DRIVING OUTCOMES: SUCCESS

PLANS AND SCORECARDS

Elaine Cleary
Gainsight
WHO ARE YOU?

1. Customer Success Manager or Account Manager

2. Management or Executive in Customer Success

3. Gainsight Administrator

4. Another Team
So you’ve crafted the optimal
customer journey…
- Segmented your base
- Defined personas
- ID moments of truth
- Executed playbooks
 EACH SEGMENT HAS A TOUCH STRATEGY…

1:M Outreach = Purple 1:1 Events = Blue Risk = Red Opportunity = Green
Scheduled

Kickoff Exec Business Best Practice Exec Business Best Practice

Call/Training Review Session Review Session

New Release
Welcome Monthly Renewal
Go Live NPS Survey Training
Email Newsletter Preparation
Webinar

+ 12 months
Month 1

Seasoned
Onboarding Adoption Expansion
Customer

Project High Priority Champion Decline in Usage 3

Unscheduled

Delayed Support Ticket Leaves weeks in a row

Detractor NPS Increase in Positive NPS 90% License

Survey usage Survey Utilization
But how do you make sure you’re
delivering on your customers
desired outcomes…

Enter SUCCESS PLANS and

SCORECARDS!
SUCCESS PLANS

Plan, capture, execute, and demonstrate progress against customer objectives

Capture customer goals and strategic

1 account plans with detailed
objectives and tasks

Monitor goal attainment and share

2
progress

Share progress with customers and

demonstrate your efforts by quickly
3
exporting Success Plans into a
branded PowerPoint presentation

Track team performance by easily

4 incorporating Success Plans in your
management dashboards
HEALTH SCORECARD

Relentlessly monitor and manage customer health along the journey

Create a Health Score that provides

a holistic assessment of your
1
Customers across all types of
interactions and data

Use the flexibility of the Gainsight Health

2 framework to account for real-world
nuance; create multiple scorecards,
group-level scores, assign different
weights to health measures and create
exceptions to override those weights in
specific situations

Track the history of your scores over

3 time to understand how a customer’s
health has evolved
Using Success Plans today?

Have a Customer Scorecard?

Understanding Success Plan Basics
UNDERSTANDING SUCCESS PLAN BASICS

1. Fundamentals

2. Common Use Cases

3. Benefits

4. Anatomy of a Success Plan

5. Deciding on your Success Plan Strategy

FUNDAMENTALS

• Created by Gainsight “full” licensed users or via Gainsight Rules Engine

• Can be customized per customer or standardized via a template
• Possible to have multiple Success Plans per customer for different use cases
• Reside on the Customer360/Relationship360 pages
• Visible on the Salesforce Account and Opportunity Gainsight sections for “limited” users
COMMON SUCCESS PLAN USE CASES

• Set customer goals or desired outcomes for review at key milestones (i.e. EBRs)

• Tackle a specific project like a recovery plan for an at risk customer

• Develop internal plan to maintain and grow an account

• Track delivery of entitlements or SLAs (i.e. Premium Services)

• Use for project management (onboarding) to align internally as well as with client

• Set product goals with customer (i.e. transparency for updates)

BENEFITS

• Helpful and thoughtful tool for planning

• Showcases successes

• Provides visibility to leadership on plan of attack with any client

• Adds level of accountability

• Demonstrates work effort for individual accounts

• Drives growth & retention

 ANATOMY OF A SUCCESS PLAN Use Draft, Active & Closed
Status Options to your
advantage

Customize
options to Use templates, set due
capture dates, export into PPT,
Consider naming your important, and change status
Success Plan to align general info (active v. inactive)
with your EBR cadence

Use “Objectives” CTAs to

document longer term and
strategic goals

©2015 Gainsight. All Rights Reserved.

ANATOMY OF A SUCCESS PLAN

Use “GANTT CHART” for

instant overview of
objectives, tasks, & dates
 DECIDING ON YOUR SUCCESS PLAN STRATEGY

• What specific business challenge could a Success Plan help manage?

– Set customer goals or desired outcomes for review at key milestones
– Track “desired outcomes” through the customer journey (i.e. during EBRs)
– Demonstrate business value/ROI

• Which tier of customers would benefit most?

• Do you have the resources to manage Plans for the desired tiers?

• Should you rollout to one tier first, gather feedback, & reassess?

• How could or should Success Plans fit into your healthscore?

