Lead with Data: Transform Success with Dashboards & Automation
In the dynamic realm of business today, leveraging data and digital strategies is crucial for amplifying customer success. Discover how Shiji ReviewPro revolutionized their customer success approach using data-driven insights, innovative dashboards and automated CTAs. Join us to uncover actionable strategies that can elevate your leadership effectiveness and ensure scalable success!
Welcome everyone. Happy Pulse once again. My name is Nate Bartlett. I'm an
enterprise
CSM at GainSight. It's my pleasure to introduce our next presenters. Just for
your sake of
understanding, we are in Track 1, Scaling CS, working smarter, not harder. So
that being
the case, if you would like to engage throughout the course of the presentation
, please pull
up your Pulse app, go down to the Q&A and Pulse portion and make sure you're
engaging
in Track 1. It's my pleasure to introduce from Shiji, sorry, my apologies, Shij
i Review Pro,
Kirsten Andres and Angela McKellie. Please join me in welcoming them to the
stage.
Thank you. Hi everyone. Welcome to Pulse. Very happy to be here, in my case,
for the
third time for Angela, actually, for the first time and we put her all to the
stage already.
So first of all, I would ask you for a big applause for Angela. So my name is
Kirsten
Andres. I'm the Senior Director of Customer Success and Operations at Shiji
Review Pro.
I'm half Catalan, half German, based in Barcelona, Spain. I've been working in
hospitality for
almost 20 years and now in Shiji Review Pro for almost seven years. And here
with me,
we have Angela McKellie, who is our CS Systems Manager. We'll go later on a bit
more into
detail on what her position is and all the magic that she does. So Angela McK
ellie, she
is from Italy, but she's based in Jilina in a very, very beautiful city in
Slovakia.
So yeah, and she's been with us, actually, for almost 10 years. So that's
impressive.
So the session that we're going to present today is lead data, transfer success
with
dashboards and automation. I think a lot of us are struggling with kind of the
same thing.
So now that we're getting into the eye world, and obviously this is super
exciting, and
I think during the keynote and the few sessions that we will attend, everyone
is like with
those eyes. But at the same time, you also need to start with certain
automation that
you can also do even if you don't use AI currently. So basically, we will cover
some
of what we do in Shiji Review Pro and our journey. Then we'll introduce you
with some
of the problems that we have. And Angela will then, as the expert, show
solutions we found
for that. Focusing on digital customer success, data-driven automated tasks,
scalability and
efficiency, and obviously what is the impact that this had in our business. So
let me introduce
you a bit to what we do at Shiji Review Pro. So as I said, my background is in
hospitality.
So what we do basically is software for hotels and restaurants. So we were
Review Pro, but
in 2019 we were acquired by Shiji. And this even made us more successful since
we were
looking into other solutions that Shiji was offering. So we really wanted to
close the
circle in hospitality from the PMS, which is basically the reservation or the
check-in
checkout systems that a hotel would use. POS with Infruses, which is what an F&
B venue
would use to take the orders and so on. And also with other products, also with
Shiji
Get Solutions, where we include Shiji Review Pro, where we focus on the guest
experience.
So a bit like we personally do with GainSAD or with other customer success
platforms
that you could be using, we provide to our customers the hotels or the
restaurants the
option to know how their guests are doing and what are the areas that they can
improve based on data.
So going a bit deeper into our customer success journey, obviously as always in
partnership with
GainSAD. And I want to take just a minute to talk about what we feel hearing
here very often.
And it's the human first piece. And this is so key from becoming a provider or
a tool
in order to become a partner of your customer. So what is key and what we felt
with GainSAD is
sharing all those best practices, also organizing this event to get all
together as part of a community
has been a game changer in order to continue with them and be so loyal to them.
