Date post: | 23-Jan-2018 |
Category: |
Technology |
Upload: | totango |
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Building a profile for customer health by understanding your
customers
200 Employees5 Offices (Tokyo, SF, Minneapolis, London, India)220 Enterprise CustomersLeader in Gartner MQ since inception of this market researchLive secured video to 450K concurrent usersCustomers running thousands of live events a monthMillions of employee generated videos shared
Gartner Magic Quadrant for Enterprise Video Management by Whit Andrews and Adam Preset – November 30, 2015Gartner does not endorse any vendor, product or service depicted in its research publications, and does not advise technology users to
select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner’s research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with
respect to this research, including any warranties of merchantability or fitness for a particular purpose.
• Who are our customers?• What are they trying to accomplish?• Why do they want to do it?• Why now? Why us?• What make some customers grow their usage and adoption, and others flounder?
• Why are some customers flat on upsell, despite growing usage and use cases?
• Where should we spend our energy?
Confusion
• Disparate systems and data, data was often inaccurate
• Multiple acquisitions• 3 separate and unique product lines
What did we do?
What was the solution?• Capturing usage, support and NPS data in Totango• Gathering ancillary data from outside sources• Combining in a unified view which can be tweaked to make decisions
High level steps in the process• Implementation of Totango into our product• Consulting spend analysis• Community usage analysis• Support analysis• Product usage analysis• Customer analysis
What did we discover?opinion (o·pin·ion):a view or judgment formed about something, not necessarily based on fact or knowledge.
Pain points identified
• Scoping the right solution for their problem
• Onboarding – Complicated, long, no first value
• Expectations – Do they match?
• Now what?
What makes a successful customer for Qumu?The obvious:
• Overall Usage
• % of license consumed
• Growth ($, usage, licenses, features)
• Features used
• How long have they been a customer
• Survey participation rates
• Support satisfaction %
• Marketing participation – references, speaking engagements, case studies
• Product feedback
• Community involvement
• Time to first value
The not as obvious:
• % spend on consulting
• Rate the customer at the end of onboarding
• Swagger score
• Does customer know what success means to them, do they have a plan for adoption and growth
• Onboarding feedback
A sample success story
40,691Number of Views
26,123Sustained Views
0External presentation
697▲ 325%
Internal presentation
100%Satisfaction Score
9Tickets Created
14,568Partial Views
697▲ 325%
Published
• Top 10 dissatisfied customers list
• 1 use case, with complex requirements
• No real users, project gated by internal process
• 18 months, no real content (all tests)
• Negative NPS Score• No new investment in
18 months• Sponsor abandoned
project
12%
85%satisfaction
Investment inconsultative services
20%
98%satisfaction
Investment inconsultative services
Taking it back to your organizations
• Seek to validate opinions with facts• Learn from your trends and use them to educate your customers• Seek unlikely correlations within your data• Agree with your customer’s definition of success in the sales cycle• Target your ideal customer
Lead with Customer Success
Go Live
A video experience for you
Strategic Planning
In-depth training
Health review
Q&A