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Commit ae98fa0e authored by Cynthia "Arty" Ng's avatar Cynthia "Arty" Ng :speech_balloon:
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Remove cs folder markdownlint exclusion and fix errors

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1 merge request!6103Remove cs folder markdownlint exclusion and fix errors
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......@@ -30,7 +30,6 @@
"ul-indent": false
},
"ignores": [
"content/handbook/customer-success/**/*.md",
"content/handbook/marketing/**/*.md",
"content/handbook/sales/**/*.md",
"content/handbook/company/culture/all-remote/remote-work-report-2020.md",
......
......@@ -10,12 +10,6 @@ The Customer Success department is part of the [GitLab Sales](/handbook/sales/)
The team can be reached in [Slack channel](https://gitlab.slack.com/archives/customer-success) (internal only).
## Mission Statement
To deliver value to all customers by engaging in a consistent, repeatable, scalable way across defined segments so that customers see the value in their investment with GitLab, and we retain and drive growth within our enterprise customers.
......@@ -88,7 +82,6 @@ See the [Terrain Mapping Engagements Page](/handbook/customer-success/customer-t
- [Renewals Managers handbook](/handbook/customer-success/renewals-managers/home)
### Demo Systems
- [Demo Systems documentation](/handbook/customer-success/demo-systems/)
......@@ -199,4 +192,3 @@ Customer Success has a few standing meetings:
- Quarterly Reverse AMA with Sakamoto and Female+ Team Members
The different groups within CS also have standing meetings, including meetings for the SAs, PS, and CSMs groups, regional groups, and social calls.
......@@ -25,7 +25,6 @@ An Enterprise account team is comprised of the following people:
- [Solutions Architect (SA)](/job-families/sales/solutions-architect/)
- [Customer Success Manager (CSM)](/job-families/sales/customer-success-management/) for [qualifying accounts](/handbook/customer-success/csm/services/#csm-alignment)
### Commercial/Mid-Market
A Mid-Market account team is comprised of the following people:
......@@ -100,6 +99,7 @@ Account teams may choose to include the [Sales Development Representative (SDR)]
The Area Sales Manager (ASM) and CSM Manager should also be meeting regularly (bi-weekly or monthly) to ensure cross functional alignment.
The CSM Manager is the DRI for the meeting, and topics to be covered at a management level include:
- Organizational updates: headcount changes, GTM strategy, process iterations, etc.
- Review red/at-risk accounts: current actions and help needed
- Renewal opportunities: forecasted churn rate for the current and next fiscal quarter, cross-check that projected ASM churn matches CSM projections
......@@ -113,6 +113,7 @@ The SA owns all pre-sales technical relationships and activities. The SA coordin
When an account moves from pre-sales to post-sales, it is [handed off from the Account Executive/Solutions Architect to the Customer Success Manager](/handbook/customer-success/pre-sales-post-sales-transition/).
The CSM takes primary responsibility for the account once a customer becomes CSM-qualifying and focuses on ensuring customer success and driving adoption. SAs can be reintroduced in the following situations:
- A new POV for upgrade or additional team
- Transformative or dedicated professional services opportunities
- If a CSM is over-committed or unable to support a customer request, the SA *may* be requested to assist. However, the SA has discretion as to the level of involvement or assistance they provide post-sales.
......@@ -6,15 +6,6 @@ The APJ Customer Success department is part of the [GitLab Sales](/handbook/sale
The team can be reached in WW Customer Success [Slack channel](https://gitlab.slack.com/archives/customer-success) (internal only). Further to that, the APJ Customer Success team also communicates via our [Slack channel](https://gitlab.slack.com/archives/a-team_customer_success) (internal & private only) amongst themselves.
## Mission Statement
To deliver value to all customers by engaging in a consistent, repeatable, scalable way across defined segments so that customers see the value in their investment with GitLab, and we retain and drive growth within our enterprise customers.
