 Hello, everyone. I am Hershey, like the Hershey's Chocolate. I head up the strategy for digital customer success here at Geinsight, and I'm super excited to be joining all of you and sharing some of my experiences with driving personalized digital experiences that can help lockdown user loyalty. Please feel free to put any questions as they come along in the chat. I would love to have an active conversation and learn from all of you and from your experiences as well. So thanks for joining today to kick things off. Here's the agenda. Let me know how it sounds, starting with the why, the what, and how the digital user journeys. Secondly, really sharing how at Geinsight, we are driving some of these personalized digital experiences, especially at scale. And lastly, going beyond some tactical and execution examples, but going into what could be the key strategic considerations any organization should be making when thinking about overall long-term success of digital experiences. Hope that sounds like a plan. So let's get started. 70% of the consumers are actually expecting personalization today. However, 76% of those consumers get frustrated when they don't receive it. Why is that? While the technology has actually evolved in the last few years, especially with AI today, the customer experience has actually devolved. This is what the digital user experience looks like today. If you were to put your shoes in the, if you were to put your foot in the shoes of your users, this is what the experience would look like today. If they were navigating your product and needed help, they are basically confused. Should I go to my self-service portal, or should I go to my knowledge base? Should I go to a learning management system? Should I ping the CSM or the support or the salesperson? Probably I can get answers from community, but oh wait, like I might not get a response immediately. So it's, we, all of us are doing digital experiences, but it's not orchestrated, and hence leads the customer's experience poor and frustrated. But digital experiences need to be orchestrated. And there is a world where the experience can look like this and not a devolved, poor, noodle, and confusing experience for the user, where it's orchestrated across multiple channels with the central digital success hub. So here at Gainsight, we have developed this maturity model to help organizations organize their efforts around digital customer success and digital user journeys so that those experiences can be very orchestrated across the omni-channels, multi-channels, experiences for the users. So if you think about the reactive phase, most of us have been doing some digital experiences for the users, but they've been quite reactive, ad hoc, unorganized, using multiple platforms, not very orchestrated. That causes poor experience for the users, but also causes inefficiencies internally within the team. And now is the time to make that leap to digital. So think of these three P's as starting with a proactive journey where we are empowering users to self-serve with centralized resources and guides, almost like a one-stop shop of where they can find all their resources, like maybe with a federated search, onboarding checklist, their support tickets, usage metrics, so on and so forth, and even peer-to-peer networking. From there, thinking about more personalized user journeys, like really using data to drive those distinct, contextual user journeys for our customers. And lastly, predictive, using intelligent experiences, AI technology to power the omni-channel digital experiences for the customers. Now, they don't have to be one after other each of these stages. They can be very much in parallel. And I'm sure if I were to pause today and ask each of you, where are you today? My question is, are you mostly proactive? Are you mostly personalized? Are you mostly predictive? And as you're thinking about that answer, you're probably thinking we are doing a little bit of everything. So don't think of this as going from one to stage two, but things that we can optimize in parallel and really drive those personalized experiences and journeys with digital in hand. And once you do that, want to share an example of what that orchestrating customer experience could look like. And it's important to remember that digital experiences are not really replacing humans, but they are to elevate the humans and also very much to go hand in hand. And humans on the other side are actually starting from sales, marketing, customer success, product. Each of these teams actually have touch points with the customer's journey at various several points. So really orchestrating that digital experience, both for the customers, but also for our internal teams to scale. So here's an example. If you stay with me, and there's a lot going on on this slide. So if you stay with me just for a bit, on the y-axis, you will see expansion on top and churn risk at the bottom. This graph represents the most high value activities that we want our humans to be spending in a customer journey. And on the x-axis, we have renewal towards the end, which talks about churn or retention of our customers, which is driven by our user loyalty. So when we talk about expansion and churn risk, that's where we want to surface the right opportunities with data to our customer-facing teams to make sure that that's where they're spending most of their time. Everything else in between, all motions, all engagement activities, all value action activities for users that are repeatable in nature should be taken care of by the digital experiences like in-app experiences, email community webinar, and to a large extent, even productize some of