So just to give you
a run back, so we started with GainSAD in 2017. There is when we created our
customer success
department. So we used to have only account management. But when we went from
an only product
to a multi-product, we realized that a lot of our long tail clients were churn
ing. So we wanted to
create this customer success department back then, which was only a department
to become a mindset
currently in 2024 for all our company. So back then, as we said, we created
that. We created
the health score in order to actually being able to measure what is the health
of our clients,
having the visibility that we were talking about. But at the same time, also
having this
visibility for all our departments, because obviously our sales department
maybe would go for an
expansion opportunity. But then, since they didn't have the visibility, they
were going blind and
maybe getting with a not very happy client that didn't want to
renew or even expand. Then, in 2019 and 2020, we focused on, well, since we
started partnering
also with the GainSAD PXPs with our product team, we implemented our in-app NPS
, because before we
were sending it through emails, but the conversion rate wasn't too high. So we
changed the add to
have through in-app engagement. And then in 2021 to 2023 last year, we really,
what we did is really
okay, let's wait, let's look back and see what can be improved. So we did, for
example, the revamp
of our product spotlight, product spotlight is an email that we sent now on
quarterly basis,
before it was monthly, to all our client base to present the new features or
maybe features
that we want to promote with our clients, to make sure they are up to date. And
if they don't
read the release notes, they have that specific email that would get into their
inboxes. We also
worked on the client lifecycle, a big focus obviously on the expansion and the
QBRs. And I'll go back
in a minute about the relationships between reactive and proactive, and making
sure that
there was more product adoption through our knowledge pod that we use. And
really, what we did also
in 2024, and let me move to the next slide, is thinking about this reactive to
proactive approach.
So as we said, we have this account management customer success departments,
but we wanted to
put everything together. Why we wanted to do this? Because we wanted to
differentiate,
which we weren't doing before, the support piece, which is more of the reactive
approach that our
support department has now, in order that our customer success managers could
focus,
what we said really matters, and engaging with our clients proactively,
identifying those risk
proactively before. And this is only possible through data and a lot of times
of the automation.
So this is what we are going to see, much deeper now. So before going to that,
I just wanted to
mention, so as we said, Angela is our customer success systems manager. She
actually used to
be the team leader of the support team. But then she wanted to explore some new
areas.
And she was so pivotal to become successful in what everything that we're doing
. Because
it's true that we started our CS operations team on an earlier stage. But at
the same time,
we saw that obviously they were focusing more on this strategy, and what are
the processes that
could be improved. However, we really needed a person that would focus on the
systems that we
use. And we'll go back to that later. But we use many systems, probably a lot
of you.
So we wanted to have really the person on one hand that has the technical
mindset.
She loves AI. So she's going to put us into that path as well very soon. She's
actually
already doing some investigations. So yeah, and the idea obviously would be
putting all this
technical sidepad. Also having it with her team work mindset that obviously
made bringing the
issues that we had as a customer success organization together with the
operation to make sure
that we can leverage some of the repetitive tasks for the team.
So on the digital customer success, some of the challenges that we found at the
beginning
was first inconsistent and manual onboarding. So we had a lot of processes that
needed a lot of
manual interaction from our customer success managers. And we wanted obviously
to avoid it,
because otherwise they wouldn't have time to do what really matters, which is
engaging with our
clients. Then also the self-education options. We had our learning and support
system. We had
certain videos, but as you probably all of you know, if you have videos, you
always need to
get it updated on a regular basis if your product is developing obviously. So
we also focused on
on other pieces to solve this. Then as we said, we didn't have the visibility
as a CSM to know what are the support pieces or the raising tickets that were
done by us,
let's say, by the CSMs. And yeah, again, as we said, some repetitive tasks. So
now I presented
some of the challenges over to Angela for the solutions. So whenever we
encounter something
that's heavily manual, the very first thing that we want to do is to automatize
the majority or the
highest volume that we can out of it. So when we looked at the onboarding
process, how it used to
be done, we are talking sending email templates through our ticketing system,
manually by the
support team or the CSM team. So absolutely we needed to automatize it. And we
will see some
examples later, but to solve the challenge of it being so manual, so reliant on
the support
and the customer success manager team, we automated as much as possible out of
it, out of the onboarding
process. For what concerns the fact that the customers, so the options of self-
education,
like CSM was mentioning, where they are, where available, but we found that the
customers were
not really aware or were not using them as much as we would have liked. So we
made sure that the
customers were aware of these solutions as well as we revamped them as much as
possible so they
could be as useful and engaging as they could be. For the reliance on the CSM
support teams,
we set up in-app engagements which can guide the customers to find the
solutions that they are
looking for, to understand and learn and get the value out of the tool instead
of having somebody
who holds them by their hands and drives them there. And for the fact that the
time of the team was
consumed on repetitive tasks, we have configured a knowledge bot on with games.
