Skip to content
Snippets Groups Projects
Commit 88f4e2d4 authored by Christiaan Conover's avatar Christiaan Conover
Browse files

Change URL for TAM handbook to CSM

parent d2f600ba
No related branches found
No related tags found
Loading
Showing
with 88 additions and 88 deletions
......@@ -8,13 +8,13 @@ title: "Account Growth Planning"
- TOC
{:toc .hidden-md .hidden-lg}
View the [CSM Handbook homepage](/handbook/customer-success/tam/) for additional CSM-related handbook pages.
View the [CSM Handbook homepage](/handbook/customer-success/csm/) for additional CSM-related handbook pages.
---
## Overview
In the Strategic CSM motion CSMs are able to spend more time with their customers and are able to work with multiple teams and stakeholders in the organization. The CSM is also able to work with multiple subsidiaries and build comprehensive account knowledge. This leads to valuable insights on the customers strategic business goals and future DevOps roadmap. To accelerate the GitLab Adoption and Growth, the Account Growth Plan helps to consolidate the information and builds a baseline for multiple GitLab internal stakeholders. In addtion to [Success Planning](/handbook/customer-success/tam/success-plans/) where the focus is on building a shared plan between the customer and GitLab on how the customer achieves their desired business outcomes the Account Growth Plan includes actions to achieve growth and expansion within an account. The joint plans are used to bridge the gap between enablement into a strategic growth motion.
In the Strategic CSM motion CSMs are able to spend more time with their customers and are able to work with multiple teams and stakeholders in the organization. The CSM is also able to work with multiple subsidiaries and build comprehensive account knowledge. This leads to valuable insights on the customers strategic business goals and future DevOps roadmap. To accelerate the GitLab Adoption and Growth, the Account Growth Plan helps to consolidate the information and builds a baseline for multiple GitLab internal stakeholders. In addtion to [Success Planning](/handbook/customer-success/csm/success-plans/) where the focus is on building a shared plan between the customer and GitLab on how the customer achieves their desired business outcomes the Account Growth Plan includes actions to achieve growth and expansion within an account. The joint plans are used to bridge the gap between enablement into a strategic growth motion.
## Account Growth Plan Prerequisites
- Understanding of GitLab adoption and competitive landscape
......
......@@ -9,7 +9,7 @@ title: "Account Handoff CSM-to-CSM Checklist"
- TOC
{:toc .hidden-md .hidden-lg}
View the [CSM Handbook homepage](/handbook/customer-success/tam/) for additional CSM-related handbook pages.
View the [CSM Handbook homepage](/handbook/customer-success/csm/) for additional CSM-related handbook pages.
----
......@@ -19,7 +19,7 @@ Below are checkpoints during the account handoff process that CSMs can use to ke
## Account Handoff CTA
The first step once you are aware of a handoff is for the new CSM to open an [CTA in Gainsight](/handbook/customer-success/tam/gainsight/#ctas). This is where you will track completion of tasks necessary to a successful handoff. Be sure to select the "Account Handoff" playbook and assign the relevant tasks to the previous and new CSM.
The first step once you are aware of a handoff is for the new CSM to open an [CTA in Gainsight](/handbook/customer-success/csm/gainsight/#ctas). This is where you will track completion of tasks necessary to a successful handoff. Be sure to select the "Account Handoff" playbook and assign the relevant tasks to the previous and new CSM.
### Account Handoff CTA Tasks
......@@ -58,7 +58,7 @@ One of the most important parts of a handoff is excellent transparent and timely
- What is the customer's preferred method of communicating?
- How often does the customer usually communicate with us outside of calls?
- Who are the most important contacts and who do we interact with regularly?
- What is the frequency for [cadence calls](/handbook/customer-success/tam/cadence-calls/)?
- What is the frequency for [cadence calls](/handbook/customer-success/csm/cadence-calls/)?
### Collaboration Project
......@@ -76,7 +76,7 @@ Review the "Attributes" tab in the Gainsight account to get a high-level overvie
#### Health Score
Review their [health score](/handbook/customer-success/tam/health-score-triage/) and any [timeline](/handbook/customer-success/tam/gainsight/timeline/#timeline-view) entries associated with it, and discuss the history of the relationship, as well as what the previous CSM anticipates from the customer going forward.
Review their [health score](/handbook/customer-success/csm/health-score-triage/) and any [timeline](/handbook/customer-success/csm/gainsight/timeline/#timeline-view) entries associated with it, and discuss the history of the relationship, as well as what the previous CSM anticipates from the customer going forward.
#### Success Plan
......@@ -84,7 +84,7 @@ Review their success plan to understand the strategic objectives the customer ca
#### Adoption
Understand what [stages](/handbook/customer-success/tam/stage-adoption/) the customer is using on GitLab or on other tools; if any stages are unknown, ask the customer once you've started cadence calls with them.
Understand what [stages](/handbook/customer-success/csm/stage-adoption/) the customer is using on GitLab or on other tools; if any stages are unknown, ask the customer once you've started cadence calls with them.
#### Opportunities
......@@ -106,7 +106,7 @@ Depending on the situation, it may be beneficial for both the new CSM and the cu
Meeting notes docs should be in the standard location in [Google Drive](https://drive.google.com/drive/u/1/folders/0B-ytP5bMib9Ta25aSi13Q25GY1U); if there isn't a folder for the customer there, create one. If there isn't a notes doc in the folder, ask the previous CSM for a link to their notes and ask them to move the notes to the folder. Also do a search within Google Drive of the customer name to identify any other relevant documents or materials and move any to the folder if not already there.
Read through past meeting notes to get full clarity of the history of our engagement, and take special note of any meeting notes from past [EBRs](/handbook/customer-success/tam/ebr/).
Read through past meeting notes to get full clarity of the history of our engagement, and take special note of any meeting notes from past [EBRs](/handbook/customer-success/csm/ebr/).
#### Meeting History
......
......@@ -8,13 +8,13 @@ title: Cadence Calls
- TOC
{:toc .hidden-md .hidden-lg}
View the [CSM Handbook homepage](/handbook/customer-success/tam/) for additional CSM-related handbook pages.
View the [CSM Handbook homepage](/handbook/customer-success/csm/) for additional CSM-related handbook pages.
- - -
## Overview
One of the primary tools CSMs have to become a trusted advisor and assess and improve account [health](/handbook/customer-success/tam/health-score-triage/) is the customer cadence call. This is an opportunity for the CSM and the customer team to sync on business outcomes, priorities, progress on initiatives, and concerns, and it is a great opportunity to bring in other GitLab team members that the CSM feels should be included (for example, [Product](/handbook/customer-success/tam/product/) to review feature requests and the roadmap).
One of the primary tools CSMs have to become a trusted advisor and assess and improve account [health](/handbook/customer-success/csm/health-score-triage/) is the customer cadence call. This is an opportunity for the CSM and the customer team to sync on business outcomes, priorities, progress on initiatives, and concerns, and it is a great opportunity to bring in other GitLab team members that the CSM feels should be included (for example, [Product](/handbook/customer-success/csm/product/) to review feature requests and the roadmap).