......@@ -26,7 +17,6 @@ To deliver value to all customers by engaging in a consistent, repeatable, scala
- Maximize the total value of the customer to GitLab
- To deliver value to all customers by engaging in a consistent, repeatable, scalable way across defined segments so that customers see the value in their investment with GitLab, and we retain and drive growth within our enterprise customers.
## Vision Page
The WW ["Customer Success Vision Page"](/handbook/customer-success/vision/) provides the long-term vision which we also follow in the APJ Customer Success team.
......@@ -66,6 +56,7 @@ The APJ CS team currently does not follow a strict territory alignment. The only
Any customer, customer prospect, GitLab Business Partner and/or GitLab Sales representative requiring assistance with GitLab's technology should be directed to the Customer Experience Manager (CEM).
Options to engage with the Customer Experience Manager are:
- Phone call
- Slack message
- GitLab Email
......@@ -103,7 +94,6 @@ The CS team has also been building out a web-application to visualise the inform
Our open-door policy encourages any discussion point, concern, suggestion, proposal and/or idea to be brought forward in any APJ Customer Success meeting in a positive and open manner.
## Weekly Strategic meeting (all APJ CS team members)
**Objective of the meeting: This is the weekly main meeting where all technical Solutions Architects as well as Customer Success Managers discuss strategy, highlights and lowlights of GitLab Platform related findings. Everyone in APJ Customer Success is encourage to partake in the meeting.**
......@@ -125,7 +115,6 @@ The meeting agenda is generally as follows:
The meeting is scheduled regularly and on a weekly basis. The meeting is hosted via Zoom and the Meeting Agenda is shared via gdrive Docs and available internally.
## Bi-Weekly GitLab New Release meeting (all APJ CS team members)
**Objective of the meeting: Since GitLab Product is releasing new software [every month](/handbook/engineering/releases/), the APJ Customer Success team uses the opportunity to demonstrate main new GitLab functions and features to the entire team.**
......@@ -146,7 +135,6 @@ The meeting agenda is generally as follows:
The meeting is scheduled regularly and on a bi-weekly basis. The meeting is hosted via Zoom and the Meeting Agenda is shared via gdrive Docs and available internally.
## Bi-Weekly APJ Team Coffee chat (all APJ CS team members welcomed)
**Objective of the meeting: Bring any topic to the table in the APJ Team coffee chat. Following the [GitLab Coffee Chat](/handbook/company/culture/all-remote/informal-communication/#coffee-chats) guidance, this is a social call.**
......
......@@ -12,8 +12,6 @@ description: "A key part of the customer relationship lifecycle is the renewal p
View the [CSM Handbook homepage](/handbook/customer-success/csm/) for additional CSM-related handbook pages.
A key part of the customer relationship lifecycle is the renewal phase. CSMs must proactively track the renewal dates of their customers and align with their Account Executive (AE) to ensure that a customer renewal takes place.
## Timeframe
......@@ -50,4 +48,3 @@ From this meeting a set of action items should be created to improve customer ut
## Customer Cadence
The action items created from the “Renewal Review” meeting should be incorporated into the CSM customer cadence meetings and into any pending QBRs. The CSM should prioritize these reviews early in the renewal horizon.
......@@ -5,7 +5,6 @@ title: "FY24 Big Rocks"
## CSME (Customer Success Management and Engineering)
View the [CSM Handbook homepage](/handbook/customer-success/csm/) for additional CSM-related handbook pages.
---
......@@ -23,7 +22,6 @@ Investing in the CSM team is a top priority, and this year we will provide team
- Book of business ownership
- CSMs will exit FY24 with skills to help them throughout their career, and they will be better equipped to drive customer results and ROI, through improved confidence, leadership, collaboration, and ownership.
Our goals with this big rock include the following initiatives:
- Develop and launch enablement materials for skills key to being a successful CSM:
......@@ -56,6 +54,7 @@ Examples:
Objective: increase developer productivity
How is/will productivity be measured?
- Measured through release volume and release frequency in the absence of being able to track all of DORA.
What are their technical milestones to get to this business outcome?
How many apps need to be completed by xxx to get to the intended business outcome of yyy?
