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Customer Success and Customer Experience

Top Thought Leaders Discuss Customer Success and CX Trends

Top Thought Leaders Discuss Customer Success and CX Trends

Video and Transcription: 2018 Customer Success and Customer Experience Trends Roundup Interview

Our Guests (in alphabetical order):

Dave Blake in an interview with Andy Mura at Userlane

Dave Blake: Dave Blake is the Founder/CEO of ClientSuccess, a SaaS platform helping customer success leaders and teams manage, retain, and grow their existing customer base. Dave is an industry veteran with over a decade of experience in the space, including leading global teams for Adobe and Omniture prior to founding ClientSuccess.

ClientSuccess is a customer success software platform that helps SaaS executives and their customer success teams retain and grow their existing customer base. ClientSuccess provides customer success leaders and teams actionable insights, rich customer analytics, and best practices to proactively manage success throughout the customer lifecycle. Follow Client Success on Twitter, and Facebook and check out their latest ebook The Ultimate Guide to SaaS Customer Success Metrics.

customer experience expert Nicolle Paradise interviewed by Andy Mura at Userlane

Nicolle Paradise: Nicolle Paradise is a CX executive with 15+ years experience architecting, measuring, scaling, and leading client-centric organizations. She’s an accomplished keynote speaker, CX Leader for TEDx San Francisco, and has proudly explored all 7 continents. For additional info, please visit her website nicolleparadise.com.

Follow Nicolle on Twitter and check out her latest publication Style Without Substance is Awful.

Allison Pickens in an interview with Andy Mura at Userlane

Allison Pickens: Allison Pickens is a broadly recognized thought leader on Customer Success and on scaling teams during hypergrowth. She is Chief Customer Officer at the leading Customer Success software company, Gainsight. She is a frequent speaker and blogger (with 10,000 monthly readers), is an Advisor to several companies, and was named one of the top 50 people in sales and business development. She started her career in management consulting for Fortune 500 companies while at Boston Consulting Group and later worked in private equity investing at Bain Capital.  At both companies she worked with organizations on driving change and scaling effectively.  Allison decided that she couldn’t pass up the opportunity to work at Gainsight when Bain Capital Ventures led the Series B fundraising. Follow Allison on Twitter and check out Gainsight.

Gainsight  is a customer success company changing the game for businesses by helping them leverage the power of customer data to manage at-risk customers and grow the lifetime value of healthy ones. Gainsight helps businesses gain insight into Customer Lifecycle, Risk Management, Value Demonstration, Expansion and Advocacy, Cross-Functional Collaboration.

VIdeo Transcript

Elyse: Okay so my name is Elyse thank you again for everybody joining us. It’s so awesome to have you guys on our panel to discuss the 2018 trends for customer success and customer experience. So going ahead with that Nicolle can you start off with an introduction about your about yourself?

Nicolle: Sure, hi my name is Nicolle Paradise, I am senior director of client experience for ADP. So I spend my days thinking about how clients are experiencing their end to end journey with us. The aggregate of the experience and I spend my time thinking about how do we understand that from the listening, how do we measure it and then how do we improve it for our clients.

Andy: Hi, Allison what about you?

Allison: Hi everyone I’m Allison Pickens, I’m chief customer officer at Gainsight which is a customer success software company. I’ve been at Gainsight for about four years and coming earlier in my career from a management consulting and investing background, and over the past four years helped build out another number of functions at Gainsight and I’m really excited to be here today.

Andy: Thanks a lot, Dave?

Dave: Hi everyone Dave Blake, I’m founder and CEO of Client Success, we’re also a customer success management platform. It’s a pleasure to be here with Alison and Nicolle two great thought leaders and, prior to founding client success I ran customer success at Adobe for the enterprise and strategic accounts and a company called Omniture as well.

Andy: Well it’s great to have you guys here. We’re really, really excited. And we would like to have a conversation here, let’s interact with each other and see where it goes.

Elyse: Starting off with the first question, what are the best practices and ideas you’d like to share regarding customer experience and customer success, process and team maturity with a specific emphasis on modeling customer health? I’d like to go to Alison first if you could give some insight.