mpx in-app, that's
where the customers are actually, the end users, that could explain where they
could find the
articles that could help them directly there without having to raise a ticket
for the team.
So, what have you, this is an example, what we have done, this is a journey
orchestrator program
that we have set up for an onboarding journey. All our onboarding journeys now
are fully automated
using journey orchestrator programs. What we do is that we have a connector
with our CRM.
The connector brings in the data that we need to trigger the program and in
this way, every new
customer is getting the onboarding program that they need to start their
journey. Just to give you
a few numbers, so about 600 emails were sent automatically since January 2024,
that's first of
600 emails that the CSM team or the supporting didn't have to send manually.
But also, if we
calculate about five minutes per email to find the right data, select the right
template,
send it over, find the right contact and so on, that's about 55 hours of CSM
time.
That's given back to the customers. So, what does it mean? Because the CSM team
or the supporting
don't have to do these manual tasks, like you have heard in, I'm sure many
sessions here already,
they can actually take that time and focus on the things that really matter,
that human interaction.
For the onboarding content in app, we have launched an onboarding pilot for
small segments
by using, but by really pushing the Gensite TX guide engagements, the power of
it, why? Because
especially for onboarding, guides are really useful because they literally tell
the customers
where to click, what to do next and what to do. So, we have used the guides
engagements and we
have created an onboarding journey for them. We have also revamped all the
onboarding content
in app that we used to have so that it is in line with our standards, with our
new designs and
it is as engaging as it can be. So, as I was mentioning earlier, because this
content is in app,
it is more engaging because it's right there. So, it's not an email that you
have to read and
then maybe you're going to go on the app and actually do what the email says
you should be doing as
an end user. You are there and you are more likely to actually do what you're
supposed to be doing
in your onboarding journey for you to get the value out of the tool in the end.
This is our knowledge bot for admins. The administrator users can review basic
and advanced materials
again directly in app where they needed most and because it's in the knowledge
bot, it's always
available. We are aware that we have many different types of learners and many
types of learners with
different speed of learning. So, somebody may need one hour to go through the
all the onboarding
materials. Somebody may have just 10 minutes and then the following day another
10 minutes because
the knowledge bot is always available. They can just check the materials
whenever they can or they
want and go back to it if they forget something or if they want to review it.
Inside of the knowledge
bot, we have put as many different types of materials of learning materials
that we could.
So, we've got articles but we also got videos and we've got the guide
engagement for somebody
who is more hands-on in learning. Thank you Angela. So, on the data driven
automated tasks,
some of the challenges that we also faced was obviously the lack of visibility
on risk and
opportunities. So, we started with the health score as we said. We started also
with the NPS but
obviously this was not the only metrics that we could use in order to know if a
client would
renew in the end and if they would expand also in the end. And one key that has
been very challenging
for us to go from this reactive to this proactive approach is really making our
CSM's understand
why is it so important that they understand what is the value that our clients
want to take
out of our tool, let's say. But not only our tool, but also as a consultant, as
a sharing the best
practice. We for example, release a benchmark report that we do globally on
yearly and quarterly
basis. So, really reading this benchmark report to bringing the value to the
clients. And the first
thing to start with that is actually asking your clients what is the outcome
that they want to
achieve when purchasing your product. And then as we said, so lack of
visibility of customer
satisfaction. So, on one hand we have the health score, the NPS, but we were
also lacking on some
other surveys that we implemented and that Angela will go more into detail.
