Transforming Cisco Through Customer's Lifecycle Journey · PDF fileCustomer's Lifecycle Journey of Accelerated Value Realization ... Ops/Supply Chain On-boarding** ... measure...

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Transforming Cisco Through Customer's Lifecycle Journey of Accelerated Value Realization

KEN O’REILLY Director of

Customer Success, Cisco


LANCOPE – AQUIRED 1/1/16

Customer Profile

Network Security

Provides Network Visibility and Security EfficacySophisticated Product

On Premise/Perpetual Model

Multiple Phase Engagements

No product telemetryRely on Services

Consumption

Customer Base

Fortune 1000Large Enterprise

Government/Public Sector Commercial

There is always a phase II

• Highly technical skill set• Overworked

• High stakes • Extremely high turnover

• +50 products in portfolio• Very difficult to measure

value

The Law of Customer Behavior

The natural tendency of customers left unattended or frustrated is towards non-use

of the product…

©2017 Gainsight. All Rights Reserved.©2017 Gainsight. All Rights Reserved.

68% OF CUSTOMERS LEAVE BECAUSE THEY THINK YOU DON’T CARE ABOUT THEM.

“—Rockefeller Corporation, 18 Customer Facts Marketers Can’t Ignore

“




“A 5% increase in customer retention can increase a company’s profitability by 75%.




“A 5% increase in customer retention can increase a company’s profitability by 75%.

The probability of selling to an existing customer is 60% to 70%. The probability of selling to a new prospect is 5% to 20%.

Forbes, Never Underestimate the Value of Retention


LAST 20 YEARS OF SECURITY:GOT A PROBLEM? BUY A BOX


THE SECURITY EFFECTIVENESS GAP






CUSTOMER SUCCESS IS CLOSING THE GAP


Transitioning to Customer Success

Historically

Customers May or May Not Achieve

Business Outcomes

Transactional Customer

Interactions

Reactive Resource Mobilization when

Customer Has an Issue

Manual, Disjointed or Lack of Data

Land and Renew Focused Selling


Transitioning to Customer Success

Historically

With Customer Success

Accelerated Speed to Business Outcomes

Customers May or May Not Achieve

Business Outcomes

Transactional Customer

Interactions

Consultative & Collaborative

Customer Interactions

Reactive Resource Mobilization when

Customer Has an Issue

Proactive “Guardrails” with Customer Success to Keep Customers on

Adoption Path

Manual, Disjointed or Lack of Data

Automation & Analytics Focused

Land and Renew Focused Selling

L / A / E / RLifecycle & Outcome

Based Selling


Customer Success Can Mean…

A Function or Functional

CapabilitiesA Program

e.g., Global Customer Success Team,

Customer Success portion of Engineering,

Ops, Services, etc.

e.g., Cross-Functional Customer Success

Program (CSx) to create functional capabilities

A Mindset

Helping the customer achieve their goals first


Customer Business

Goals

Customer Success Operating Model

DIGITAL PLATFORM

ENGINEERED OUTCOMES

SELLER OUTCOME

ENABLEMENTLIFECYCLE PROCESS

PARTNER LIFECYCLE

ENABLEMENT

TIERED LIFECYCLE SERVICES

CUSTOMER HAS ABUSINESS GOAL


Land Adopt Expand Renew

Field Sales**

Renewal Sales**

Marketing

Tech Svc/Adoption**

Education**

Advanced Services**

Ops/Supply Chain

On-boarding**

CuSMs**

Touchpoint back to PM/Eng

Product Mangement and Engineering define outcomes (by product line) that lead to higher adoption, accelerated

value realization, expansion, and renewal

CSx Operations and Data Analytics “Success Science”

** Partners could be engaged (partially or fully) in any of these functions

Integrated Customer Success Model

Engineering BE • Define outcomes

and journeys• Optimize through

success science• Close to CuSM,

Service, Sales touch points

CuSM and Services• Closely integrated

lifecycle• Get customers to

outcomes• Provide company

with Success Science insight


Customer Lifecycle Model

LAND

ADOPT

EXPAND

RENEW

Owns the Account Optimizes Opportunity

Maximizes UtilizationFrictionless Renewal

Essentials of Customer Success

In a recurring revenue model, the customer lifecycle is continuous


Roles, Responsibilities, and Success Metrics

Organize for success by defining roles and responsibilities in the customer lifecycle and developing key performance indicators (KPIs) to measure effectiveness with compensation models that produce results.

Customer Lifecycle ModelCustomer lifecycle stage Land Adopt Expand Renew

Primary role Solution enablement

Customer health and value realization Revenue growth Customer

retention

Key responsibilities Deployment and training

Monitor consumption & deliver business outcomes

Monitor consumption and recommend complementary solutions

Create compelling offers for continuedservice based on consumption

Key performance indicators

Customer activation Usage patterns Lead generation Renewal % and

retention rates


CUSTOMER SUCCESS DIGITAL ECOSYSTEM

Investment in Infrastructure




CustomerEngagement




CustomerEngagement

LifecycleApproach




CustomerEngagement

LifecycleApproach

MeasuringSuccess


Customers must actively use your services and realize value quickly to create loyalty.

Customer success fuels your business.

