We recently became Gainsight customers and have had a tremendously positive experience with the company and with the system. The act of getting Gainsight up and running at our company has been so smooth and successful, it has greatly exceeded my expectations and serves as a model for how we should roll-out all of our programs.
We Are The Customer Success Company
Innovative companies are protecting and nurturing their most valuable asset—their customers—with the power of Gainsight's award-winning platform.
- Gain deeper insights into customer behavior
- Operationalize the customer lifecycle
- Coordinate actions and results across teams
Our business is very complex with lots of products, and even in that scenario, Gainsight has proved to be a great tool to help our CSMs have a holistic view of their customers and track their interactions. I'm not sure there's a situation where I wouldn't recommend it. On top of that, the support team and our CSM truly treat us like their only customer.
[Gainsight]'s been one of the best decisions we've made. Our team is now contacting customers exactly when they need proactive love rather than after they've asked for help, and our first copilot email has convinced a huge number of customers to turn on critical features with the click of one button.
We are all about Advocacy and providing Successful Customers with a podium and a microphone to tell their stories and with Gainsight we now have our fingers on the "PULSE" of our customers. We can ensure that customers get the right attention at the right time. Without Gainsight it was not possible to preemptively support customer health.
See how Gainsight can make your customers more successful. Schedule a demo of our software platform today!Schedule A Demo
From the time I was little, my dad shared stories with my brother and me about heroes. There was a story about how the Wright Brothers, two little-known bicycle mechanics who worked tirelessly on their flight experiments for years, were greeted in France by unfamiliar praise from crowds of admirers of their innovation. There was another story about how Roosevelt secretly sent aid to the British before the U.S. entered World War II, even when faced with political opposition to getting involved, because it was the right thing to do. There were other stories that my dad made up at bedtime, sitting in the hallway between my and my brother’s respective bedrooms, about heroic kids who saved the day. The stories varied, but a central character recurred: a leader with a vision to humbly serve others. A servant leader. Nowadays, I don’t hear many stories about servant leadership in the media. I could go on about the very different narratives of leadership that are told nowadays—carrying themes like narcissism, greed, materialism, workaholism, sociopathy, mental illness, and others—but those have been well documented elsewhere. I think we need more compelling stories of leadership in our lives. We need to know what […]
I cringe every time I’m in a conversation with a Sales leader talking about Customer Success and they make the familiar reference to our outbound Sales team as “Hunters” and the CS team as “Farmers.” If you can relate, this post is for you! It’s time to scrap this notion of “hunting” and “farming” as the dominant models for how we work with customers. Customer Success has exploded as a function because every industry has changed—or is in the process of changing. In the same way, it’s time to change our mindset from thinking purely about Hunters and Farmers and welcome a new model: “Builders.” Don’t get me wrong. I like to eat, and I know a lot of Farmers (real and metaphorical), and they’re really good people. But the Farmer metaphor is old and implies the wrong things when I think about Customer Success (or at least the way we think about it at Axonify) and it doesn’t reflect the direction I intend to go in Customer Success. This archaic model is self-serving in that it glorifies the Hunter. It implies “organic growth” with proper nurturing by the “industrious farmer.” It ignores the fact that complications arise and needs change. […]
This blog post is based on questions and answers showcased in our webinar, How to Budget for Customer Success: 2019. Does a straw have one hole or two? Why doesn’t Tarzan have a beard? How do I compensate my CSMs? It’s questions like these that keep the world up at night. While the two former questions might forever be shrouded in mystery, we are able to provide some clarity on the latter. CSM compensation varies widely across companies, just as their job duties do. Luckily, our Chief Operating Officer, Allison Pickens, has worked with many different Customer Success orgs and shared her knowledge during our recent webinar on budgeting for Customer Success. Here are some best practices to keep in mind when building out compensation plans, creating incentives, and divvying up responsibilities for your CSMs. Should Customer Success Managers (CSMs) “own” renewals with incentives and quotas? “This is a hot topic and it’s been one ever since I can remember. The answer is: it depends.” Every Customer Success has to adapt to their particular situation and business model. This means you have a lot of organizational structures to pick from. To make it easier on you, these can be boiled down […]