those experiences as much as possible. So if you were to take example of onboarding here, onboarding in the first, let's say, x-axis, why x-axis days? Because the onboarding journey and experience differs product to product. For some, it's within first two days, first seven days, 15 days, 30 days. So it really depends on where your product is. So if I were to take example of onboarding, we can start with a simple welcome email with the very prescriptive approach of, hey, here are first steps, user you should take to set up the product, and then adding a link to the self-serve resources for the user to go and ask and answer questions that the user might have as they're going through implementation. It gives them a link to go to the product and start setting the product up. Once they are in the product, it can serve them an in-app onboarding checklist. And this is where data is important, where because we are tracking the usage data, we are tracking the activation data, whether license have been activated or not, whether the email was opened up or not. So now if the license was not activated, if the product was not set up, that's where we send them a follow-up, and that's where the first red flag happens. Now, even after a couple of follow-ups and few days have passed by, the product has not been set up, or the initial onboarding actions have not been taken up. That's where the risk intervention happens, where the data triggers risk CTA for your customer-facing teams, implementation team, where they are now reaching out to the customer and making sure that we are helping them get set up. The other workflow here is when the customers are set up and they have activated the product and taken their first few value actions, that's where we want to send them a sentiment CSAT survey, understanding how their onboarding went. And from there on, they move into the next lifecycle stage of adoption and outcomes. So that's how you should be thinking about orchestrating your digital customer experiences between your humans on your side of the company, who are customer-facing, and your digital experiences for the customer. So it's really orchestrated on both sides of the world. So now I'm going to share live examples of some of these personalized digital experiences that we've been driving at Gainsight. Starting with the example of onboarding. Like I briefly explained, starting with a prescriptive welcome email. So this is really an example that talks about how to use omnichannel customer onboarding to accelerate that time to value, but really at scale. So here in this example, we're starting with a simple, one of our products, Gainsight PX, which actually is, by the way, is a product usage and in-app tool. For that product, our customers, we started with a prescriptive welcome email of, here are some config steps. Here is a link to your resources. Once our customers logged into our product, we serve them an in-app onboarding checklist. So as you can see, this is an in-app within the product onboarding checklist with top three to four onboarding workflows that we know typically drive success for our users and customers in the initial onboarding phase. And it also has linked to key resources, which also allows them to chat with an expert or reach out to a customer-facing team, go through universities, so on and so forth. And at the top of the bot, as you can see, it has a federated search as well. So if they wanted to search a specific topic on how to get something set up, it'll actually serve up resources to them across all the articles, guides that are hosted within this bot, but also which are connected to our knowledge base. So it also connects to our documentation system and community, and it basically serves results based on federated search across these two or three channels that are connected with each other. Pretty cool, right? One-stop shop for the digital experiences of the users. And think about how to really accelerate time to value for your users, where they're not having to go to multiple resources to find answers. And lastly, this is a link to our community, which, again, we serve up in our in-app onboarding checklist, is where they can actually go and do peer networking. It's a community. There are knowledge bases hosted here. We post office hour updates here. There is peer networking, everything. So this is, as you can think of it, a very omnichannel customer onboarding experience for our users to set up at their own pace to self-serve and really get the help in a very orchestrated way. Next example I have here is capturing goals and outcomes at scale. So as they say, KYC in your customers, in product world, we talk about personas, making sure we know and understand our personas very well. So here's where we, on a quarterly basis, serve up a two-step survey to our users. The first step in the survey is, what are your goals for the next six months? And these are standard four or five goals that we know typically our product gains that BX can solve for. And that helps us capture the goals for the next six months. And based on that, we understand the persona and personalize our one-to-many digital experiences based on these responses and the use cases selected by the personas and the users. And the second step to the survey is what outcomes did you achieve in the last six months with our product? And again, these are standard outcomes that we know typically are achieved by our users and from our product. So this helps us not only understand the goals, but this also helps us understand outcomes which are verified by the users, which then typically are used during the newer conversations where with decision makers, we can have that