Cadence calls are an important aspect of CSM engagement to continue to understand customer's evolving needs, ensure GitLab is delivering value and outcomes, unblock barriers, address issues, collect feedback, nurture relationships, and ensure the customer continues to have positive experiences.
......@@ -22,10 +22,10 @@ Cadence calls are an important aspect of CSM engagement to continue to understan
- **Strategic Enterprise**: Cadence calls should be weekly during onboarding and at least once per month otherwise, considering specific customer needs and stage in customer lifecycle.
- **Strategic Commercial**: Cadence calls should be weekly during onboarding and at least once per quarter otherwise, considering specific customer needs and stage in customer lifecycle.
- **Growth**: Cadence calls should be weekly during onboarding (first month of purchase) and at least once per quarter otherwise. Frequency of cadence calls may vary due to [prioritization](/handbook/customer-success/tam/engagement/#growth-accounts) or customer needs.
- **Scale**: Cadence calls are not scheduled on an ongoing basis for Scale CSE customers. Calls with customers are offered programmatically based on the key points defined in the [Scale CSE customer lifecycle](/handbook/customer-success/tam/segment/scale/#customer-lifecycle).
- **Growth**: Cadence calls should be weekly during onboarding (first month of purchase) and at least once per quarter otherwise. Frequency of cadence calls may vary due to [prioritization](/handbook/customer-success/csm/engagement/#growth-accounts) or customer needs.
- **Scale**: Cadence calls are not scheduled on an ongoing basis for Scale CSE customers. Calls with customers are offered programmatically based on the key points defined in the [Scale CSE customer lifecycle](/handbook/customer-success/csm/segment/scale/#customer-lifecycle).
Cadence calls should be [captured in Gainsight](/handbook/customer-success/tam/gainsight/timeline/#how-to-log-activities-in-timeline), which [drives the Engagement scorecard metric](/handbook/customer-success/tam/health-score-triage/#gainsight-scorecard-attributes-and-calculations).
Cadence calls should be [captured in Gainsight](/handbook/customer-success/csm/gainsight/timeline/#how-to-log-activities-in-timeline), which [drives the Engagement scorecard metric](/handbook/customer-success/csm/health-score-triage/#gainsight-scorecard-attributes-and-calculations).
## Lifecycle of a cadence call
......@@ -60,9 +60,9 @@ The following items are to be covered/completed in your initial cadence call/kic
- Have introductions between the account team and the customer
- Identify purchase reasons and primary use cases
- Identify training needs and agree on enablement sessions
- New Strategic Customers: Discuss the [Intro to GitLab and the Intro to CI/CD enablement sessions](/handbook/customer-success/tam/workshops/) in your first cadence call
- Existing Strategic Customers: Discuss other [enablement sessions](/handbook/customer-success/tam/workshops/) in-line with their desired use cases and potential expansion opportunities (it can be helpful to start discussing future sessions/topics right after one is delivered and it's fresh in their mind)
- Mid-Touch & Scale Customers: Share the [landing page for upcoming webinars](/handbook/customer-success/tam/segment/scale/webinar-calendar/), and encourage them to sign up for the Intro to GitLab and the Intro to CI/CD webinars at a minimum
- New Strategic Customers: Discuss the [Intro to GitLab and the Intro to CI/CD enablement sessions](/handbook/customer-success/csm/workshops/) in your first cadence call
- Existing Strategic Customers: Discuss other [enablement sessions](/handbook/customer-success/csm/workshops/) in-line with their desired use cases and potential expansion opportunities (it can be helpful to start discussing future sessions/topics right after one is delivered and it's fresh in their mind)
- Mid-Touch & Scale Customers: Share the [landing page for upcoming webinars](/handbook/customer-success/csm/segment/scale/webinar-calendar/), and encourage them to sign up for the Intro to GitLab and the Intro to CI/CD webinars at a minimum
- Share our [support offerings](https://about.gitlab.com/support/)
- If the customer is on a SaaS subscription:
- Share [Status](https://status.gitlab.com/) and [Communications Preferences](https://about.gitlab.com/company/preference-center/) pages with customer
......@@ -135,7 +135,7 @@ When crafting your follow up messages to customers, follow the below recommended
1. Include a short summary of what the link contains so they understand why it's valuable to them before they click on it.
1. Often, we ask questions posed in customer calls to other GitLab team members. Don't copy & paste exactly your conversation; edit it to make sure it flows and makes sense to the customer and only contains the information they need.
1. Proofread! Before clicking send, always re-read your emails (aloud if that helps) to ensure it makes sense and doesn't have any errors. Remember customers don't always have as much context as we do, so read it from their perspective.
1. Make sure you [BCC Salesforce](https://about.gitlab.com/handbook/customer-success/using-salesforce-within-customer-success/#tracking-emails-within-salesforce) on your emails. For important emails, you can also [BCC Gainsight](https://about.gitlab.com/handbook/customer-success/tam/gainsight/timeline/#bccing-emails), but this is not recommended for all emails as it can make the Timeline noisy.
1. Make sure you [BCC Salesforce](/handbook/customer-success/using-salesforce-within-customer-success/#tracking-emails-within-salesforce) on your emails. For important emails, you can also [BCC Gainsight](/handbook/customer-success/csm/gainsight/timeline/#bccing-emails), but this is not recommended for all emails as it can make the Timeline noisy.
## Cadence Call Notes
......@@ -146,13 +146,13 @@ The rationale for saving call notes in this manner is as follows:
- The naming convention ""`Customer` - Meeting Notes" allows for fast searching using [Google Cloud Search for Work](https://cloudsearch.google.com/)
- Call notes frequently contain sensitive information and are for the internal sales team and management to review and should be kept in a place everyone who might need access can find them.
- A folder structure allows non-Customer Success executives and support staff to easily locate the notes in the case of an escalation.
- Call notes are tightly linked to the [health score](/handbook/customer-success/tam/health-score-triage/) and should be available for reference in the same location as the health scorecard in Gainsight.
- Call notes are tightly linked to the [health score](/handbook/customer-success/csm/health-score-triage/) and should be available for reference in the same location as the health scorecard in Gainsight.
- Access to Gainsight is limited to CSMs, so other members of the Sales and Customer Success organizations will look for notes in Google Drive.
- If a team member who created the Google Doc leaves GitLab, the notes will remain accessible to everyone, as they live in the shared Google Drive folder.
When CSMs are logging calls in Gainsight [Timeline](/handbook/customer-success/tam/gainsight/timeline/), they need to copy & paste the link to the Google Doc. They should either write a simple summary of the meeting along with the link, or have the link be a direct deep link to the date the call happened, so as to not duplicate efforts.
When CSMs are logging calls in Gainsight [Timeline](/handbook/customer-success/csm/gainsight/timeline/), they need to copy & paste the link to the Google Doc. They should either write a simple summary of the meeting along with the link, or have the link be a direct deep link to the date the call happened, so as to not duplicate efforts.