So, for the lack of visibility on risks and opportunity, we have configured
that as
driven automated CTAs. I will show you examples in the following slides.
For the lack of visibility on customer desired outcomes, we have been using the
customer goals
feature within K-Insight CS. And we have improved the way we are tracking data
in terms of
customer and usage. And for the limited visibility on customer satisfaction,
we have created automated surveys at Success Plan Culture.
So, for the data-driven automated CTAs, these are a few examples that we have
configured.
We have got for risk, for example, we have got a CTA that goes to the customer
success manager
leaders if there is a touch point where the risk is high. We have got for
opportunities,
we have got a CTA to the CSMs if there is an app itself for a new property for
big segments,
for them to actually make sure that the configuration has been done correctly
and the onboarding and
the following steps can go as smoothly as possible. And for the risk management
, we have got a CTA
to the customer success managers for big segments if there are no touch points
within the previous
90 days. So, during this year, we have generated 900 CTAs that were not there
before. So, whenever
you look at this automations, we always have to think how it was before. So,
there were no touch
points for risk. Sorry, there were no CTAs for the touch points where the risk
was high. So,
the leaders could jump in, but only if they were made aware of the risk by the
customer success
managers. In this way, because the CTAs are triggered by rules, we are 100%
sure that they are always
triggered no matter what happens after. So, we are able to cover a bigger
amount of cases.
For the customer goals, we really are advising and we are really pushing the
customer success
managers to use customer goals to track the desired outcomes and expectations
of the customers. This
not only for them to keep track on, okay, what are the goals that we agreed on
with the customers,
where are we now? But then also, when they are looking at the retroactively
during the reviews
with the customers, they can also use that to showcase value. This is what this
is the agreed
value that you wanted to achieve. This is the goals that we agreed on and this
was achieved.
And then for the higher visibility, we have revamped the C360 page so that now
whenever a
customer success manager goes into the C360 page, all the data is available.
They are able to see
the NPS, the usage, the health score trends so they can have an immediate
reference on how the customer
is doing. And for the surveys at Success Plan closures, so we used to, as Kist
ram was mentioning,
we implemented the NPS score, but then we realized that the NPS score gives us
good data, but it's not
the whole picture. For example, we've got some processes, some implementations
in place, and we
also wanted to know what was the customer satisfaction about those
implementations.
So now what happens is for each implementation, we got a specific Success Plan
and whenever the
Success Plan is closed by the customer success manager, these triggers an
automatic journey
or accelerator program that sends out the survey to the customers where we can
pick up the feedback
on how the implementation went. Thank you, Angela. So on some other challenges
that we had and that
we were, we wanted to really increase the scalability and efficiency of our CS
Ms. We presented some of
the automated programs. But as we said, the most challenging part, and I think
we've been mentioning
this also through AI, is all this time-consuming, repetitive manual tasks that
our CSMs don't want
to do. But obviously, as maybe from the leadership, we need to have a way in
order to measure the
performance of our CSMs, but at the same time how happy our clients are. Then,
as it was mentioned
in the keynote, we also had a lot of siloed, isolated and incurring data. And
this was not only at the
beginning because of the silos between departments, but above all, so on the
silos of the different
tools that we were using. The CRM, Gainside, Gera for the ticketing tracking,
the ticketing system that
we use to communicate with our clients and so on. Then, obviously, we, at the
same time,
using all the tools will make that all the workflows, processes, and so on,
would sell in different
tools as well. And that our different departments, seeing sales, finance,
product, and so on, would
use different systems at the same time as well. And again, what would spring
that, that would
be our CSMs, or even us in the leadership team, would also spend too much time
searching for the
data that could make us take certain decisions on how to improve our risk
mitigation.
So again, for the time consuming and repetitive manual tasks, we went for the
automation. And then,
for all the other challenges that we have seen, so the isolated and incoherent
data, the workflows
and processes spread among multiple systems. And because of that, the customer
success and support
team having to chase the data and the information across multiple platforms,
the solution was to
bring the processes and the data into one system as much as possible.