conversation of, hey, here's where your teams have been driving value from the product and where there are no responses. It helps us, the data knows and sends triggers to our customer-facing teams to say, hey, there's a potential risk here because they don't have an outcome in the last six months or in the last one year. So very data-driven personalized experiences at every level, both for our customers and also our internal customer-facing teams to surface the right and the most valuable activities for them to go spend time on. And we actually usually get 75% response rate. We run it on a quarterly basis and it has been a huge success hit and very, very useful to us in driving a lot of those personalized journeys and also making some of the product decisions around which areas to invest in and which areas to de-pratize. Another example I want to share is improving end-to-end admin experiences. This is implementing voice of the customer which really helps develop that user loyalty. When your customers know that their voice is being heard, there's nothing else that drives that loyalty that trust in your brand, in your product and wanting to work with you. So here's an example of, we knew that for one of our flagship products, Kinsight CS, we had poor admin experience and responses. So we started, took this as a project, started with a multi-channel survey. So we did both email and in-app. And as you can see, in email, we had about 17% response rate. But when we combined email and in-app, our response rate jumped by 70% and we had about 30% response rate to our admin survey. We really wanted to hear out our admins, understand their sentiment, their experiences, what were the areas of improvement for our product and then go and work with product to influence the product roadmap. And really bring that voice of the customer in the product prioritization. So once we collected that data, based on the responses, the sentiment analysis, we identified the top trends and drove proactive digital journeys for our admins. We also worked very closely with our product team to make sure that the top two or three trends that we observed were also being prioritized in the product roadmap. So this together, where there was a stopgap of driving digital journeys for admins, but also investing in the long-term success of the product and working with the product team to making sure we are actually making some of those improvements, so that the UX increase in the NPS of the admin. So that was our highest record ever. So this is a great example of, again, multi-channel digital experiences at scale implementing voice of the customer and working cross-functionally very closely with the product team, customer-facing teams and driving some of these digital experiences hand-in-hand cross-functionally. One more example I want to share with you that we've really done fantastic job with digital experiences and seen great success is release experiences. I'm sure as product teams, you all are thinking about this all the time. And gone are those days where you ship a feature, ship a whole sprint feature release and your job is done. In today's world, the job actually begins then where we need to socialize the features. We need to enable our users with those features. We need to make sure that we're driving adoption and most importantly understanding if the release went well and what was the customer sentiment around that. So this is an example around that where we did the release experience in three parts where we started with specific releases which were targeted just for our admins. So this release experience was just for them to showcase the feature of grades required for new releases. This helped admins plan their work better and plan the enablement for their respective teams better. Then the second step around this was release previews and highlights for all users. So features that were relevant and applicable to all users, there was a separate release experience where there were key highlights from the releases and a preview with in-app video and guides for all users there. And then lastly, validating and confirming how the release went. So capturing that sentiment of the release from our users and tracking that quarter over quarter. That helps understand the quality of the release and the sentiment of the customers. So this really helps drive the release experiences in a very orchestrated way, but at scale and through digital experiences and journeys. And all of this again in a very orchestrated way across multiple channels and collecting data so that further insights and actions can be taken from that. So hopefully some of these examples of onboarding, of adoption of release experiences were helpful and got your wheels spinning on what you can go and implement. I now want to switch to talking about some strategies that you could be thinking about. So those are some examples, tactical examples, which hopefully you can go and start implementing today. But if you were to think about the overall profile, investment profile for driving some of those personalized digital experiences to drive user loyalty, these are some strategies that you should consider. So think of the scope for digital customer success. And this is again, not owned by any one team. This is integrated across the entire customer journey, hence integrated across multiple teams, cross-functional teams in the organization. So starting with the overall strategy, data and the impact that we want to drive. Starting with like, hey, here's a digital experience we want to drive. So making sure we are understanding what's our key goal. Is it effectiveness? Is it efficiency? So on and so forth. Starting