......
......@@ -92,7 +92,6 @@ Please reference this page for an overview of the areas your CSM will engage wit
![GitLab Customer Journey Map](/images/handbook/customer-success/customer-journey-map.png)
<table>
<thead>
<tr>
......@@ -138,13 +137,11 @@ Please reference this page for an overview of the areas your CSM will engage wit
- Use Case Adoption
- Success Plan Services
### Big Rock (Annual Strategy) Archive
- [FY23](/handbook/customer-success/csm/fy23)
- [FY24](/handbook/customer-success/csm/fy24)
## Handbook Directory
[CSM Team Metrics Overview (VIDEO)](https://www.youtube.com/watch?v=9b8VviLG3yE&t=2s)
......@@ -179,16 +176,18 @@ Please reference this page for an overview of the areas your CSM will engage wit
- [CSM PTO Guidelines](/handbook/customer-success/csm/pto/)
- [CSM READMEs](/handbook/customer-success/csm/readmes/) (Optional)
### Driving Platform Adoption
Landing Zones
- [CI Landing Zone](/handbook/customer-success/csm/adoption-landing-zones/CI/)
Customer Metrics
- [Sample Questions & Techniques for Getting to Good Customer Metrics](/handbook/customer-success/csm/success-plans/questions-techniques/)
Platform Metrics
- [Customer Use Case Adoption](/handbook/customer-success/product-usage-data/use-case-adoption/)
- [How To: DevSecOps Adoption Tracking in Gainsight](/handbook/customer-success/csm/devsecops-adoption-tracking/)
- [Use Case Adoption Metrics](/handbook/customer-success/csm/stage-adoption/)
......@@ -211,23 +210,19 @@ Landing Zones
- [Risk Types, Discovery & Mitigation](/handbook/customer-success/csm/risk-mitigation/)
- [Workshops and/or Lunch-and-Learns](/handbook/customer-success/csm/workshops/)
##### Digital Customer Programs
- [Digital Customer Programs Handbook Page](/handbook/sales/field-operations/customer-success-operations/cs-ops-programs/)
- [CSM Assigned Customer Programs](/handbook/sales/field-operations/customer-success-operations/cs-ops-programs/available-programs/index.html#csm-assigned-account-programs)
### CSM Managers
- [CSM Manager Processes and CSM Leadership Team](/handbook/customer-success/csm/csm-manager/)
- [CSM Manager QBR Template](https://docs.google.com/presentation/d/1M18LeKTrzTIKNgl3Y_URC3z9xBUNUtPRJFiWXaEUuzM/edit?usp=sharing) (GitLab Internal)
- [CSM Promotion Template](https://docs.google.com/document/d/1UOcfUtrseaucIbnFmJkL8XsQwz4xKfj0IQcYbcRGSvI/edit) (GitLab Internal)
---
## CSM Tools
The following articulates where collaboration and customer management is owned:
......@@ -271,4 +266,3 @@ Next steps for you:
- [Support handbook](/handbook/support/)
- [Workshops and Lunch-and-Learn slides](https://drive.google.com/drive/folders/1qAymFTiXFEk-lRSNreIhaZ6Z62fdo_y2)
- [Researching Customer Questions](/handbook/customer-success/csm/researching-customer-questions/)
......@@ -14,4 +14,3 @@ description: "A page containing links to helpful AI/ML resources for the CSM tea
## Adoption Enablement
## Highspot Pages
......@@ -90,14 +90,9 @@ Jenkins to GitLab
1. Webinars (Informational & Hands-On):
- [Monthly Webinar Calendar](/handbook/customer-success/csm/segment/scale/webinar-calendar/)
## Product Features or Enhancements Coming Soon That Will Accelerate CI setup and adoption
1. CI Component Catalog: https://docs.gitlab.com/ee/ci/components/
- Quick demo on how the CI Component Catalog Works [VIDEO](https://youtu.be/nijvYhAPKsM)
- Epic outlining the business need and cusotomer pain point this catalog will solve: https://gitlab.com/groups/gitlab-org/-/epics/7462
- Epic housing future feature enhancements: https://gitlab.com/groups/gitlab-org/-/epics/9897
......@@ -75,6 +75,7 @@ The following items are to be covered/completed in your initial cadence call/kic
After the initial call, you will have subsequent cadence calls, each of which you will need to prep for and ensure is an impactful and successful meeting.