For the CTA, so we created CTA and dashboards for CSMs and leaders.
CSMs and leaders get automatic CTAs when it's time to take action during an
implementation.
The CTA includes all the necessary information to action the first steps.
Because it is being
triggered within the system, then the data can be seen and analyzed in one
place using dashboards,
which again removes the necessity of checking the customer data on
gain site and then going on the CRM to check the sales-related information,
and then going to the ticketing system to check the tickets and so on.
This is a very specific example of an improvement of a revamp that we have done
for a process.
It's the onboarding calls process. So a brief introduction of the process is
whenever we have
a small segment that contracted a specific product, our customer success
managers reach out to them
and give them an onboarding call, which is basically they go through with them
the biggest
features that they are supposed to be aware of within in the tool during their
onboarding phase.
This is how the process used to look like. Each color that you see is a
different system.
So what would happen is that the opportunity was closed one in our CRM. The
leader of the onboarding
calls would check if the customer actually qualifies for the call and assign
the task to a customer
success manager, which then would go on the ticketing system, send the
invitation to the
customer, then they would go back to the CRM, update the data there, then they
would go on
the game site, create the success plan, they would go back to the ticketing
system, continue
the conversation with the customer, go back on the game site once they had the
call to log the
touchpoint, go back on the CRM to update the data there, and then that would
trigger sending the
satisfaction survey from the game site. And this is how the onboarding calls
process
look now. There is only one piece that's on the CRM, which is when the
opportunity is
closed one, but everything else was brought into game site. What is it, the
asterisk? It means
that the process has been automatized. So automatically the rule triggers in
game site triggers a
CTA for a designation. Then if the leader says yes, this is onboarding call,
then this
automatically triggers a CTA for the customer success manager and the success
plan is created
automatically. Customer success managers can send the emails to the customer
via success plan
in game site, they log the touchpoints in game site, and then once the success
plan is closed,
the survey is sent automatically from the inside.
I don't know if you can see it, but this is actually, I was preparing a
different presentation
some weeks ago, and I asked the leader of the onboarding calls, Yana, to give
me some feedback
on how this new process is going. And actually this is the feedback that she
has given me.
This is the original message, it's a screenshot. And she's saying that the
assignment process went
from 10 minutes to a few seconds. The manual creation of the success plan was
taking about
three minutes. Now it's done automatically. The communication with the client
went from 5-10
minutes to a few seconds, and the finalization of the whole process went from
10 minutes to
1 minute. So take all these great results and multiply it by 76, which is the
amount of onboarding
calls that we have generated for the 2024. All right, so before we go actually
to the impact on our
business, and that's a good example that Angela added the information of our
elite for the onboarding
calls designation, I think this is also key to keep in mind. CSOPS and the CSMs
will always need to
work together. So if CSOPS, for example, is implementing a new process,
obviously what we
tried to do is get the feedback from the CSMs or from the leadership team. So
we can see,
as we said, we're saving the time and making their lives easier.
So just as a wrap-up, let's say, so with all those projects and revamp projects
that we did,
we actually seen an increase of 17% year to date on our health score. And this
was a wrap-up thanks
to the improving the engagements via CTA's customer goals and programs,
improving the
adoption thanks to our knowledge bot and self-service system, improving
satisfaction,
thanks to the success plans, the surveys, and by empowering also CSMs to use
our
three six new revamp 360 and home page to realize where the data sits and
obviously all the
automations that we put in place. On the other side, also we increased 900% of
our productivity
based on that. Those were obviously mainly achieved through the automations.
And as Angela was explaining, obviously as a leadership team and for the CSMs
as well,
it's taking us less time to find the right data in order to take the most
relevant actions.
On the other side, we also increased our proactive churn retention on a 38%.
And it's a bit difficult to explain that, but obviously we have our churn
retention.
But here what we're talking about is, as we said, being able to have the time
to reach out proactively
to those clients that didn't have any call or any touchpoint during the last 90
days,
that maybe had a high risk identified and we didn't have the time to follow up
on that.