with baseline metrics around customer experience, sentiment scores or efficiency within the internal teams. So on and so forth. So then from there, driving cross-functional alignment on what are my key moments of truth to drive those digital journeys, digital user experiences? What should be the strategy? What tools are we using? And really developing an aligned point of view and partnership between product sales, CS and marketing. Thinking about data tracking from the get go. Like you've probably seen data so critical in driving digital experiences, especially when it's contextual and personalized, really tracking that data. And starting with like simple contact hygiene CRM so that we can drive very personalized journeys for various personas and roles, tracking that product usage. So when there's a drop in usage, the customer facing teams can intervene for a potential risk. Or if there is increase or uptick in usage, expansion opportunities can be surfaced and highlighted. And lastly, making sure that we are analyzing the impact of some of these programs and investment and measuring some of the results from there. Then from there, thinking about what are user journeys that we want to start? Everybody wants to do everything, but it's good to understand what are our top priorities? What are the top pain point areas of optimization and really driving those value-based adoption aligned to the goals of the users? So a few ideas to think about is designing those journeys and campaigns which could be around onboarding, adoption, outcomes, so on and so forth. Then around tech automation, planning resources, planning your right tools and technology, which can actually automate some of those journeys or campaigns for your users. With email, with in-app, with community, with office hours, with webinars. So basically all in every channel that you have at your hand to use to drive those digital experiences. Obviously, you also, if you're considering a platform, there is a lot of benefit to moving to one platform versus using five, six different tools to do it because with one platform, you can orchestrate the journey and the insight does that really well where it's orchestrating across multiple channels. And lastly, thinking about scaling some of those experiences. Now, events, community, all of these you might think, what has this to do with digital user experiences? This is pretty much a part of every organization, which it is, but it also has a very special impact on driving digital experiences for the users. It helps them bring, it helps bring the users together virtually in a digital way via virtual events, via community, whether it's peer-to-peer networking, helping each other out, where there is customer education happening. We are bringing voice of the customer, like the example that I shared with you, via surveys, via, and driving those advocacy journeys at scale. So again, these are things, programs, the overall scope of digital customer success that you should be thinking about. You could start with a small experiment throughout the value and then think about expanding to all these various programs and buy cross-functional and leadership buy-in. Like I mentioned, driving digital experience is not any one team's responsibility, it's very much a team sport. And why is that? Because all the teams are really focused on driving, their lagging indicators are actually retention and expansion, which is driven by a leading indicator of product adoption. All companies are today, number one priority is customer retention. And that is everyone's, every team's job. It's product team's job to deliver great products, great features, and productizing some of those flows. It's customer marketing teams to making sure the customer experience and user retention and education is really happening and helping them drive value. And it's customer success teams to making sure that product adoption, those value realization conversations are happening. And in making sure that we are delivering a world-class digital experience, all these teams need to come together because we need help of documentation and education teams to make sure our documentation is clear, concise, and accessible and searchable. We want to make sure our UI UX analytics teams are working on improving the user experiences of our product. We want to make sure our support and implementation teams are on top of their game to resolving customer issues on boarding process in a very healthy and a fast way. So all of these teams need to come together. So think about making, driving digital user experiences as a company priority. Obviously, starting with a small experimentation, proving out value, working in a steerco manner, tiger team manner is great. But once you've done that for longer term success, this is where you should be thinking about at the company level and driving that, making it a team sport and driving for all the, driving with all your cross-functional partners and teammates because all of these teams have a touch point with your customer, either digitally or live. So that's the experience that we need to replicate and orchestrate to eliminate inefficiencies across the journey for your teams and also drive fantastic experience for your customers. So this is how you can think about, when I talk about bringing all those teams together, this is how you can think about orchestrating that customer experience, both for your customers, which is on the left side of the diagram, digitally and both for your customer facing teams, which is represented in the right side of the diagram. So just to take an example here, digital customer experiences, as some of the examples I shared, you