Prior to the call, review the following items:
- Success plan objectives and progress
- Open CTAs
- Last timeline entry/notes doc to ensure follow-up items were closed out and if not, follow up on them during the next call
......@@ -86,6 +87,7 @@ Prior to the call, review the following items:
With every customer call, always be sure to have an agenda prepared and share it with the customer in advance. Here is [a template](https://docs.google.com/document/d/1sAt4dFCnPm0vupfFEpZT9dCFLfhgdfCdcj0nOjCM9SI/edit) that some CSMs use to prepare agendas for customer meetings.
Additionally, there may be specific items that are worthwhile to discuss about their self-managed subscription on a regular basis:
- Discuss monthly releases & inquire about frequency of their planned upgrades, letting them know about our [maintenance policy](https://docs.gitlab.com/ee/policy/maintenance.html)
- Inform customer about our [reference architectures](https://docs.gitlab.com/ee/administration/reference_architectures/) and that these are the only supported architectures
- Inquire about current and projected user count to ensure the architecture allows for future growth and is the appropriate scale
......
......@@ -29,7 +29,6 @@ To ensure that Calendly is setup to comply with GDPR and similar privacy laws, a
- 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).
- ![static-chorus-go-link](grab-static-chorus-go-link.png)
### Creating a Calendly Event Type
It is recommended to create multiple event types for your Calendly to ensure customers can choose the appropriate length of time for the meeting or specific topic/area of focus. Below is an example home page on Calendly for a CSE with different event types.
......@@ -48,7 +47,6 @@ It is recommended to create multiple event types for your Calendly to ensure cus
- Make sure to select display location only after confirmation
- ![calendly-location](calendly-location-chorus-go.jpeg)
- *Description/Instructions* (add the following recommended text)
> **This face-to-face meeting may be recorded. A browser will be required to access this meeting invite. If you do not have access to a browser, please contact the meeting organizer.
>
......@@ -79,4 +77,3 @@ It is recommended to create multiple event types for your Calendly to ensure cus
- Best practice notes: Allows you to have the time and space to review your notes/recording and start research for a follow-up response, as well as handle other duties as a CSM/CSE (providing assistance to webinar Q&A, professional development, internal meetings, focus time, etc.)
- Time zone display: automatically detect
- Secret event: unchecked/disabled
......@@ -32,7 +32,7 @@ The content is divided into three key categories of competencies. [LevelUp](http
---
{: #general-csm}
<a name="general-csm"></a>
### 💡 Customer Success Management
......@@ -90,7 +90,7 @@ As CSMs have positioned themselves to be more strategic and reach Director, VP,
- [Dynamic Public Speaking by University of Washington](https://www.coursera.org/specializations/public-speaking) (Coursera)
- [Storytelling and influencing: Communicate with impact](https://www.coursera.org/learn/communicate-with-impact) (Coursera)
{: #soft-skills}
<a name="soft-skills"></a>
### 💬 Soft Skills
......@@ -105,7 +105,7 @@ As CSMs have positioned themselves to be more strategic and reach Director, VP,
- [How to Make Strategic Thinking a Habit](https://www.linkedin.com/learning/how-to-make-strategic-thinking-a-habit/why-make-strategic-thinking-a-habit?u=2255073) (LinkedIn Learning)
- [Leading with Emotional Intelligence](https://www.linkedin.com/learning/leading-with-emotional-intelligence-3/lead-with-emotional-intelligence) (LinkedIn Learning)
{: #tech-domain}
<a name="tech-domain"></a>
### 🚀 Technology and Domain Knowledge
......