Allison: Sure, you know it’s a broad question maybe we could talk for hours just about this one. I’ll zoom in on one thing you said which is and how do you think about measuring customer health and you know it’s interesting. I think in the early days we thought of the health score as being… for the most part like a singular measure. You know it started out where people said ‘well we need to have code read meetings and we need to be able to mark customers who are in some state of risk as red,’ and over time people said ‘actually there probably a few different dimensions of which a customer could be healthy or no so we’re going to have maybe five or eight different scorecard measures and we’re going to do a weighted average across them to come up with the overall score and I think more recently folks have realized actually how even that is not sufficient and really as we become a lot more sophisticated we have a better understanding of successful trying to drive for consumers and we’re able to access lots of different data. Actually we realized there is probably a broader framework that we can use for health score and you know in a nutshell at Gainsight we tend to use the equation customer success equals customers outcomes plus customer experience. So CS = CO + CX that is the catchy equation and the idea is that you know on the left hand side of the equation CS, this is about the benefits to us as a vendor from having a CS program. We’re going to get higher retention, higher expansion, higher logo growth for advocacy, we want to have score cards for each of those to understand you know is this client likely to renew or are they likely to expand and are they likely to advocate for us. And on the right hand side of the equation we’re going to have a certain set of scorecard measures that approximate whether the customer is actually achieving outcomes and we’re going to have another scorecard that helps to measures certain aspects of the clients experience. So to answer your question about maturity, this is really a higher maturity of customer success organization and no one expects you’ll get there overnight but I think that broadly this is what folks should aim for.

Dave: You know maybe also to add on to what Allison said it’s important to take in multidimensional approach to health score report. A lot of people are relying on just one or two metrics. I think it’s important to have a data driven insights around customer health as well as human insights around health and bringing those together in the aggregate to have a true picture of health and that’s really important. We see a lot of people make the mistake of looking at product usage for example as their primary metric of health but if you’re a product that is used every day and there are still a lot happy with you, you could see the product usage cliff immediately when they switch to a new vendor so. Taking a multi-pronged approach, multidimensional approach is really important and to where possible even including the insights from the team, the team that’s engaged with the customer.

Nicolle: To sort of jump into some of the other comments, I think one of the questions that you asked that was particularly interesting was around the process and so as a strategist  I tend to zoom out and think okay step one what are we solving for in that process and so I think the answer to that first is this cultural shift of having ourselves and our clients, our CS teams think like a customer, and so what I mean by that is that the present state is us having this inside out point of view where we think about clients from our journey. Our journey of acquisition, adoption, onboarding, expansion, renewal and while that’s valid I think how we expand and mature our process is to switch that a little bit and have an outside in perspective meaning what is the customer’s journey with us and how do we listen to them and so when I think about maturing teams, and when I think about implementing processes I know that the current way of thinking is our journey. I think the opportunity is, if we can empower our CSM’s all the way up to our executive team to first think like a customer then we’re going to do a couple things. We’re going to think about the data we already have which is the historical data and Allison is spot on, we tend to look at where we as an industry have tended to look at these siloed metrics as the health score and she’s absolutely right, we need to be thinking about the fact that one those are often lagging indicators and two, our customers have these views of us that can be that inside out and so the maturity opportunity is to say how do we think like them, how do we listen to them? And then adopt that into our maturing process. So ways that we listen to customers, we have our net promoter score systems, we have our customer effort scores, we have our customer satisfaction and as we aggregate what customers are saying into our existing, somewhat immature model, of we think about acquisition or attention, expansion, renewal. I think of that holistic view of the customer’s journey is a huge opportunity, it empowers our CSM’s, it empowers us all the way up to the executive suite to really think like a customer and I think that that is a huge opportunity for leveraging the data we already have and having 2018 really be data as the year of the customer point of view.

Andy: I really like your own approach of course, it’s great, so very true, Elyse any comments?

Elyse: No I mean I agree and I love what you have to say about going forward into 2018 and that’s definitely part of our questions and I think we can get to that next with the second question, Andy?

Andy: Yeah so the main topic obviously is trying to foresee like trends for 2018 and specifically in you’re in your opinion obviously, what are the main areas customer success managers and customer experience experts will need to focus on in 2018. Nicolle I would start with you if you don’t mind.

Nicolle: Sure thanks, as I think about what we need to focus on, over the years I’ve used this model that I called the LAP model. So it’s the listen, action and then pilot, back to our conversation about the aggregate of data, I think if we are really listening to all of the data that we have and listening to what clients are telling us about kind of what they want. The lagging indicators of data, the leading indicators that we tend to get through mapping the journey of our clients. All of that in aggregate allows us to create a certain action and that action comes from that journey mapping process of, if I know what they’re experiencing which is I’ve listened to the historical data and I’m listening to what they’re telling me now through some of those, the surveys and the voice of the client, listening post that we’re just chatting about. There’s an opportunity then to really action on it and that action is how we understand the end-end experience of the client, empower not just our CS teams but our culture, our culture at any company to say the center of what we do is our clients. Our entire purpose is to serve them because that’s what makes us profitable, right? And that actioning on that allows us to then move the P which is pilot. Here’s what we think we know, let’s take a couple whatever our data set suggests, if you’re an organization like mine which has six hundred and some thousand clients worldwide our pilot might be different then some of the startup SaaS companies who would have three or four. The quantity doesn’t matter, it’s piloting what the data and the market is telling us in order to be successful and then starting that LAP cycle again. What we learn, we start to listen, action pilot and then eventually we wind up maturing in a much different space for 2018 because we are taking that client centricity and putting that at scale. I would also say that there’s a certain level of empathy that happens culturally when we are applying this LAP model. By actually listening to our customers, there is a level of empathy that comes from what they experience in our end to end journey, and make no mistake empathy is not about hugging our client’s, right. I have said before that having empathy for what our clients experience and their friction points directly leads to a certain level of loyalty. When someone listens to us personally or professionally and actions on those pain points there is a level of loyalty and that loyalty leads to advocacy. They’re going to go tell other clients, ‘these folks listened to me and understand why I bought their product in the first place and what I’m spending money on,’ and that advocacy then needs to loyalty and that loyalty and retention is how we drive efficiencies, how we guard against attrition, churn kind of all of our internal goals and our internal KPIs. We do that through that LAP process of listening, actioning and then piloting what we think is right out of the market.