 CUSTOMERS’ DESIRED OUTCOMES ARE CAPTURED IN SUCCESS PLAN…
1:M Outreach = Purple 1:1 Events = Blue Risk = Red Opportunity = Green Success Plan
“Desired outcomes”
Scheduled

Kickoff Exec Business Best Practice Exec Business Best Practice

Call/Training Review Session Review Session

New Release
Welcome Monthly Renewal
Go Live NPS Survey Training
Email Newsletter Preparation
Webinar

+ 12 months
Month 1

Seasoned
Onboarding Adoption Expansion
Customer

Project High Priority Champion Decline in Usage 3

Unscheduled

Delayed Support Ticket Leaves weeks in a row

Detractor NPS Increase in Positive NPS 90% License

Survey usage Survey Utilization
Aligning on your scorecard
strategy – a “crawl, walk, run”
closed-loop approach to
customer health
ALIGNING ON YOUR SCORECARD STRATEGY

1. What type of health score is right for you? “Crawl, walk, run” approach

2. Where is the data to support your choice?

3. Do you need multiple scorecards (i.e. by Segment, Department, Lifecycle)

4. What is your desired scoring scheme and how will scores and CTAs correlate if at all?

5. Deciding on your Scoring Strategy

Appendix: Lessons Learned

CRAWL: BASIC APPROACH TO SCORING

1. Create a simple Red, Yellow, Green approach focused on managing risk

2. Build an internal process for reviewing risk in the business
3. Begin to incorporate accessible, data-driven metrics to stay ahead of risk

1 2 3

Support Company (Relationship) Sentiment

Exec
Director of Support VP Customer Success VP Customer Success
Owner

What volume of open

Is there a change at the
support tickets does
company that will affect Is the customer generally
Definition the customer have,
the customer’s use of our happy? (e.g. NPS)
and what’s their
product/service?
priority and duration?
WALK: EXPAND RISK FRAMEWORK WITH MORE DATA-DRIVEN METRICS

1 2 3 4

Support Company (Relationship) Sentiment Habits

(Usage)

Exec
Director of Support VP Customer Success VP Customer Success VP Customer Success
Owner

What volume of open

Is there a change at the
support tickets does Is the customer using our
company that will affect Is the customer generally
Definition the customer have, product in a significant,
the customer’s use of happy? (e.g. NPS)
and what’s their sticky way?
Gainsight?
priority and duration?

5 6 7 8
Readiness Implementation Product Bugs
Exec
VP Sales VP Services VP Product VP Engineering
Owner

Was the customer Does the customer Does the customer have
Is the implementation
Definition ready to purchase require a product a high volume / priority
project plan on track?
your product/servecs? enhancement? of bugs open?
WALK: BEGIN THINKING ABOUT DATA SCORES

1. Sales data in a Salesforce Automation (sometimes called CRM) system

2. Financial data in an Enterprise Resource Planning (ERP) system

3. Customer feedback data in a Survey system

4. Services project data in a Professional Services Automation system

5. Marketing engagement data in Marketing Automation system

6. User engagement data in a Community system

7. General customer data a in Data Warehouse

8. Website activity data in a Marketing Analytics system

9. Support data in a Support Ticketing system

10. If you’re lucky - Product Telemetry data

RUN: CHOOSE AN APPROACH FOR SPECIFIC COMPANY GOALS

1. Consider a health score designed to accomplish specific goals beyond risk:

– Want to have an early warning on risk in accounts => Vendor Risk

– Want to track the overall ROI of Customers Success => Vendor Outcomes
– Sales team driving Customer Success => Vendor Expansion
– Want to more closely track your impact to customers => Client Outcomes
– Voice of the Customer team driving Customer Success => Client Experience
– Marketing team driving Customer Success => Client Engagement
– Company effort to get clients at higher levels of sophistication => Client Maturity

The CEO’s Guide to Measuring Your Customers

https://www.gainsight.com/2017/08/04/ceos-guide-measuring-customers/

2. Bonus: Incorporate Data Science into your analysis

VENDOR RISK

1. Support Health: Does the client have too many cases open? Repeated cases? Cases aging too long? This could be
owned by the head of support.
2. Product Health: Does the client have open bugs or critical enhancement requests? Similarly, the head of product
would be responsible for this score.
3. Marketing Engagement Health: Is the client engaged in vendor marketing activities? The marketing leader would be
accountable here.
4. Product/Service Adoption Health: Is the client using the vendor’s product/service actively and well? Often, the
Customer Success team would directly drive this.
5. Services Health: Have the client’s services projects with the vendor gone well (on time, on budget, on quality, etc.)? A
head of Professional Services might take this on.
6. And so on…
VENDOR OUTCOMES