can use in-app onboarding checklist, you can drive user nurturing campaigns and journeys, you can develop and direct them to unified self-serve destination where your knowledge-based community, everything is housed under one unified hub. You can track product telemetry, product usage, capture that voice of the customer feedback and get roadmap inputs and really drive that cohesive journey and send those product telemetry and triggers on the right to your customer facing teams. So they know where there is a risk intervention need to happen, where there's an expansion opportunity, where there's a value realisation conversation, so on and so forth. And of course, there are now air-driven recommendations, federated search and whatnot. And on the right, you want to think about how to replicate that and scale your humans. So what technologies can we use to do shared success planning? So sales can use a platform and a tool to capture goals, which is then digitally passed on to your post sales team like services, customer success, and they exactly know how to drive those digital experiences and journeys based on that success planning goals captured during the sales process. Again, all of this can be automated and orchestrated in a very digital way. You can scale the release awareness process as the example that I shared. This really helps scale your customer facing teams, where they are not answering questions from your customers about release awareness, how to use a product, how to use a feature, so on and so forth. And using data, again, to drive those identification interventions as I shared in my previous example. CT is in playbooks for your customer facing teams. Customer 360 and health score, where your product usage, voice of the customer, everything is available to your customer facing teams. So this is how you should be thinking about orchestrating digital customer experiences between your customers and customer facing teams. And lastly, this is overall, think about it as essentials or key elements for digital experiences. You can consolidate all the various building blocks. Now, this might seem a lot, but take a pause and I'm sure each of you have lots of these elements already going on in your organization. It's just about consolidating all of them so that the personalized experiences can be driven. So look at this diagram at the top. Our end goal is driving those personalized digital end user experiences, which is the right message at the right time and meeting the customer where they are, whether they are in the product, whether they are in the community, whether it's one-on-one. Now, how do we get to that goal? So go to the bottom of this diagram and let's start there. Data is the key to this for automation, for personalization. That is the source of truth for our customer health and driving automation. Some examples are CRM data, tracking user attributes, product telemetry, so on and so forth. Once we have that, focusing on different building blocks, which again, you probably have a lot of these blocks already, resource centralization, right? Like a simple knowledge base or using a community to house all of your customer-facing content together, tracking success metrics, baseline and target metrics, quarter over quarter, driving those cross-functional alignment as I just discussed between marketing, sales, CS, and product teams and making sure that everybody has a shared and aligned goal and view of the customer journey. Once you have that, identifying the triggers for driving those digital experiences, the personas, the key milestones and moments of truth, so making sure there's an alignment on that point of view for the customer journey. And lastly, feedback loop, bringing that voice of the customer from your product and incorporating that in our product roadmap and our customer engagement model. So we are really driving that fantastic world-class customer experiences. And you want to make sure you're using those right channels and the right platform to bring all of these together and meeting the customer where they are, whether in the product, community, one-to-many, webinars, so on and so forth. And here there's an example of GINSIDE because that's probably today the only platform in the industry who's driving those superior experiences at scale across all these channels whether it's knowledge-based product elementary, in-app guidance, email, community education. So the key really is data and driving those experiences in a very, very orchestrated way across all of these channels so that we don't want to be that noodle experience of our users. We want to be the superior experiences for our users. And if this feels too much, I want to leave you with last one simple slide. If you're not ready to or that feels overwhelming, these are three simple things that you can get started for your digital experiences today. Test it out, see the impact, see the small win, and then learn from it and go and think about the larger investment. You can simply start with centralizing your key customer resources. It can be even in a simple word doc which you can bookmark and share with your customers. Start with a simple welcome email, post your first value action in your product and link them to your resources. And lastly, do an in-app release highlight, whip up a quick in-app communication highlighting your key release features. So signing off there, thanks for tuning in today. I'll be taking some questions and answering some questions in the end. Would love any feedback, thoughts, ideas, something that has worked for you, something that has not worked for you. All of you on LinkedIn. So thanks for tuning in. Until next time. Bye-bye.