......@@ -19,7 +19,6 @@ The first step you will need to take in order to start an internship in Customer
If you're not sure who to reach out to, you can also post in the [#customer-success](https://gitlab.enterprise.slack.com/archives/C5D346V08) Slack channel and express your interest in an internship and that you are looking for a mentor.
## Internship expectations
An internship with the CSM team typically lasts 3 months and is intended for the intern to get hands-on experience of being a CSM, so that they can make a decision if being a CSM is aligned with their career goals and if so will be ready to apply for a position when one opens. Completing the internship is not a guarantee of moving into a CSM role.
......@@ -253,8 +252,3 @@ In order to make the most of the internship, it's expected for the intern to do
1. Give a plan-to-monitor demo to your mentor, covering what you've learned at a high-level
1. The demo should be focused on value of the entire DevSecOps lifecycle, but you should be prepared to go deeper into any areas or features, as your mentor will act as a customer and ask you probing questions
1. Celebrate! You've completed the CSM internship :tada:
......@@ -155,7 +155,6 @@ The CSM Manager should then work with their team to help the CSM drive up and de
- [Success Plan Handbook](/handbook/customer-success/csm/success-plans/)
- Gainsight Dashboard - **CSM Portfolio** or **CS Leadership**
### Health Review and At-Risk Customers
On at least a monthly basis, review accounts within your region in preparation for a biweekly **At-Risk** call. This includes reviewing:
......@@ -166,7 +165,6 @@ On at least a monthly basis, review accounts within your region in preparation f
Details for all at-risk account should be captured in Gainsight using an `At-Risk Update` timeline entry. These updates are synced to Salesforce, and reports used to review at-risk accounts draw on these updates.
#### At-Risk Review Meetings
At-risk customer meetings are conducted on a regular basis across regions and at a global level. The table below provides an overview of the different meetings conducted.
......@@ -196,17 +194,20 @@ CSM Managers align with their team members about any agreed-upon action items or
The regional at-risk meetings use a specified format, to ensure consistent action & alignment on at-risk customers globally:
> For each cohort listed below, we will discuss the following details:
>
> - What is the primary driver of risk?
> - What do we need to accomplish to mitigate the risk?
> - Next steps & ownership
>
> **Customer Cohorts**
>
> 1. At-risk renewals in current FQ
> 1. At-risk renewals in next FQ
> 1. All At-risk customers above $100k ARR (any FQ)
> 1. Any other customers that warrant discussion outside of those groups
>
> **Reports for review**
>
> 1. [FQ At-Risk Accounts $100k ARR and Above](https://gitlab.my.salesforce.com/00OPL0000001spZ) [*Update linked report to one for your region*]
Update the date range for `Close Date` at the top of the report to view the relevant fiscal quarter. Doing it this way allows us to work from a single report across all relevant customer cohorts. The priority in this meeting is current FQ and next FQ, but as time permits other at-risk customers should be reviewed.
......@@ -238,7 +239,6 @@ This review also leads into the [regional review meeting](#regional-review-agend
Moving to one exception process through SFDC chatter. Sales-comp is tagged on chatter for the required exception with the required approval. If it is a CSM pooled field change request then the comp team will process it and reply back on chatter. If it is a Renewal Rate/Growth ARR opportunity exception then the applicable exception checkbox is checked on the opportunity by the comp team and replied to the team by tagging the requestor. System team can help create a chatter report for the teams to view and this helps to collate all requests in one place.
## Renewal Resources
- [Renewal Review Handbook](/handbook/customer-success/csm/renewals/)
......@@ -257,38 +257,38 @@ This is a suggested cadence that can be used by regional CSM managers in their w
`1st week` is defined as the first **full** week of the month.