1. RETENTION INDICATORS
a. Adoption Sophistication Score: Number of advanced capabilities used.
b. Support Health Score: Presence or lack of recent poor support experiences.
c. Sponsor Score: Relationship with exec sponsor.
2. EXPANSION INDICATORS
a. Marketing Engagement Score: Attendance to recent marketing events.
b. Open Opportunities Score: Presence of open sales opportunities in CRM.
c. Utilization Score: Percentage of contracted products or services used.
3. ADVOCACY INDICATORS
a. Sentiment Score: Recent survey feedback.
b. Reference Score: Recent reference activity.
c. Community Score: Activity in online community.
VENDOR EXPANSION

1. Example: two product lines called Lightsabers

and Tricorders where you could define rules for
what you expect a client to purchase:
2. If Industry = “Star Wars”
– For Lightsabers
• GREEN = 10+, YELLOW = 1-9, RED = 0
– For Tricorders
• GREEN = 2, YELLOW = 1, RED = 0
3. If Industry = “Star Trek”
– For Lightsabers
• GREEN = 2, YELLOW = 1, RED = 0
– For Tricorders
• GREEN = 10+, YELLOW = 1-9, RED = 0
4. You could have further overrides based upon
health. If a client has risk issues in a given
product, the expansion score for that product
could be set to “NA” until the issues are
resolved.
CLIENT OUTCOMES

1. ROI: Has the client received and observed a Return on Investment?

2. TCO: How much time and cost has been put in by the client (Total Cost of Ownership)?
3. Outcomes: Beyond ROI, what other outcomes did the client achieve? (Use Success Plan completion as a data point)
4. Time-to-value: How long did it take?
CLIENT EXPERIENCE

1. Sales Experience: Survey client after sale to see how rep did in expectation setting.
2. Onboarding Time: Measure actual onboarding time versus promised.
3. Onboarding Experience: Survey client after onboarding.
4. Support Experience: Survey client after cases.
5. Support Frequency: Measure frequency of tickets.
6. Uptime: Measure service uptime for client.
7. Relationship: Regular Net Promoter Score survey.
8. Quality: Count of bugs affecting client.
CLIENT ENGAGEMENT

1. Product/Service Engagement: How sophisticated is the client’s usage of the product/service in question?
2. Marketing Engagement: How often does the customer attend webinars, events, etc?
3. Community Engagement: Is the client active in the vendor’s online community?
4. Advocacy Engagement: Is the client an active advocate for the vendor?
CLIENT MATURITY

1. Business Processes: Does the client have business processes implemented around the vendor’s product or service?
2. Sophistication: How sophisticated is the client’s usage of the vendor’s product or service?
3. Tenure: How long has the client been using the vendor’s product or service?
4. Training: How many people at the client have been trained on the vendor’s product or service?
5. Advocacy: Is the client an active advocate for the vendor?
SAMPLE HEALTH INPUTS
Support Surveys Advocacy/Engagement Training
Cases in past 60 days Reference calls completed
CSAT (Customer Satisfaction Score) Training hours purchased
Service Calls Reference calls declined
Latest NPS Training hours used
P1 Cases Referrals
NPS of Executive Contact Training events purchased
P1 Cases opened > than 24 hrs Public reviews
Post-support surveys Training events attended
Case frequency Speaking engagements
Product feedback surveys % training unused
Escalations Case studies
Post-training surveys Training completed on time
Break/Fix Webinars
Benchmarking Training satisfaction ratings
Support CSAT Quotes
Performance surveys Individuals sent to training
Open support tickets Social media engagement
Adoption risk surveys % of products fully trained
Avg First Response Time Email responsiveness
TCO assessment Self-sufficiency assessment
Avg Resolution time Unsubscribes

