Amity Adoption Playbook Webinar Q&A

07/18/17

 

Do you see any problems with lack of completion of playbooks due to the CSM's client not fully engaging? If so, what are some solutions?

It may not always be the case that all stages / steps in a given play will be executed to completion – and that’s okay. Clients may not always be ready or may have competing priorities where they need to limit their engagement with the CSM (and customers likely won’t be aware that their CSM is ‘running a play’). Some situations may imply greater urgency than others. For example, if a customer is up for renewal but is not responsive to the CSM, the CSM may need to find other ways to quarterback the renewal process (i.e., inform cross-functional stakeholders, engage via email / automation, etc.). It’s also important to set expectations with the client up front with respect to your role as a CSM, how you plan to engage, and any recurring touchpoints you plan to have.

 

For companies whose customer sizes and markets vary drastically, is it always recommended to have multiple tailored playbooks or is it possible / practical to have a single playbook for all customers?

Playbooks are most effective when they are customized by customer segment / tier. That said, it is not always realistic to create or execute against playbooks for each customer type or market segment. CS teams should determine to what level of granularity playbooks should be developed in order to still deliver the intended result while being usable for CSMs. It’s also possible to leverage activities and resources for playbooks geared towards one segment and apply them to another, where relevant.

 

in the expansion phase, does it make sense to identify opportunity[KH1]  via a customer maturity model? Have you seen this work effectively?

Customer maturity is definitely an important consideration in tailoring engagements and, by extension, playbooks. Playbooks can be tailored to incorporate considerations for customer maturity. For example, the level of customer maturity can inform the upsell and cross-sell opportunities to pursue via playbooks. Part of this will depend on how you define customer maturity. For example, if a customer is determined to be more mature due to their high product and feature utilization, that can inform a corresponding upsell playbook that looks to help customers realize additional value with more features, capabilities, etc.

 

What other type of playbooks do you find most effective?

Other potential playbooks can include business value assessments, ongoing customer engagement (i.e., quarterly business reviews), communication of best practices, low CSAT, unused modules, and new release communication strategy.

 

How can you measure playbook effectiveness?

Playbook effectiveness is largely determined by the ability to drive the intended business results for your clients. This can include product usage (including increases in product utilization), feature usage, CSAT, ARR, and net retention to name a few. Ultimately, each playbook should be associated with target business results.