1st week:
1. KPIs: nARR, renewal rate (async)
1. Team: Hiring, Career Dev, Risk
1. Customers: Escalations & Risk. SFDC Report: **At-Risk Customers**
2nd week:
1. KPIs: nARR, renewal rate (async)
1. Top 50 customer reveiw. Tableau Report, OR Gainsight Dashboard - **Customer Health** sort by ARR
1. OKR / Big Rock initiatives progress
3rd week:
1. KPIs: nARR, renewal rate (async)
1. Team: Hiring, Career Dev, Risk
1. Customers: Escalations & Risk. SFDC Report - **At-Risk Customers**
4th week:
1. KPIs: nARR, renewal rate (async)
1. Ultimate Customers. Sisence dashboard OR Gainsight Dashboard - **Use Case Adoption**
1. Purchased last Qtr
1. By ARR
1. OKR / Big Rock initiatives progress
## Annual Processes
### President's Club Calculations
President's Club criteria and processes are documented in the [GitLab internal handbook](https://internal.gitlab.com/handbook/sales/presidents-club/).
## Team Member Performance
Managers have the responsibility of evaluating and providing feedback on team member performance. We have resources available to help with this:
......
......@@ -6,16 +6,10 @@ description: "CSM guidance on how to track and log progress on DevSecOps usecase
## On This Page
## Gainsight Process for Tracking DevSecOps Adoption
YouTube Video (private - GitLab internal only) guiding CSMs on the Gainsight process: [How to create & correctly populate a DevSecOps objective & playbook](https://youtu.be/lL1HQTUTdiQ)
1. Immediately upon a net-new customer purchasing Ultimate or an existing Premium customer upgrading, [open an Objective and apply the DevSecOps Enablement Playbook in the customer's ROI success plan](/handbook/customer-success/csm/stage-enablement-and-expansion/#where-do-i-track-the-use-case-enablement-and-expansion).
1. Document *when* the customer intends to start implementing the security and compliance features (Rough date is fine) in the field created (bottom of CTA) *once* the CTA is opened ([see video](https://youtu.be/lL1HQTUTdiQ?t=62)).
1. Document the customer's intended use cases and desired business outcomes and align on an adoption roadmap within the success plan (per the playbook). This roadmap needs to include:
......
......@@ -29,8 +29,8 @@ The Onboarding Quick Guide project template will allow customers to self-service
[![GitLab Onboarding Quick Guide](https://i.imgur.com/p3ZPslJ.png
)](https://youtu.be/I0_VMLNpA_A "GitLab Onboarding Quick Guide")
<br>
- [Onboarding Quick Guide project template](https://gitlab.com/gitlab-com/cs-tools/gitlab-cs-tools/onboarding-quick-guide)
- [Onboarding Enablement](https://gitlab.com/gitlab-com/sales-team/field-operations/customer-success-operations/-/issues/320)
- [Epic](https://gitlab.com/groups/gitlab-com/customer-success/-/epics/65)
- [Email copy for post-onboarding survey](https://docs.google.com/document/d/1B3RV2RuUkb3RzuQeNUTDz1BnpZLRwInnb_igm4ra7aw/edit?usp=sharing)
......@@ -31,6 +31,3 @@ Of the 11 responses received (25% response rate) all 11 said that the above focu
1. [This Epic board](https://gitlab.com/groups/gitlab-com/customer-success/-/epic_boards/14748?label_name[]=TAM) shows the relevant epics for the following points
1. Each Big Rock initiative is housed in an epic, with a CSM Manager DRI. CSMs are encouraged to contribute, and progress made is reported back to the team in the bi-weekly team meeting
1. The CSM segmentation is also housed in an epic, and roll-out is reported upon in the team meeting also.
......@@ -43,8 +43,10 @@ The "Welcome to GitLab" call will introduce the customer to the Customer Success
1. Make use of the [account management projects](https://gitlab.com/gitlab-com/account-management) ([Template](https://gitlab.com/gitlab-com/account-management/templates/customer-collaboration-project-template))
1. Whenever a customer asks a question via email/Slack, kindly prompt them to open a Support ticket or an issue in the collaboration project
- Examples of a Support issue: Reporting GitLab downtime, errors or accessibility problems
- Examples of a Collaboration Project Issue: General questions about product usage, best practices or recommendations, adoption or integration questions
1. Show customers the power of GitLab by using GitLab with them (ex: related issues, tracking milestones, threaded conversations, ability to interact directly with GitLab’s product/engineering teams)
1. Make sure you are responding in a timely manner to customer's open issues. When you are prompt to respond, the customer is more likely to continue using the account management projects
1. Have discussions in the public issues as much as possible. If there is a question/discussion point that requires interaction with the GitLab Engineering and Product teams, post it in the public issue, as it most likely benefits everyone reading the public issue.