At the end of each customer call any changes to customer health should be reflected in the customer's Gainsight account. You have a few ways to update the CSM Sentiment and Product Sentiment for an account's health score, described in [Determining CSM Sentiment and Product Risk](/handbook/customer-success/tam/health-score-triage/#determining-CSM-sentiment-and-product-risk), the easiest of which is updating it directly when logging the call.
At the end of each customer call any changes to customer health should be reflected in the customer's Gainsight account. You have a few ways to update the CSM Sentiment and Product Sentiment for an account's health score, described in [Determining CSM Sentiment and Product Risk](/handbook/customer-success/csm/health-score-triage/#determining-CSM-sentiment-and-product-risk), the easiest of which is updating it directly when logging the call.
### Best Practices for Note-Taking
......@@ -169,23 +169,23 @@ At the end of each customer call any changes to customer health should be reflec
The below non-exhaustive list is simply suggestions for cadence calls, and other topics may be more important, so use the suggestions at your discretion.
There are two sections, [General Suggestions](/handbook/customer-success/tam/cadence-calls/#general-suggestions) is for topics that are good at any time, and [Ephemeral Suggestions](/handbook/customer-success/tam/cadence-calls/#ephemeral-suggestions) is for topics that are ephemeral, such as release-specific topics or requests from Product Managers.
There are two sections, [General Suggestions](/handbook/customer-success/csm/cadence-calls/#general-suggestions) is for topics that are good at any time, and [Ephemeral Suggestions](/handbook/customer-success/csm/cadence-calls/#ephemeral-suggestions) is for topics that are ephemeral, such as release-specific topics or requests from Product Managers.
### General Suggestions
These are suggestions that can be used at any time on customer calls.
- Follow up on previously discussed items
- Questions about their [strategic and business outcomes](/handbook/customer-success/tam/success-plans/questions-techniques/) and review of progress
- Questions about their [strategic and business outcomes](/handbook/customer-success/csm/success-plans/questions-techniques/) and review of progress
- Periodically (a couple times per year) ask about new goals or objectives they have coming up
- Review upcoming features and releases
- Questions relating to [Stage Adoption](/handbook/customer-success/tam/stage-adoption/)
- Questions relating to [Stage Adoption](/handbook/customer-success/csm/stage-adoption/)
- Discovery questions about their usage, best practices, typical workflows, etc.
- Learn about the customer's preferred product areas by asking what they are mainly using in terms of tools, integrations, IDEs, languages, etc., in order to know what to highlight from new releases
- Discuss if there are any areas for user enablement or training
- Mention upcoming GitLab [workshops/events](https://about.gitlab.com/events/) in their region (or even ones in other regions)
- Questions about how they are leveraging other tools or integrations
- Updates on [customer requested features](/handbook/customer-success/tam/issue-prioritization/#cadence-calls)
- Updates on [customer requested features](/handbook/customer-success/csm/issue-prioritization/#cadence-calls)
- Discuss if their users have any feedback, pain points, or blockers
- Ask if there is anything the CSM can assist on towards resolution (feature requests, support tickets, etc.)
- Ask about any gaps in or outdated information in Gainsight (watch an [8 minute video](https://youtu.be/yk95b6u26So) for recommendations!)
......@@ -198,4 +198,4 @@ These are suggestions that can be used at any time on customer calls.
### Ephemeral Suggestions
For more timely discussion topics, please refer to the [CSM Hot Sheet](https://gitlab.com/gitlab-com/customer-success/tam/-/wikis/CSM-Hot-Sheet) (GitLab internal link).
For more timely discussion topics, please refer to the [CSM Hot Sheet](https://gitlab.com/gitlab-com/customer-success/csm/-/wikis/CSM-Hot-Sheet) (GitLab internal link).
......@@ -9,7 +9,7 @@ description: "Best practices and setup guide for Customer Success Managers using
- TOC
{:toc .hidden-md .hidden-lg}
View the [CSM Handbook homepage](/handbook/customer-success/tam/) for additional CSM-related handbook pages.
View the [CSM Handbook homepage](/handbook/customer-success/csm/) for additional CSM-related handbook pages.
- - -
......@@ -25,7 +25,7 @@ To start, login to calendly.com and [edit your event details](https://help.calen
- *Location*: Custom (Use a Static Link from Chorus Scheduler generated from your Zoom PMI)
- Visit [Learn How to Use Chorus.ai](https://about.gitlab.com/handbook/sales/field-operations/sales-operations/go-to-market/chorus/#chorus-scheduler) for instructions on how to create a Static Link from Chorus Scheduler.
- Visit [Learn How to Use Chorus.ai](/handbook/sales/field-operations/sales-operations/go-to-market/chorus/#chorus-scheduler) for instructions on how to create a Static Link from Chorus Scheduler.
- To create/view the Static Link
- Link your [Zoom PMI](https://support.zoom.us/hc/en-us/articles/203276937-Using-Personal-Meeting-ID-PMI-) in the Chorus Scheduler Settings (one time only)
- Then create a test event on your Google calendar, click Add video conferencing, select Chorus Meeting. You will then be able to view the Chorus Go static link (Domain: go.chorus.ai).
......@@ -33,7 +33,7 @@ To start, login to calendly.com and [edit your event details](https://help.calen
- Next, add the go.chorus.ai link to your calendly event configuration Location field.
- *Imporant Note*: Anyone booking through your calendly would use the same location link when booking an event instead of an automatically generated unique meeting ID per meeting. Please make sure your Zoom Personal Meeting follows GitLab’s best practices on [privacy and security](https://about.gitlab.com/handbook/tools-and-tips/zoom/#a-note-on-privacy-and-security).
- *Imporant Note*: Anyone booking through your calendly would use the same location link when booking an event instead of an automatically generated unique meeting ID per meeting. Please make sure your Zoom Personal Meeting follows GitLab’s best practices on [privacy and security](/handbook/tools-and-tips/zoom/#a-note-on-privacy-and-security).
- Make sure to select display location only after confirmation
- ![calendly-location](calendly-location-chorus-go.jpeg)
......
......@@ -5,11 +5,11 @@ title: "Commercial CSM Direction"
## Commercial CSM Direction
For customers who qualify for CSM services ([link](https://about.gitlab.com/handbook/customer-success/CSM/services/#commercial)), we will continue to expand our reach and effectiveness per CSM to be more efficient and reach more customers in FY22. We will rely on digital programs ([link](https://about.gitlab.com/handbook/customer-success/csm/digital-journey/)) to enable smaller customers, while we improve service level and efficiency for larger customers. Commercial CSMs will leverage the digital journey to assist their efforts, and create repeatable motions such that CSMs can focus on new challenges instead of repeating work for solved problems.
For customers who qualify for CSM services ([link](/handbook/customer-success/CSM/services/#commercial)), we will continue to expand our reach and effectiveness per CSM to be more efficient and reach more customers in FY22. We will rely on digital programs ([link](/handbook/customer-success/csm/digital-journey/)) to enable smaller customers, while we improve service level and efficiency for larger customers. Commercial CSMs will leverage the digital journey to assist their efforts, and create repeatable motions such that CSMs can focus on new challenges instead of repeating work for solved problems.