Community Revenue Product Relationship

Users created
Logins
Avg posts / user
Active users past 30 days
Posts
Posts per user
Avg reply time
User group participation
Event attendance
Community likes received
Community likes given
Revenue growth Breadth of products purchased
Strength of Exec relationship
Revenue decline Feature utilization
Exec change risk
Days Sales Outstanding (DSO) Version information
Strength of Admin relationship
Account penetration Nodes deployed
Admin change risk
Training purchased Storage usage
Breadth of relationships
Open opportunities Network latency
Qualitative assessment
Land and expand progress Bandwidth utilization
Competitive risk
Products purchased Product feedback provided
Perceived value
Lost opportunities Product gap risks
Exec responsiveness
Cancellations/non-renewals Users licensed
Responsive technical resource
Discounts Time to onboard
SAMPLE HEALTH SCORECARD FOR INFORMATION SERVICES
SAMPLE HEALTH SCORECARD FOR AD-TECH COMPANIES
SAMPLE HEALTH SCORECARD FOR ON-PREMISE COMPANIES
SAMPLE HEALTH SCORECARD FOR ONLINE MARKETPLACES
 DO YOU NEED MULTIPLE SCORECARDS

• Common use cases for multiple Scorecards

• Segment (Strategic, Enterprise, Mid-Market, SMB)
• Department (Account Management, Customer Success, Sales)
• Product
• Lifecycle (Onboarding, Launched, Seasoned Customer)
SCORECARD COMPOSITION

Overall
Heath
Score

Health Health Health

Score Score Score
Category 1 Category 2 Category 3

X% Y% Z%
SCORECARD 2.0 – MULTIPLE ASPECTS

Segment A Segment B

Overall Overall
Heath Heath
Score Score

Health Health Health Health Health Health

Score Score Score Score Score Score
Category 1 Category 2 Category 3 Category 1 Category 2 Category 3

X% Y% Z% X% Y% Z%
WHAT IS YOUR DESIRED SCORING SCHEME

Color Scheme
Red
- Three colors by default (Red, Yellow, and Green)
Yellow
- Can be changed and additional levels can be added as needed.
Green

Grading Scheme

A-F -
-
Six different grade by default (A to F).
Can be color-coded based on the score ranges. Additional
levels can be added as needed.

Numeric Scheme
0- - Measure on a 0-100 scale.
100 - Can be color-coded based on the score ranges.
 HOW DO I PICK THE RIGHT SCALE?

Pros Cons

• Preferred by Execs because it’s easier to consume (% scale) • Hard to justify the granularity of the score (e.g., the
0-100 scale • Easy to manipulate (percentiles) difference between 78 and 82 is hard to explain)
• Ties in neatly with NPS Scores (translated from 1-10)

• Easy to relate to because they are like high school grades • Don’t work in organizations where numbers are intrinsic to
A-F scale • Manageable levels of granularity (5 discrete steps) the culture
• Employees may take these scores personally (e.g., if
incentives are tied to health scores)

• Preferred in orgs that don’t want to be “hung up” on • Don’t work in orgs where numbers are intrinsic to the culture
R-Y-G numbers • Employees may take these scores personally (e.g., if
• Easy to relate to and simple to action because they are like incentives are tied to health scores)
traffic lights (e.g., Red means risk) • A simple color scale may not be detailed enough
• Manageable levels of granularity (3 discrete steps)
Things to remember:
• There is no “one size fits all” scale for health scores and the choice depends on each organizational culture and processes
• When you are deciding between numeric and color scales, think about “how will you change your approach if a Red customer has a score of 15
vs. 20?”; if there isn’t a change in the tactics being used then RYG is probably sufficient
• You can add additional segments in either the Grading or Color scheme beyond the default options
• You can combine a numeric/alphabet scale with the color (R-Y-G) scale to show a combined view
• You can customize the label names for what gets displayed on the screen (e.g., Converting “Red” to “High Risk” accounts)
 HOW WILL SCORES CORRELATE TO CTAS
Actions Types
Support

Company
Health
Sentiment Score
Measure

Habits

Call to
Readiness Action

Product

CoPilot
Implementation

Pro Tip
Bugs
Consider your CSM
as a source of data CSM
HEALTH SCORE OPTIONS

1 Manual Update Health

Score
Category
CSM

2 Health
Data Source Rules Engine
Score
Category

Call to
Rules Engine Action
3 Data Source
Health
Score
Rules Engine
Category
1 HEALTH SCORE OPTIONS – MANUAL UPDATE

Manual Update Health

Score
Category
CSM

Pros
• Incorporate subjective assessment of CSMs
• Update comments with CSM notes
Cons
• Requires regular updates from CSMs
2 HEALTH SCORE OPTIONS – DATA DRIVENS