Reduces cost to serve

Increases revenue/

wallet share

Improves customer retention

Promotes sticky

features

Identifies expand

opportunities

Initial Sale5-35% of revenue

Post Sale70-90% of revenue

Totango, Customer Success: Putting the Pieces Together


Data-driven Success Sciences

Timing• Last email

send date

Company-level data• Install base

Size• Services

purchased• Contract status• Renewal date• Segment

Contact-level data• Email status• Job ranking

Digital behavior• Target contact

known• Pain point

known

Consumption behavior• Portal

registration• Reports run


Outcome Value Chain

Vendor

Platform People Portfolio Finance

AdvocacyConsumptionCapabilities

Customer

The digital ecosystem works with other business groups to deliver value chain


Customer Success Lifecycle Programs

All of these programs provide a customized experience for each customer by helping them:

1. Accelerate product value 2. Ensure long term product success3. Build a strong relationship with Cisco

Universal Customer ProgramLifecycle Manager

1:40 LCM to Customer ratio

Strategic Account ProgramCustomer Success Manager1:6 CSM to Customer ratio

Digital Engagement Program


Universal Lifecycle Model for Net New Customers

Welcome Call

90 DayProgress

Call

Launch discovery process with Sales

Follow up on call action items

Deliver additional Initiative Mapping content

Send follow up email with Initiative Mapping

content

Conduct Welcome Call

Promote Expert Series and training

Talk about AS/TR/IM

Internal Processes

Sync BP/AS/TR

Initiative Mapping exercise

Pull report cards

Follow up actions fromreport card analysis

Verify Community Registration

Download software license

Sync w/ internal teams

Follow up on content/events provided in previous 90 days – did you find it helpful?

Recap email with IM Content if available

Pull Report Card

Prep for call based on report card analysis

Check in before progress call

Follow up on call action items

Pull report cards

Follow up actions from report card analysis

CustomerIdentified

Customer Interactions


ü On current releaseü Consumes product training and

professional servicesü Takes eLearning modulesü Reviews uses case documentsü Attends expert series webinar and

reviewed othersü Engages in the onboarding and

customer success maturity model program

Profile of a Successful Customer

☐ Participates in Stealthwatch early release program

☐ Attends regional user group meetings

☐ Stays current on product roadmap☐ Takes part in Stealthwatch health

checks☐ Uses specific integrations (e.g. host

group automation, SIEM integration)


Link between Service Consumption and Product Success/Satisfaction

0

5

10

15

20

25

30

0 2 4 6 8 10 12

Cus

tom

er E

ngag

emen

t

NPS Score

Customer Engagement vs. NPS ScoreCustomers that consume more services rank Stealthwatch higher

Assets Most Consumed

Training > 1000 users

Webinars > 750 users

Use Cases > 800 downloads

Professional Services > 500 customers

Onboarding > 100 customers in 2016 “

80% of customer data will be wasted due to immature enterprise data “value chains,” as poor data practices remain one of the biggest hurdles to marketing success.

—IDC, CMO Customer Experience Predictions for 2014“


Customer Success Security Scorecard 1456

Customers Worldwide

86%

5% 9%

Unassigned

HighTouch

Virtual

% of Customers covered per RTM

Health Score Metrics

Customers covered by CS

236

Usage Measurements

Adoption Barrier Frequency Renewal Rate Illustrative

+138 +6

0%

50%

100%

Aug'16 Sept '16

>8

6>8

4>6

2>4

0>2

0% 5% 10% 15% 20% 25% 30%

ReportingServiceTraining

EnhancementsResources

Sales Metric Contribution

Deployment Ratio 30%

Feature Adoption 20%

Usage Measurement 30%

Value Index 20%

Total 100%

>8

6>8

4>6

2>4

>2

70%

40%

3% 4%

74%

43%

23%

52%

A B C D

Q1 '16

Q2 '16

98%

35%

9% 10%

99%

39%

9% 13%

A B C D

Q1 '16

Q2 '16

Health Score Distribution Trend

Feature % of Deployment

3% 12%

74% 104% 115%

136%

0 30 60 90 120 180

%Current Impact

65% 70% 75% 80% 85% 90%

Q1 Q2 Q3Product 1 Product 2


Loyal and Dedicated Customers

“Support and resources have been especially invaluable when building a baseline and strengthening our initial Stealthwatch configuration.”

— Jason Edelstein, Engineer, The University of Chicago

True Partnership with Customer Success“We have recurring calls with the Customer Success team to go over ongoing issues, new challenges, or just to bounce ideas off of. It’s a partnership where we work together to improve the product.”

— Engineer, Global 500 Financial Services Company

96% of surveyed customers have realized faster time to value from working with Cisco's Customer Success organization.

92% of surveyed customers are likely, very likely or extremely likely to re-engage with Cisco's Customer Success organization for Learning & Development/Training.

Customer Retention+90

%

Net Promoter Score (NPS)75

Revenue Expansion+40%


Questions?


THANK YOU


#Pulse2017

Transforming Cisco Through Customer's Lifecycle Journey · PDF fileCustomer's Lifecycle Journey of Accelerated Value Realization ... Ops/Supply Chain On-boarding** ... measure...

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