#### CSM Metrics
Some of the ways we measure our effectiveness, and provide insights into our practice include:
- [Core CSM metrics](https://about.gitlab.com/handbook/customer-success/CSM/customer-segments-and-metrics/)
- [Core CSM metrics](/handbook/customer-success/CSM/customer-segments-and-metrics/)
- [Video overview](https://www.youtube.com/watch?v=9b8VviLG3yE&t=2s))
### 1 Year Plan: What’s Next for Commercial CSMs
......
......@@ -8,7 +8,7 @@ title: "Customer Success Engineer Handbook"
- TOC
{:toc .hidden-md .hidden-lg}
View the [TAM Handbook homepage](/handbook/customer-success/tam/) for additional TAM-related handbook pages.
View the [TAM Handbook homepage](/handbook/customer-success/csm/) for additional TAM-related handbook pages.
---
......@@ -70,7 +70,7 @@ Engagement Qualification:
## CSE Hiring Plan
The CSE hiring plan follows [much of the same process as the TAM/CSM](/job-families/sales/technical-account-manager/#hiring-process), with [the exception of a technical panel](https://sa-demo-group.gitlab.io/sa-candidate-experience/panel_instructions) that evaluates the candidate's technical aptitude along with presentation style, clarity of the GitLab value proposition and audience engagement.
The CSE hiring plan follows [much of the same process as the CSM](/job-families/sales/customer-success-management/#hiring-process), with [the exception of a technical panel](https://sa-demo-group.gitlab.io/sa-candidate-experience/panel_instructions) that evaluates the candidate's technical aptitude along with presentation style, clarity of the GitLab value proposition and audience engagement.
The hiring plan is as follows:
1. Recruiter call (external candidates only)
......
......@@ -22,7 +22,7 @@ As a Customer Success Manager, it is essential to understand what resources are
1. [Customer Success Education & Enablement (All-CS)](/handbook/customer-success/education-enablement/)
1. [New CSM Sales Quickstart Learning Path](https://about.gitlab.com/handbook/sales/onboarding/sales-learning-path/): Delivered through scheduled training sessions and pre/post work, with portions applicable only to the CSM role.
1. [New CSM Sales Quickstart Learning Path](/handbook/sales/onboarding/sales-learning-path/): Delivered through scheduled training sessions and pre/post work, with portions applicable only to the CSM role.
1. [Edcast](https://gitlab.edcast.com/): For certifications, learning paths and more!
......@@ -30,7 +30,7 @@ As a Customer Success Manager, it is essential to understand what resources are
### General skills
- [GitLab's Learning Experience Platform](https://about.gitlab.com/handbook/people-group/learning-and-development/gitlab-learn/), [GitLab Learn](https://gitlab.edcast.com/?fromLogin=true). We are building courses to upskill, reskill, and grow team member skills. If you have ideas about a course you'd like to develop, consider checking out the [Learning Evangelist Learning Path](https://gitlab.edcast.com/pathways/learning-evangelist-training).
- [GitLab's Learning Experience Platform](/handbook/people-group/learning-and-development/gitlab-learn/), [GitLab Learn](https://gitlab.edcast.com/?fromLogin=true). We are building courses to upskill, reskill, and grow team member skills. If you have ideas about a course you'd like to develop, consider checking out the [Learning Evangelist Learning Path](https://gitlab.edcast.com/pathways/learning-evangelist-training).
### Chorus Playlist
......@@ -49,7 +49,7 @@ Recommended courses:
- [Psychological Safety: Clear Blocks to Innovation, Collaboration, and Risk-Taking](https://www.linkedin.com/learning/psychological-safety-clear-blocks-to-innovation-collaboration-and-risk-taking/psychological-safety-clear-blocks-to-problem-solving-and-innovation?u=2255073)
- [Improving Your Listening Skills](https://www.linkedin.com/learning/improving-your-listening-skills/welcome?u=2255073)
We also have a list of [Recommended Learning Paths](https://about.gitlab.com/handbook/people-group/learning-and-development/linkedin-learning/#recommended-learning-paths).
We also have a list of [Recommended Learning Paths](/handbook/people-group/learning-and-development/linkedin-learning/#recommended-learning-paths).
### How PS Technical Instructors Teach Technical Concepts
......@@ -84,15 +84,15 @@ These are videos of actual 8-hour courses given live to customers by GitLab's Ed
- Self Certifications are available for the professional services courses on Edcast:
* [CI/CD Specialist Pathway](https://gitlab.edcast.com/pathways/copy-of-gitlab-certified-ci-cd-specialist-pathway-what-s)
* [GitLab Certified Associate](https://gitlab.edcast.com/pathways/copy-of-gitlab-certified-associate-pathway)
- [GitLab Technical Training delivered by Professional Services](https://about.gitlab.com/handbook/customer-success/professional-services-engineering/gitlab-technical-certifications/)
- [GitLab Technical Training delivered by Professional Services](/handbook/customer-success/professional-services-engineering/gitlab-technical-certifications/)
- MIT's online program: [Cloud & DevOps: Continuous Transformation](https://professionalprograms.mit.edu/es/programa-online-cloud-devops-transformacion-continua/) covers strategical implementation of the DevOps and Cloud tools
- [Cloud Infrastructure Technical Skills](https://about.gitlab.com/handbook/customer-success/education-enablement/#cloud-infrastructure)
- [Cloud Infrastructure Technical Skills](/handbook/customer-success/education-enablement/#cloud-infrastructure)
### Leadership
- L&D is running another org-wide [Manager Challenge](https://about.gitlab.com/handbook/people-group/learning-and-development/manager-challenge/) program in early May, 2021-05-03 to 2021-05-14. Open to existing *and* aspiring managers! [Sign Up Here](https://gitlab.com/gitlab-com/people-group/learning-development/challenges/-/issues/55)
- L&D is running another org-wide [Manager Challenge](/handbook/people-group/learning-and-development/manager-challenge/) program in early May, 2021-05-03 to 2021-05-14. Open to existing *and* aspiring managers! [Sign Up Here](https://gitlab.com/gitlab-com/people-group/learning-development/challenges/-/issues/55)
- We are currently revamping our mentorship program and [manager lean coffees](https://gitlab.com/gitlab-com/people-group/learning-development/general/-/issues/123) as a first step
- We have two team members in L&D who will be certified in [Crucial Conversations](https://about.gitlab.com/handbook/leadership/crucial-conversations/) at the end of Q1 FY22. We will start rolling this out to the organization in Q2/Q3, perhaps that is something the CSM team can take advantage of. More to details to come!
- We have two team members in L&D who will be certified in [Crucial Conversations](/handbook/leadership/crucial-conversations/) at the end of Q1 FY22. We will start rolling this out to the organization in Q2/Q3, perhaps that is something the CSM team can take advantage of. More to details to come!
- [CEO Shadow Program](/handbook/ceo/shadow/)
- [Sounding Board](https://www.soundingboardinc.com/request-demo/): External resource with online coaching
- [New Manager Foundations](https://www.linkedin.com/learning/new-manager-foundations-2/)
......
......@@ -10,7 +10,7 @@ description: "Field guide for CSM Managers on standard and recurring practices."