Health
Data Source Rules Engine
Score
Category

Rules Engine Call to

Pro Tip Action CoPilot

Create “parallel rules” so a

CTA or CoPilot Outreach
triggers when Health
Score drops Pros
• Scorecard updates automatically without any CSM input
Cons
• No opportunity for subjective CSM assessment
 MANAGE
Customer Risk
2 HEALTH SCORE OPTIONS – DATA DRIVEN

Health
Score
Category

Support (Volume) Support (Duration) Support (Priority)

0-4 tickets (past week) Ticket(s) open 1-14 days No High Priority tickets

5-9 tickets (past week) Ticket(s) open15-20 days 1-2 high priority tickets

10 + tickets (past week) Ticket(s) open 21+ days 3+ high priority tickets
2 HEALTH SCORE OPTIONS – DATA DRIVEN

Pro Tip
Use the Rules Engine to
automatically update
Health Score Comments
3 HEALTH SCORE OPTIONS – CTA DRIVEN

Call to Rules Engine

Data Source Rules Engine Health
Action
Score

Pro Tip Pros

CSMs can influence the
Health Score by changing the
• Allows CSMs to close,
fields on the CTA (status, escalate & manually add risks
priority, flag), or by creating a
manual CTA
Cons
CSM
• Requires CSMs to manage
CTAs diligently
3 HEALTH SCORE OPTIONS – CTA DRIVEN

GREEN No CTA: No signs of this particular risk

YELLOW CTA exists: Detectable, objective sign of at-risk behavior

RED CTA flagged by CSM: “I think this risk needs more of

the company’s attention / resources”

Please note: for low-touch or no-touch teams we recommend using the Scorecard independently of CTAs such that Scorecard measures turn Yellow or Red
automatically based on data-driven thresholds (without CTAs)
 MANAGE
Customer Risk
3 HEALTH SCORE OPTIONS – CTA Driven

Support
Executive
VP of Customer Success
Owner
Definition Subjective Assessment of Customer Sentiment

No CTA

Sentiment Risk CTA Exists

Scorecard - CSM manually creates Sentiment Risk CTA
- Follows standard Playbook to mitigate risk

CSM flagged the CTA because:

- Customer expressed significant concern
- CSM views sentiment as critical to retention
 MANAGE
Customer Risk
3 HEALTH SCORE OPTIONS – CTA Driven

Pro Tip
Use the Rules Engine to
automatically update
Health Score Comments
2 + 3 HEALTH SCORE OPTIONS – HYBRID SYSTEM

Data Source Rules Engine Health Pros

Score
• Scorecard updates
automatically without any CSM
input

Call to • Allows CSMs to escalate &

Rules Engine
Action manually add risks
Cons
• Complex rule structure

CSM
DECIDING ON YOUR SCORECARD STRATEGY

• What are the objective measures in your risk scorecard?

• For each measure, what are the thresholds for red, yellow, green behavior

• Do you need multiple scorecards (by segment for example)?

• What’s the most appropriate scoring scheme?

• Do you want to have scores and CTAs ”tied together”?

 HEALTH SCORE ENSURES VISIBILITY ACROSS THE JOURNEY…
1:M Outreach = Purple 1:1 Events = Blue Risk = Red Opportunity = Green Success Plan
“Desired outcomes”
Scheduled

Kickoff Exec Business Best Practice Exec Business Best Practice

Call/Training Review Session Review Session

New Release
Welcome Monthly Renewal
Go Live NPS Survey Training
Email Newsletter Preparation
Webinar

+ 12 months
Month 1

Seasoned
Onboarding Adoption Expansion
Customer

Decline in Usage 3
Unscheduled

Project High Priority Champion

Delayed Support Ticket Leaves weeks in a row

Detractor NPS Increase in Positive NPS 90% License

Survey usage Survey Utilization
 HEALTH SCORE ENSURES VISIBILITY ACROSS THE JOURNEY…
1:M Outreach = Purple 1:1 Events = Blue Risk = Red Opportunity = Green Success Plan
“Desired outcomes”
Scheduled

Kickoff Exec Business Best Practice Exec Business Best Practice

Call/Training Review Session Review Session

New Release
Welcome Monthly Renewal
Go Live NPS Survey Training
Email Newsletter Preparation
Webinar

+ 12 months
Month 1

Seasoned
Onboarding Adoption Expansion
Customer

Decline in Usage 3
Unscheduled

Project High Priority Champion

Delayed Support Ticket Leaves weeks in a row

Detractor NPS Increase in Positive NPS 90% License

Survey usage Survey Utilization
TAKING ADVANTAGE OF SCORECARD LEARNINGS

1. Define Customer Health Scorecards, Not Scorecard: Define multiple ways of measuring client health. The beauty is you don’t have to choose!
You can mix and match the same atomic data points (e.g., usage, NPS) into these separate views on client health.