Or maybe also a lot of the times the leadership team would get involved in
those complaints that
would also take our time of focusing on other strategies that we need to take
care of.
And which is really impressive with our knowledge bot. It's actually we got
over 15,000 interactions
with our new knowledge bot. And this is also why we want to not only have this
for our admin users,
but also for any other type of users moving forward. So hopefully we'll be able
to bring that
in our next poll session. And we wanted to do like a last sentence, let's say,
to wrap up the
presentation. So we chose that. And it's the power of data and automation,
achieving
and much efficiency, scalability and customer satisfaction, but a full together
. As we said,
this is key. Make your CSOps team talk to your CSMs to your leadership team, as
well as the other
departments, because the first start where you cannot have a silent mindset,
obviously, is in your
own department and company. And actually, I wanted to thank some of our
customer success team members
that are also here with us. And first of all, so we don't get that nervous. But
there also a
representation of what we achieved together. And as I said before, always with
a human first
approach. Thank you. Yeah. And if I can add, I would like to do a big shout out
to Fernando.
She's sitting here in the first row. And she's my best buddy in actually making
every, most of these
things that you have seen happen. She has been absolutely key for many of these
projects that
you have seen. So thank you. All right. So I think we have some time for a Q&A.
So we're going to
continue actually doing that. You see that there are some thumbs. So we will
see the questions flowing.
But if there are any that you're especially interested in, please just put the
thumbs up.
So the first question goes from Jenna, automated onboarding. How do you ensure
customers are
engaging with onboarding emails, especially if they're not personalized? Do you
find that your
team have to follow up after the automated emails, calls, meetings, etc. That's
actually a very
good question, Jenna. And this was mainly why we also, as Angela was explaining
and she can
complete the answer in a minute, why we decided to reduce the amount of emails
that we were sending.
Because obviously the conversion rate would be a bit lower. If it wouldn't
include the
personalization, it would obviously be a longer threat, let's say, and put this
into
in-app engagements that would go through the tool to let them know what are the
next steps
that they need to check. Yeah. So regarding the onboarding, this is actually
one of those
challenges that we were seeing when we were sending out the onboarding only
through emails.
And that is, yes, we can see the emails were being opened, but we don't really
see if,
what happened after that point. So now that we've got the pilot ongoing where
the onboarding
engagements are in-app and they are made by Gensite PX guides type of
engagements,
the cool thing with those type of engagements is if it has multiple steps, you
can actually see
if there were any drop-offs. So if the guide was completed and if there were
any drop-offs,
where did the user drop-off? This is the first good data that you can get from
this type of
engagements, but also within Gensite PX, you can also create reports where you
see
whether the user that finished that engagement actually ended up going to the
section that you
are explaining within that specific engagement, for example. Thank you, Angela.
So if we move to the next question is we found that if there are too many CTA's
CSM's get blindsided, did you face a similar challenge and CTA adoption? So we
have here two
of our team leaders. I think they can come and stage and respond for that, but
yeah, definitely.
We had many challenges and we're still facing challenges, of course. So I think
what we really
did is identifying those CTA's that where we wanted to focus on, because as you
said, if you're
starting with too many CTA's, the CSM's doesn't know where to start. So we had
a big focus on those
bigger segments, larger accounts, because as we explained, the idea of the long
tail clients is
that we will do those onboarding calls, but at the same time, everything
through their process
would be a self-learning path and automate it. However, with the bigger
segments, what we try
to do is to be in contact more often. So we have a rule of having a touchpoint
at least
every 90 days. So this is where we focus on, but on the other side also on the
high risk
mitigation that would trigger through the touchpoints that the CSM's put.