- TOC
{:toc .hidden-md .hidden-lg}
View the [CSM Handbook homepage](/handbook/customer-success/tam/) for additional CSM-related handbook pages.
View the [CSM Handbook homepage](/handbook/customer-success/csm/) for additional CSM-related handbook pages.
---
......@@ -20,7 +20,7 @@ This page provides an overview on relevant CSM leadership processes.
## CSM Leadership
| Name | Region | Role | [Sales Segment](/handbook/sales/field-operations/gtm-resources/#segmentation) | [CSM Segment](/handbook/customer-success/tam/segment/) |
| Name | Region | Role | [Sales Segment](/handbook/sales/field-operations/gtm-resources/#segmentation) | [CSM Segment](/handbook/customer-success/csm/segment/) |
|--------------------------------------------------------------------------------|-----------|-------------|-------------------------|--------------------|
| [Sherrod Patching](https://about.gitlab.com/company/team/#spatching) | Global | VP | All (ENT, COMM, PubSec) | All CSM Segments |
| [Christiaan Conover](https://about.gitlab.com/company/team/#christiaanconover) | AMER | Director | Enterprise | Strategic & Growth |
......@@ -54,7 +54,7 @@ For CSM Managers, here is a short checklist to assist in the review:
### Account Assignment
Accounts are assigned at point of sale by the CSM Manager when a new Account in their region fits the criteria in [CSM Responsibilities and Services](/handbook/customer-success/tam/services/#tam-alignment).
Accounts are assigned at point of sale by the CSM Manager when a new Account in their region fits the criteria in [CSM Responsibilities and Services](/handbook/customer-success/csm/services/#tam-alignment).
When an Account meets the critera, the following will happen:
......@@ -66,7 +66,7 @@ While the SAL owns the transition-to-CSM aspect, the CSM Manager will then ensur
#### Assignment Resources
- [Onboarding Handbook](/handbook/customer-success/tam/onboarding/)
- [Onboarding Handbook](/handbook/customer-success/csm/onboarding/)
- Gainsight Dashboard - **CS Leadership**
### Customer Onboarding Review
......@@ -79,7 +79,7 @@ On a regular basis, the CSM Manager should review their team's active Onboarding
#### Onboarding Resources
- [Account Onboarding Handbook](/handbook/customer-success/tam/onboarding/)
- [Account Onboarding Handbook](/handbook/customer-success/csm/onboarding/)
- Gainsight Dashboard - **CSM Portfolio** or **Customer Onboarding**
#### KPI Tracking in Gainsight
......@@ -98,7 +98,7 @@ On a regular basis, the CSM Manager should review their team's active Onboarding
### Success Plan Review
On a regular basis the CSM Manager should review their team's [Success Plans](/handbook/customer-success/tam/success-plans/). At a minimum, the review should include:
On a regular basis the CSM Manager should review their team's [Success Plans](/handbook/customer-success/csm/success-plans/). At a minimum, the review should include:
1. What is the customer's documented strategy and is that aligned to why they bought?
1. Are all parties (SAL/AE, SA, CSM, customer) aligned on the stated goals?
......@@ -111,7 +111,7 @@ The CSM Manager should then work with their team to help the CSM drive up and de
#### Success Plan Resources
- [Success Plan Handbook](/handbook/customer-success/tam/success-plans/)
- [Success Plan Handbook](/handbook/customer-success/csm/success-plans/)
- Gainsight Dashboard - **CSM Portfolio** or **CS Leadership**
### Triage and Health Review
......@@ -125,7 +125,7 @@ On at least a monthly basis, review accounts within your region for upcoming one
#### Triage Resources
- [Account Triage Handbook](/handbook/customer-success/tam/health-score-triage/)
- [Account Triage Handbook](/handbook/customer-success/csm/health-score-triage/)
- [Account Triage Board](https://gitlab.com/gitlab-com/customer-success/account-triage/-/boards/703769)
- Gainsight Dashboard - **CSM Portfolio** or **CS Leadership**
......@@ -143,7 +143,7 @@ The CSM Manager should then work with their CSM to ensure collaboration with the
## Renewal Resources
- [Renewal Review Handbook](/handbook/customer-success/tam/renewals/)
- [Renewal Review Handbook](/handbook/customer-success/csm/renewals/)
- [CSM Regional Dashboard](https://gitlab.my.salesforce.com/01Z4M000000slMT)
- Gainsight Dashboard
......@@ -151,7 +151,7 @@ The CSM Manager should then work with their CSM to ensure collaboration with the
The CSM Manager is responsible for developing and delivering a [Quarterly Business Review](/handbook/sales/qbrs/) for their team each quarter.
[CSM Manager QBR details](/handbook/customer-success/tam/tam-manager/qbr/)
[CSM Manager QBR details](/handbook/customer-success/csm/csm-manager/qbr/)
- Gainsight Dashboard - **CSM Portfolio** or **CS Leadership**
- [SFDC: WW Renewal Forecast](https://gitlab.my.salesforce.com/00O4M000004aARC)
......
......@@ -10,13 +10,13 @@ description: "Instructions for CSM Managers on presenting their QBR decks."
- TOC
{:toc .hidden-md .hidden-lg}
View the [CSM Handbook homepage](/handbook/customer-success/tam/) for additional CSM-related handbook pages.
View the [CSM Handbook homepage](/handbook/customer-success/csm/) for additional CSM-related handbook pages.
----
The CSM Manager is responsible for developing and delivering a [Quarterly Business Review](https://about.gitlab.com/handbook/sales/qbrs/) for their team each quarter.
The CSM Manager is responsible for developing and delivering a [Quarterly Business Review](/handbook/sales/qbrs/) for their team each quarter.
The Quarterly Business Review is a tool to evaluate, report on, learn from the actions and performance of the team over the quarter, and share asks and priorities for the next quarter. CSM QBRs [follow the same schedule as Sales QBRs](https://about.gitlab.com/handbook/sales/qbrs/#qbr-schedules), and should be [presented during Sales QBR sessions](#presenting-a-csm-qbr) for the CSM Manager's region.
The Quarterly Business Review is a tool to evaluate, report on, learn from the actions and performance of the team over the quarter, and share asks and priorities for the next quarter. CSM QBRs [follow the same schedule as Sales QBRs](/handbook/sales/qbrs/#qbr-schedules), and should be [presented during Sales QBR sessions](#presenting-a-csm-qbr) for the CSM Manager's region.
## Preparing a CSM QBR
......
......@@ -9,7 +9,7 @@ title: "TAM Onboarding"
- TOC
{:toc .hidden-md .hidden-lg}
View the [TAM Handbook homepage](/handbook/customer-success/tam/) for additional TAM-related handbook pages.
View the [TAM Handbook homepage](/handbook/customer-success/csm/) for additional TAM-related handbook pages.
---
......@@ -26,7 +26,7 @@ Onboarding for Technical Account Managers is a guided, methodical process to ens
To learn how we conduct both customer meetings and internal planning meetings, a new team member will shadow these meetings with one or more established members of the team.