......@@ -131,6 +133,7 @@ Why do we use a prioritization system?
The `CSM Portfolio` Dashboard is used to help highlight and review each client, including their priority level.
Different geos and teams may have different approaches to prioritization, for example:
- All AMER CSM customers are Priority 1.
- Scale CSE account prioritization model is TBA.
......@@ -149,6 +152,7 @@ The templates provided below can be used for certain outreach efforts to custome
> As you may know, our primary goal is to help you achieve success with our product or service. As your CSM, I am here to be your trusted advisor and advocate, ensuring that you are getting the most out of our product and that you are satisfied with your overall experience.
>
> Working with a CSM can provide many benefits, including:
>
> - Strategic Guidance: I can provide you with insights and best practices to help you optimize your use of our product and get the most value out of it. We can work together to develop a plan to meet your business goals.
> - Continuous Improvement: I am constantly monitoring your account to ensure that we are delivering the best possible experience. If there are areas where we can improve, I will work with you to identify and address them.
> - Proactive Support: I am here to ensure that any issues or concerns you may have are addressed promptly and proactively. My goal is to minimize any disruptions and keep your business running smoothly.
......
......@@ -4,12 +4,12 @@ title: "Strategies for Non-Engaged Customers"
---
Gainsight contains a playbook for non-engaged customers that *will* trigger if:
- The customer has had no engagement (no logged calls or meetings) in over 60 days AND is a priority 1 or 2 customer
- The customer has an onboarding CTA that has been open for over 90 days
This playbook is also available to be manually opened with the 'Risk' CTA Type.
The playbook contains the following steps:
## Playbook
......@@ -40,7 +40,6 @@ The playbook contains the following steps:
- If large enough, ask exec group and board for networking/introductions
- Perform a news search for any major events such as acquisitions, layoffs, product launches
### Executive Reachout
#### Email Templates
......
......@@ -5,8 +5,6 @@ title: "Engaging with Partners"
## Process for Engaging with Partners in [CSM-Assigned](/handbook/customer-success/csm/segment/) Customer Accounts
### Pre-Customer Kick-Off or 1st Engagement
1. GitLab Partner team introduces CSM & SAE/AE to Partner - ideally before sale closes to not slow down post-sales implementation
......@@ -21,30 +19,22 @@ title: "Engaging with Partners"
- Determine agreed next steps from the Kick-Off call including agreement with customer of ongoing cadence of engagement
### Customer Onboarding
1. [GitLab's process and metrics for successful onboarding can be found here](/handbook/customer-success/csm/onboarding/#time-to-first-value).
1. CSM and Partner are to work together to ensure the best possible experience for the customer, while not impacting key metrics such as Time to Engage and Time to 1st Value wherever possible.
### Ongoing Cadence Calls
1. The CSM team follows these [guidelines in holding cadence calls with customers](/handbook/customer-success/csm/cadence-calls/). The CSM is to work with the Partner to align on how they can collaborate in regard to touchpoints with the customer, creating a seamless customer experience
### Executive Business Reviews (EBR)
1. The CSM holds an EBR with their customer around month 6 of each contract year, [the process for the EBR can be found here](/handbook/customer-success/csm/ebr/)
1. Prior to setting up any EBR, the CSM is to sync with the partners to determine who will invite the customer, and collaborate on the content taking into account the GitLab template and the strategic initiatives of the partner.
### Measuring Customer Health
1. The CSM has a series of [health scorecards](/handbook/customer-success/csm/health-score-triage/#gainsight-scorecard-attributes-and-calculations) by which a CSM can manage of the key indicators of risk within a customer account.
......
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