However, what I think has
been super pivotal, as Angela was explaining, is for the leadership team to
have the visibility
on all those CTA's that were enclosed. Sometimes it could be overwhelming as
well. So having those
dashboards and reports, then they are able to tackle this during the team
meetings, during the
one-to-one scatchups and so on. Angela, you want to mention that? Yes. So also
for the CTA's, in
terms of systems, what we have done is that when we created, configured the CTA
's, we have added
tokens inside of the CTA's. So when the CTA is generated, the title and the
content already gives
the customer success managers an idea of what precisely what the CTA is for. So
when they go
check their cockpit, it's easier for them to actually filter them out or
determine what CTA's
are still pending. And another thing that we have done is that we have
activated a rule that
automatically clears out all the old CTA's if they have not been closed within,
I think it's
for the previous years. So this also helps with keeping that cockpit really
relevant and clean.
Thank you. Next question from Sam. How many customers would a typical CSM
manager at your
at your organization? So I would respond to that saying that it really depends
on the market. So
since we cover seven different languages from our CSMs, we try to divide best
through markets.
So depending on the market, for example, the UK market, we have a very big
client base.
But since they are very advanced, they might not need so much proactive
engagement from our CSMs.
However, for example, I don't know, for the French market, we don't have that
big client base.
So then what our CSMs have, they're doing kind of different markets. But in
average, I would say,
they usually look after between 30 to 40 accounts. It's true that we have some
specific CSMs that look after more of the larger accounts. So in that case, it
would be maybe
one to even one to five accounts that they look after because the engagement
that we have with them
is much more than with some other markets.
Then Adriane's question, based on what criteria do you measure the increase in
productivity?
I got this one. That's a good question. So this was based on the feedback that
you have seen
from Yana. So the reduction of how long it used to take versus how long it
takes now.
And then it was applied on a formula, which I don't remember by heart.
But it gave us that 900% increase if you're interested in the formula,
then you can catch up with me later or send me a message on the pulse up and I
can share it with you.
Thank you, Angela. 900 CTA's are a lot. Yes, they are. How many CTA's for CSM
is that? Where
they all work or somewhere ignored because not relevant and created noise? And
yes, actually,
you want to take it? Yes, so these just a clarification, 900 CTA's were not
only for the
customer success managers were also for the leaders. So here you've got the CTA
's for the
leaders when there is an designation to be done or the CTA's to the leaders
where an onboarding
program was failing and the support team needed to jump in and recent the
program or contact the
customer differently. And then yes, also the CTA's for the customer success
manager. So it's not
only for the CSM's, it's more like covering different situations and different
owners.
Then there are some CTA's that do need to be action. So for example, when we've
got
an implementation, then the customer success manager knows that they have to
create a success
plan and continue with the process. But there are some CTA's that are just for
notification,
like for example, just to let you know you have been assigned these big company
. And in that case,
they just take it as a notification and close it and there is nothing else to
be on there.
If I might add to that to those CTA's that we were mentioning on risk
mitigation for those
accounts that didn't have any touch points during the last 90 days, just to
give you an average
buy CSM's. It should be, I don't know, 15 to 20. Obviously, ideally they wouldn
't have any because
it means that we're engaging with our clients, but we know the reality of our
day today. So it's
complicated and at the beginning, and I think this is important, that try to be
vulnerable here,
that even if you start and you see you're putting too many or creating too much
noise
for your CSM's, that's okay in the sense if they provide the feedback back to
you and you take
decision and do some changes based on their feedback.
Then I think this would be the last question. So do you use different in-app on
boarding
journeys for different user roles? You want to take this one?
Yes. So right now the in-app on boarding journey is made for administrators,
the pilot,
but we've got some content within the new knowledge pod for users type, which
Fernando is working on,
and that has guides for users. So yes, right now the pilot is for
administrators only, but the idea
is to roll it out personalized depending on the user type.
Thank you. So first of all, I wanted to thank absolutely everyone for attending
the session,
and it was mentioned before, and we do that for our customers as well. We love
feedback, so if you can
just rate our session, that will definitely help us to improve for future times
And here you have a super expert at GainSight and everything that is related to
systems.
So if you want to come to see us later, that would be great catching up. Thank
you so much.
[applause]
Thank you so much. Everyone, let's hear it again for Angela and for Kirsten.
Thank you so much. That concludes our morning session.