[Meeting Shadowing](/handbook/customer-success/tam/tam-onboarding/shadowing/)
[Meeting Shadowing](/handbook/customer-success/csm/csm-onboarding/shadowing/)
## TAM Office Hours
......
......@@ -9,7 +9,7 @@ title: "Meeting Shadowing"
- TOC
{:toc .hidden-md .hidden-lg}
View the [TAM Handbook homepage](/handbook/customer-success/tam/) for additional TAM-related handbook pages.
View the [TAM Handbook homepage](/handbook/customer-success/csm/) for additional TAM-related handbook pages.
---
......@@ -19,7 +19,7 @@ Senior members of the team should proactively invite new TAMs for shadowing and
## Cadence calls
The [cadence call](/handbook/customer-success/tam/cadence-calls/) is a core element of the TAM's engagement with a customer. There are several elements involved in a cadence call beyond the call itself.
The [cadence call](/handbook/customer-success/csm/cadence-calls/) is a core element of the TAM's engagement with a customer. There are several elements involved in a cadence call beyond the call itself.
### Pre-call prep
......@@ -27,7 +27,7 @@ It's important to prep for any customer calls in advance to ensure everyone is g
- SALSATAM call
- TAMs [meet regularly with each of their SAL/AE and SA teams](/handbook/customer-success/account-team/#account-team-meeting) to ensure they are in sync on their efforts to turn prospects into customers, and engagemnt with existing customers. A new team member will shadow account team meetings to learn about how they should be conducted.
- Creating [meeting agenda](https://about.gitlab.com/handbook/customer-success/tam/cadence-calls/#cadence-call-notes)
- Creating [meeting agenda](/handbook/customer-success/csm/cadence-calls/#cadence-call-notes)
- Gathering required information for call (issue follow-ups, creating demos, reviewing gaps in Gainsight entries, etc.)
- Creating calendar invite (if needed)
......@@ -48,14 +48,14 @@ A new team member will shadow cadence calls to learn how we conduct them live.
After a customer call ends, there are a number of follow-up items that the TAM does to ensure any action items or unresolved questions are addressed. The new team member should shadow any internal calls and shadow TAMs 1:1 while they do this work. The established TAM should be sure to copy and/or tag the new TAM on any correspondence they have in email, issues, or Slack to ensure the new TAM sees the full lifecycle.
- SALSATAM call and/or ad-hoc debrief
- [Gainsight](/handbook/customer-success/tam/gainsight/) entries (logging the call, updating CTAs, etc.)
- [Gainsight](/handbook/customer-success/csm/gainsight/) entries (logging the call, updating CTAs, etc.)
- Gather items on areas you could not answer on the call
- Create issues (if needed)
- Talk to PMs (if needed)
- Ask questions in Slack (if needed)
- Follow up with the customer on outstanding items
The [cadence call](/handbook/customer-success/tam/cadence-calls/) is a core element of the TAM's engagement with a customer. A new team member will shadow cadence calls to learn how we conduct them, and will be involved in the pre-call planning and post-call actions.
The [cadence call](/handbook/customer-success/csm/cadence-calls/) is a core element of the TAM's engagement with a customer. A new team member will shadow cadence calls to learn how we conduct them, and will be involved in the pre-call planning and post-call actions.
## Account team meetings
......
......@@ -20,7 +20,7 @@ Programs are developed using input from CSMs, customers, and other GitLab resour
- Education, best practices, and planning resources for customers and GitLab team members
- Gainsight playbook setup and maintenance
For more information about Customer Programs, including how to request new or contribute to existing programs, or add contacts to Gainsight, see the [Customer Programs page](https://about.gitlab.com/handbook/sales/field-operations/customer-success-operations/cs-ops-programs/).
For more information about Customer Programs, including how to request new or contribute to existing programs, or add contacts to Gainsight, see the [Customer Programs page](/handbook/sales/field-operations/customer-success-operations/cs-ops-programs/).
## Onboarding resources
......
......@@ -9,7 +9,7 @@ title: "Executive Business Reviews (EBRs)"
- TOC
{:toc .hidden-md .hidden-lg}
View the [CSM Handbook homepage](/handbook/customer-success/tam/) for additional CSM-related handbook pages.
View the [CSM Handbook homepage](/handbook/customer-success/csm/) for additional CSM-related handbook pages.
---
......@@ -114,7 +114,7 @@ The following is an example for when a GitLab senior leader or executive sends t
## EBRs in Gainsight
A [CTA in Gainsight](/handbook/customer-success/tam/gainsight/#ctas) will automatically open seven months before renewal, with a due date of 45 days later to give time to schedule, prepare for and conduct the EBR. If doing a more frequent business review, please manually open a CTA, and within this CTA, open the "EBR" playbook. The CTA is where you will track the completion of tasks necessary for a successful EBR.
A [CTA in Gainsight](/handbook/customer-success/csm/gainsight/#ctas) will automatically open seven months before renewal, with a due date of 45 days later to give time to schedule, prepare for and conduct the EBR. If doing a more frequent business review, please manually open a CTA, and within this CTA, open the "EBR" playbook. The CTA is where you will track the completion of tasks necessary for a successful EBR.
If an account is newly CSM-qualifying and you receive a CTA to hold an EBR, use the snooze CTA functionality to push out the date to when you think will be good timing for an EBR.
......@@ -144,7 +144,7 @@ Also to be considered:
1. Product Roadmap (focus on 1-2 specific categories important to them and loop in the Product team accordingly)
1. Year in Review (more usage focused, see below)
1. Support Review (how many tickets at what priority, SLAs, etc.)
1. [Delivered Enhancements](/handbook/customer-success/tam/issue-prioritization/#executive-business-reviews) (highlight released feature requests that were important to them, velocity of releasing feature requests, etc.)
1. [Delivered Enhancements](/handbook/customer-success/csm/issue-prioritization/#executive-business-reviews) (highlight released feature requests that were important to them, velocity of releasing feature requests, etc.)
[Usage ping](https://docs.gitlab.com/ee/development/usage_ping/) can provide data to build the usage and growth story. If usage ping is not enabled, a [payload](https://docs.gitlab.com/ee/development/usage_ping/#usage-ping-payload) may be periodically requested from the customer. Extracting the payload is a simple process and only takes about 30 seconds. Some examples included in this data are historical and current user count, and CI build history. Please note usage ping only goes back 6 months, so it's worthwhile to keep old data for comparison in future EBRs.
......@@ -156,7 +156,7 @@ Besides creating the deck, there are a few other items to consider to ensure you
1. Create a dedicated SLACK thread in the specific internal customer channel with the GitLab team members attending 1hr before the EBR, to share the deck, call notes draft and remind them that taking notes is critical to capture the customer input / goals / key topics.
1. Ask someone else who will be on the call (e.g. your manager) to take notes and create a Google doc for notes in the customer folder. Having a dedicated notetaker ensures that you're able to effectively lead the conversation as well as focus on your content instead of switching between windows.