Thursday, October 25 | 11:00 a.m. PT (2:00 p.m. ET) Your Quarterly Business Review (aka Executive Business Review) is often a make-or-break moment in your customer relationship. If you nail it, you can proactively solve the challenges that are the seeds of future churn. If you fail, your relationship just might fail too. A properly-executed QBR/EBR is the culmination of months of effort from many individuals and teams. It’s an incredibly strategic moment, which is why so many people struggle to pull them off seamlessly. You need involvement from Product, Sales, CSM, Support, and others—but you can’t have representatives from each team present at the meeting. You need data from many different sources, but you need to orchestrate it in a way that makes sense for the customer. And you need to do it all at scale. How do you involve the right person at the right time in the QBR/EBR process? How do you share information effectively? And how do you scale your system proportionally for your high-touch clients and your long-tail? Join Kellie Capote, Manager of Gainsight’s National Customer Success Team, and Josh Lowy, CEO and Co-Founder of Hugo, as they help you solve your QBR/EBR strategy for […]
With Q4 right around the corner, it’s time to start taking a closer look at your upcoming renewals. With a little bit of luck and some persistent Account Managers, you could have a decent retention rate. Except it’s not about luck, or even persistence—it’s about process. And you need to implement the right process yesterday. Companies with Gross Renewal Rates in the nineties track renewals methodically, well in advance of the contract expiring. They forecast renewal likelihood with accuracy, escalate risky accounts, and execute the proper, prescribed playbooks precisely and repeatably. It’s all laid out in the Renewal Management Element. In this webinar, Gainsight’s RVP Customer Account Management, Kelly DeHart, will guide you through the RM Element. She’ll be joined by Ben Michael, Director of Customer Success at Jamf, who will showcase exactly how the RM Element has effected major improvements in renewal process in his organization. In this webinar, you’ll get actionable advice for: Improving your renewal forecasting accuracy Escalating at-risk accounts with the right response at the right time Scaling your renewal process across segments And much more
Last year, we answered your questions about the ins and outs of building your next year’s Customer Success budget. We talked about everything from what your Finance team is looking for to optimal headcount to segmentation and beyond! It was one of our most popular webinars of the year. So this year, we’re taking it to the next level by bringing back our CCO and CFO, Allison Pickens and Igor Beckerman, respectively. But they’ll be joined by Gainsight’s CIO, Karl Mosgofian, who will bring an IT perspective to Customer Success budgeting. Come prepared with all your toughest questions! We’ll answer as many as we possibly can.
Your customers are constantly interacting with your product and your employees. How are you synchronizing your efforts across all teams and touch points to maximize their chances of success? Learn how to drive Customer Success throughout your company You know your customer base is your best, most consistent engine of growth. But with so much complexity involved in orchestrating, executing, and scaling journeys for each segment across functions, you need a strategy. Learn the science of company-wide Customer Success. In this ebook, you’ll get actionable advice on: How to synthesize predictable outcomes and positive experiences How to grow revenue through three distinct lead vectors How to generate a holistic strategy that earns buy-in from Product, Sales, Services, Support, and more
Multinational Software & IT Business Gets Proactive in Risk Escalation, Improves Overall Health of Accounts The Multinational Software & IT Business featured in this case study is one of the largest pure-play software companies in the world. They help customers maximize existing software investments and embrace innovation in a world of hybrid IT—from mainframe to mobile to cloud. They had no way to monitor customer health holistically and escalate high-priority risks to executives. Without a single source of customer data, it was impossible for them to flag risks based on a blend of objective data sources and qualitative identification by team members. In this case study, you’ll learn how Gainsight helped this Multinational Software & IT Business to: Save CSMs a tremendous amount of time by providing a single source of customer information Take a proactive approach to combating churn by giving executives and CSMs with visibility into at-risk accounts Create consistent processes with standardized Playbooks Leverage automated Calls to Action to stay informed of customer risks Better manage risk escalation
Software & Advisory Services Provider Revamps Customer Journey and Improves CSAT by 10% and Net Retention by 20% The company featured in this case study is a subsidiary of a large American multinational conglomerate and provides software and advisory services around operational technology and infrastructure. Their wide variety of offerings made it difficult to create consistent customer journeys that led both parties to succeed. When they carried out a customer-wide survey, they found out that customers felt like they were going the journey alone and were left wondering, “Do you care whether we’re successful or not?” In this case study, you’ll learn how Gainsight helped this company: Reduce at-risk accounts by 33% Improve Customer Satisfaction (CSAT) scores by 10% Raise Net Retention by 20% Revamp their customer journey to be more centered around client outcomes Build an adoption enablement process that made customers more confident in the product Establish customized engagement touchpoints Capture and execute on customer goals and drive adoption and risk processes