2. Define Scorecards At the Level Your Clients Experience: Whether your clients buy at the business unit level or at the product line level (or
both), make your scores equally granular.

3. Distinguish Leading Indicators from Lagging Indicators: It’s okay to have Scorecards that track both leading indicators (e.g., how engaged is
the client in marketing) and lagging indicators (e.g., renewal forecast). But don’t average them together and expect meaning.

4. For Each Scorecard, Mix and Match Data: For example, your Marketing Engagement Scorecard might include a measurement of their
attendance to webinars (from your Webinar system), their open rate on emails (from your Marketing Automation system), and their registration
for in-person events (from your Event Management system).

5. Automate Wherever Possible: Manual inputs on Customer Health (e.g. a CSM’s subjective perspective/scoring on customer sentiment) are
sometimes necessary, but such inputs create more process for CSMs and are seldom objective. Pull in hard data from sources wherever
possible to minimize subjectivity and the need for CSMs to make time-consuming inputs.

6. Define An Understandable Grading Scheme: While eventually a numeric system (0-100) may be appropriate for visualizing a trend, you may
want “bands.” We recommend color bands for intuitive understanding (e.g., Red/Yellow/Green).

7. Leverage Trends But Be Careful: You may want to look at “changes” to measure health (e.g., a client dropping in usage could be a bad sign),
but you need to watch out for “false positives” (e.g., a usage drop due to vacations).

8. Look for “Absence of Data”: One of the most powerful signals you can look for is the negative. Which clients haven’t attended an event or
webinar recently? Which clients didn’t open the roadmap release email nor attend the roadmap webcast? Which Decision Maker didn’t
respond to your NPS survey?
MORE LEARNINGS…

9. Vary Rules by Customer Segment or Maturity: You can’t treat all customers the same in terms of measurement. Make sure you are defining
rules based upon the unique segments of your business.

10. Leverage Benchmarking Where Appropriate: If you have a common value (e.g., transactions/day) across clients, you can use benchmarking
rules to compare a given client against the average or median of its peers—and then score based upon this benchmark.

11. Use Overrides (But Sparingly): While you may normally take a combination of measures to determine a score (e.g., a combination of webinar
attendance, event attendance and open rate to define Marketing Engagement), you may need an “override” in cases where, no matter what
the other measures say, a selected variable trumps all others. For example, if you get a Detractor NPS response from an Executive Decision
Maker, that may trump all other objective data. That being said, don’t have too many overrides or your scoring system will be for naught.

12. Focus on Actionability: A big part of driving Customer Success as a company is identifying early signs. But equally important is finding
ACTIONABLE early signs. A client that stopped using your service is interesting but what do you do about it? Perhaps more interesting is a
client who is actively using your service but not reading your release notes. Near-term, they are healthy. Long-term, they may not perceive
your innovation and may leave you. And you can do something about it.

13. Don’t Have Too Many Measures: While I gave you many examples here, don’t overwhelm your team with too many scoring measures
overnight. Start with a few (I’ve seen 6-12 work).

14. Use Comments But Keep Them Important: Comments in a Scorecard can help provide context for the “why” behind a score. For example,
“Support Health is RED because client has five open tickets.” But don’t overdo it.

15. Keep Old Scores: While you may decide to change the rules in terms of how you measure an area, I encourage you to retain the old data.
Hide it, for sure, to not confuse your team. But keep the old data as it may come in handy down the road.
KEY TAKEAWAYS
 KEY TAKEAWAYS

• Use Success Plans to capture joint customer goals to align on & track desired outcomes

• Review status through the customer journey to ensure you’re delivering on desired outcomes

• Create Success Plans manually for high touch or automatically via Rules Engine for lower touch

• Build a scorecard that provides clear visibility to the health of your business

• Take advantage of data from multiple scores & continue to expand over time

• Choose a scoring scheme that satisfies the level of detail needed while minimizing complexity

• Identify where to correlate scores and CTAs

Use Success Plans and Scorecards to capitalize on driving outcomes

and track the customer health along the journey
THANK YOU