1. There are usually specific product areas that customers have special interest in, and having the Product Manager for that area on the call can be incredibly valuable. Once you've scheduled the EBR and determined which PM would be most appropriate, reach out to the PM to ask if they are available and willing to join the presentation with an overview of recently delivered product functionality, as well as what features will be coming within the next year. Also set expectations for the time commitment expected from them; for example, 15 or 30 minutes at the end of the EBR. Once you've confirmed their availability, add them to the calendar invite and share your deck with them and add a dedicated section of the deck for them to add slides to. Make sure you follow up 48 hours in advance of the EBR if they haven't added their content.
1. If you want a GitLab VP to participate in the EBR, follow the instructions on [VP scheduling](https://about.gitlab.com/handbook/eba/vp-scheduling/).
1. If you want a GitLab VP to participate in the EBR, follow the instructions on [VP scheduling](/handbook/eba/vp-scheduling/).
### Impact Questions
......
......@@ -23,7 +23,7 @@ The playbook contains the following steps:
1. We know they are interested in xxx so reach out offering to discuss new feature yyy
1. Review support tickets and build on any conversation that is happening to offer value
1. Create Triage Issue If no engagement in step 2
1. [Escalate via the triage issue](/handbook/customer-success/tam/health-score-triage/#gitlab-account-triage-project): At this point the tracking of engagement strategies will live in the Triage Issue. In this issue, loop in a more senior GitLab resource (decide level based on size of customer with TAM Manager) to reach out to someone on the customer side if still no response after 1 month. Craft the email and provide any context on business objectives available to the GitLab senior resource.
1. [Escalate via the triage issue](/handbook/customer-success/csm/health-score-triage/#gitlab-account-triage-project): At this point the tracking of engagement strategies will live in the Triage Issue. In this issue, loop in a more senior GitLab resource (decide level based on size of customer with TAM Manager) to reach out to someone on the customer side if still no response after 1 month. Craft the email and provide any context on business objectives available to the GitLab senior resource.
## Additional strategies to consider
......
......@@ -9,11 +9,11 @@ title: "Account Engagement"
- TOC
{:toc .hidden-md .hidden-lg}
View the [CSM Handbook homepage](/handbook/customer-success/tam/) for additional CSM-related handbook pages.
View the [CSM Handbook homepage](/handbook/customer-success/csm/) for additional CSM-related handbook pages.
---
We are currently developing new account segmentation which will be implemented in the future. Please see the [Customer Segments](/handbook/customer-success/tam/customer-segments-and-metrics/) page for details.
We are currently developing new account segmentation which will be implemented in the future. Please see the [Customer Segments](/handbook/customer-success/csm/customer-segments-and-metrics/) page for details.
{: .alert .alert-info}
There are three models currently offered for Customer Success Manager engagement. These are broken into tiers that currently use Annual Recurring Revenue as a metric for determining a manageable volume for a single Customer Success Manager and the depth of involvement during the engagement.
......@@ -32,7 +32,7 @@ Customer Success Managers will typically manage customer engagements via a GitLa
### Start a customer upgrade engagement
1. After the Customer Success Manager has been aligned with the account, they will assign themselves to the “Customer Success Manager” field within Salesforce.
1. Provided that the customer is part of the [CSM-Assigned segment](https://about.gitlab.com/handbook/customer-success/tam/customer-segments-and-metrics/#tam-assigned-segment), confirm that the customer project has been created previously during the customer journey sequence, and if not available create a project for the customer in GitLab and include a Customer Success Manager who is best aligned with the customer account transition. For Commercial accounts, the CSM will determine if it is beneficial to have a customer project.
1. Provided that the customer is part of the [CSM-Assigned segment](/handbook/customer-success/csm/customer-segments-and-metrics/#tam-assigned-segment), confirm that the customer project has been created previously during the customer journey sequence, and if not available create a project for the customer in GitLab and include a Customer Success Manager who is best aligned with the customer account transition. For Commercial accounts, the CSM will determine if it is beneficial to have a customer project.
1. Verify that the project complies with the [Enterprise](https://gitlab.com/gitlab-com/account-management/customer-collaboration-project-template) or the [Commercial](https://gitlab.com/gitlab-com/account-management/commercial/templates/new-customer-project/) Customer Success Plan Template.
1. Follow the steps in the PLEASE-READ-THESE-INSTRUCTIONS.md file.
......@@ -75,8 +75,8 @@ For an example of a prep doc and additional materials that received positive fee
There are situations when a CSM needs to disengage with a customer. Examples include:
- A customer downgrades or churns and is [below the CSM alignment threshold](/handbook/customer-success/tam/services/#tam-alignment)
- A CSM has been engaged with a customer [below the CSM alignment threshold](/handbook/customer-success/tam/services/#tam-alignment) for a strategic purpose such as a tier upgrade that was unsuccessful
- A customer downgrades or churns and is [below the CSM alignment threshold](/handbook/customer-success/csm/services/#tam-alignment)
- A CSM has been engaged with a customer [below the CSM alignment threshold](/handbook/customer-success/csm/services/#tam-alignment) for a strategic purpose such as a tier upgrade that was unsuccessful
When this happens, it is important to manage the disengagement so that the customer understands the reason, and is clear on who they should communicate with going forward. Here are some recommendations for how to have this conversation:
......@@ -108,7 +108,7 @@ Has responsibility for the security of the software the customer develops. This
### Persona Enablement
We have [role-play scenarios to practice identifying and gaining access to the defined personas](/handbook/customer-success/tam/roleplays/#customer-personas).
We have [role-play scenarios to practice identifying and gaining access to the defined personas](/handbook/customer-success/csm/roleplays/#customer-personas).
### Capturing customer personas in Gainsight
......@@ -121,7 +121,7 @@ Customer personas are attributed to individual contacts in Gainsight when viewin
## Customer Prioritization
GitLab uses a customer prioritization model and [associated metrics](https://about.gitlab.com/handbook/customer-success/tam/customer-segments-and-metrics/) based on their customer segment (Strategic, Mid-Touch, Scale) to focus the CSM's efforts where they will have maximum value and impact.
GitLab uses a customer prioritization model and [associated metrics](/handbook/customer-success/csm/customer-segments-and-metrics/) based on their customer segment (Strategic, Mid-Touch, Scale) to focus the CSM's efforts where they will have maximum value and impact.
On the Gainsight Attributes section, the CSM can set the priority level per customer with levels 1 or 2, with 1 being the highest. A new CSM-assigned customer coming on to GitLab will default to Pr1 until their onboarding enablement is complete. Pr3 is solely for unmanaged child accounts, and Pr4 is only for our digital customers and not for the CSM-assigned segment, with the exception of the Public Sector that is trialing a CSM-assigned digital customer. Priority definitions vary by CSM segment.
......@@ -133,7 +133,7 @@ Why do we use a prioritization system?
- To enable focus on customers that have an imminent opportunity for growth or that require near-term risk mitigation
- To ensure that their book of business does not overburden the CSMs
- To give CSM Managers more visibility into the potential workload of their team via more context on the makeup of the overall portfolio
- Used to further segment customers, beyond the [Sales Segmentation](https://about.gitlab.com/handbook/sales/field-operations/gtm-resources/#segmentation)
- Used to further segment customers, beyond the [Sales Segmentation](/handbook/sales/field-operations/gtm-resources/#segmentation)
The `CSM Portfolio` Dashboard is used to help highlight and review each client, including their priority level.
