybe something on the verified outcomes. I think that was at the
same one.
So we have our success plans where we collect our customer goals right when we
first meet them.
When we have those goals documented, we then cross it off in game sites so we
can show that this
has been succeeded. So customer goals and success plans are two features in
game site that you can use to document those wins. And that's how we approach
it at game sites.
Much everyone for attending. Thank you. Thank you, everyone. Have a fantastic
lunch and pulse.
Thanks for Leenite. It was amazing. Before you all leave, please join us for
lunch and networking
right now on the first and the ground floor. You'll see some other customers
and game stores there.
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