......@@ -141,19 +141,19 @@ The `CSM Portfolio` Dashboard is used to help highlight and review each client,
Priority definitions are as follows:
1. **Priority 1**:
1. [CSM-led onboarding](/handbook/customer-success/tam/onboarding/)
1. [CSM-led onboarding](/handbook/customer-success/csm/onboarding/)
1. Biweekly check-in call
1. Yearly [EBR](/handbook/customer-success/tam/ebr/) (as minimum)
1. Active [Account Growth Plan](/handbook/customer-success/tam/account-growth/)
1. Yearly [EBR](/handbook/customer-success/csm/ebr/) (as minimum)
1. Active [Account Growth Plan](/handbook/customer-success/csm/account-growth/)
1. 1 active Stage Enablement playbook on customer's current use case
1. 1 active [Stage Expansion](/handbook/customer-success/tam/stage-enablement-and-expansion/) playbook into new stage
1. 2 [CSM led workshops](https://about.gitlab.com/handbook/customer-success/tam/workshops/) per year
1. 1 active [Stage Expansion](/handbook/customer-success/csm/stage-enablement-and-expansion/) playbook into new stage
1. 2 [CSM led workshops](/handbook/customer-success/csm/workshops/) per year
1. **Priority 2**:
1. [CSM-led onboarding](/handbook/customer-success/tam/onboarding/)
1. [CSM-led onboarding](/handbook/customer-success/csm/onboarding/)
1. Monthly check-in call
1. Yearly [EBR](/handbook/customer-success/tam/ebr/) (as minimum)
1. Yearly [EBR](/handbook/customer-success/csm/ebr/) (as minimum)
1. Renewal touch point no less than 3 months prior to renewal
1. Customer attends 2 [Scale Webinars](https://about.gitlab.com/handbook/customer-success/tam/segment/scale/webinar-calendar/) per year
1. Customer attends 2 [Scale Webinars](/handbook/customer-success/csm/segment/scale/webinar-calendar/) per year
1. Priority 3: Non-managed child accounts only
CSM-assigned customers are segmented into two priority tiers: `Priority 1 (P1)` and `Priority 2 (P2)`. We use a series of "yes/no" parameters to evaluate a customer's prioritization, based on the key aspects of a CSM's responsibilities and value to the customer. There may be rare use of a `Priority 3 (P3)` tier, wherein an account is a child account that is not actively managed outside of its parent account but is still within the Strategic segment.
......@@ -171,7 +171,7 @@ The following parameters are considered when determining customer prioritization
| **Open tier upgrade in the next 3 months** | Upgrade opportunity is open in Salesforce and actively being discussed with the customer | No open opportunity in Salesforce, and/or no active upgrade discussion with the customer |
| **Contraction or Churn risk** | Account in Triage process | No contraction or churn risk identified |
| **Onboarding** | Within first 60 days of onboarding | Not in onboarding phase |
| **ARR limit** | [Within ARR limits for P1](https://internal-handbook.gitlab.io/handbook/customer-success/tam/) | Not within ARR limits for P1 phase |
| **ARR limit** | [Within ARR limits for P1](https://internal-handbook.gitlab.io/handbook/customer-success/csm/) | Not within ARR limits for P1 phase |
##### Prioritization model
......@@ -204,7 +204,7 @@ _* Please see [priority exceptions](#priority-exceptions) for details._
##### New customer onboarding
When a [new customer is in onboarding](/handbook/customer-success/tam/onboarding/), they are automatically `Priority 1`. This is a key lifecycle event for a customer, which warrants high engagement from the CSM. Once onboarding is complete, the customer's prioritization should be reassessed.
When a [new customer is in onboarding](/handbook/customer-success/csm/onboarding/), they are automatically `Priority 1`. This is a key lifecycle event for a customer, which warrants high engagement from the CSM. Once onboarding is complete, the customer's prioritization should be reassessed.
#### Keeping prioritization updated
......@@ -218,7 +218,7 @@ Examples of when an exception may be appropriate include:
- A large, strategic customer with no [LAM](/handbook/sales/sales-term-glossary/#landed-addressable-market-lam)
- A customer with large [LAM](/handbook/sales/sales-term-glossary/#landed-addressable-market-lam) but no clear & active growth path
- A customer with [risk](/handbook/customer-success/tam/health-score-triage/) (which is not factored into the prioritization model) which requires higher engagement to address and mitigate the risk)
- A customer with [risk](/handbook/customer-success/csm/health-score-triage/) (which is not factored into the prioritization model) which requires higher engagement to address and mitigate the risk)
In order to make an exception, the CSM or SAL should discuss the details with the members of the [account team](/handbook/customer-success/account-team/#enterprise) and their respective managers. Exceptions will be addressed to the regional Sales Management team and documented in Gainsight.
......@@ -260,7 +260,7 @@ While engaging with a customer, the CSM then determines the appropriate engageme
- **Success Planning:** Ongoing critical initiative that requires immediate CSM enablement/ workshops
- **Growth in the next 3 months:** Open growth opportunity in Salesforce, and/or explicitly stated intent from the customer for growth
- **Stages adopted:** Not already using 2-3 stages
- Account at-risk or in triage ([handbook](https://about.gitlab.com/handbook/customer-success/tam/health-score-triage/#gitlab-account-triage-project))
- Account at-risk or in triage ([handbook](/handbook/customer-success/csm/health-score-triage/#gitlab-account-triage-project))
**<u>Priority 2</u>**
* All remaining non-PR 1 customers
......@@ -282,10 +282,10 @@ A CSM may choose to qualify an account up to a higher level of engagement based
For each level of engagement above, the CSM is expected to provide the following services:
**<u>Priority 1</u>**
- **Onboarding ([handbook](https://about.gitlab.com/handbook/customer-success/tam/onboarding/#time-to-onboard)):** Kick-off call + meet every 2-4 weeks
- **Onboarding ([handbook](/handbook/customer-success/csm/onboarding/#time-to-onboard)):** Kick-off call + meet every 2-4 weeks
- **Frequency:** Monthly status/consulting calls
- **Success Planning:** Fully “green” success plan ([handbook](https://about.gitlab.com/handbook/customer-success/tam/success-plans/#create-a-success-plan-in-gainsight)) with at least 3 objectives
- **Executive Business Reviews** ([handbook](https://about.gitlab.com/handbook/customer-success/tam/ebr/)): 1-2 per year
- **Success Planning:** Fully “green” success plan ([handbook](/handbook/customer-success/csm/success-plans/#create-a-success-plan-in-gainsight)) with at least 3 objectives
- **Executive Business Reviews** ([handbook](/handbook/customer-success/csm/ebr/)): 1-2 per year
- **Q&A:** Live calls and email
**<u>Priority 2</u>**
......
0% Loading or .
You are about to add 0 people to the discussion. Proceed with caution.
Finish editing this message first!
Please register or to comment