Elyse: Yeah and a part of what I love what you said was really making customers success a company wide effort and I think that’s one area that CSM should really be focusing on, so Dave what do you have to say?

Dave: Yeah I love Nicolle’s lap model and I agree with you Elyse that we always say customer success is a culture, not a department and in order to make that happen you have to break down the internal silos. Every functional group unit in an organization is used to working within their box, if you will, or their silo and really I still believe that there needs to be more done of breaking down the silos and collaborating cross functionally for the customer. One thing that I had a good experience with at Adobe was that we created this program called the customer immersion program, and what we did it required all senior leaders to go through a two day experience that walked in the shoes of the customer. From looking at our website, to reviewing contracts that are signed, to using our products, to interviewing customers, to being on support calls… and that program transformed Adobe in many ways, because for the first time our senior leadership team across the board, and this was eighty to a hundred leaders, had empathy for customers. You could see as they went through this program and they listened in on support calls or tried to use their product in different scenarios that they started feeling the pain that our customers were feeling. That we weren’t a very good and easy business to work with, and out of that program we had transformational change throughout the organization. We saw in every internal meeting and town hall, we talked about customer experience and customer success, but more so we mobilize cross functional teams and drove insights, accountabilities and actions that took care of our customers. So I would really highly recommended considering and implementing a program like that which was a great program in the customers immersion program.

Andy: We are advocates for cross functional structure, so we agree. Allison what do you see in the future, so what can you tell us about upcoming trends and customer success and customer experience?

Allison: Yeah you know that the number one thing that I’ve been hearing over the past few months is about advocacy. I first of all think that more than ever the role of CSM necessarily entails turning great customer outcomes and experiences into real advocates that help pave the way faster sales cycles and higher prices and interestingly enough I’m seeing actually a lot of sales leaders catch on to this fact. So we’re hearing sales leaders talk about putting advocacy into the comp of any CSM’s that you know might be reporting to them. You’re hearing sales and other types of leaders talking about their growth stack of technology which includes customer’s success solutions as well as reference management and other types of advocacy incentive programs and you know I actually think a lot of CFO’s are catching on to the fact that you can start to justify more budget invested in customer success management. If you’re not just funding it with increased retention rates, but also funding it with, and also not just expansion rates but potentially with stronger new logo growth and I think we’ll be able to tell whether this trend is really lasting and sustainable when sales reps are willing to take on higher quotas because they’re willing to have more help from customer success management. It’s really interesting in Q3 of this past year we did our first analysis, where we looked at the percentage of new logo annual recurring revenue that came repeat purchasers of our product, basically people who had bought Gainsight at one company and then had moved into a new job at a second company and then decided to buy Gainsight which you know is probably not a perfect predictor whether they had a great experience the first time but probably a really good indicator and actually we found that a third of our new logo ARR came from repeat purchasers. So that’s the kind of data point that our CFO gets really excited about, that I can leverage in our budgeting process and so you know that’s what we’re counting the pavement about nowadays internally and also in our community.

Andy: Yeah as a marketer it really hurts but it is true, customer success can demand more leads and more loyal leads actually.

Allison: You know I’d love to comment on that, because you know our chief marketing officer Anthony and I talk about this a lot. I think when you have customer success playing a role where it’s generating pipeline in a sense or at least like influencing or heavily contributing a pipeline. It starts to call on the question attribution models. Now interestingly marketing’s been trying to deal with the problem of attribution for a long time and I don’t think they’ve totally fixed it either right. They’re always conversations about you know whether it was the sales rep who drove the deal or whether it was the fact that a prospect you know went to a marketing event. What we talked about in our executive team just a couple weeks ago is actually it’s the combination of all of these things that help helps make an effective sales cycle. So maybe we need to be moving to a model that’s a little less focused on silos and what metrics each department can claim a hundred percent credit for, and more about looking at across functional playbook of top of the funnel marketing, blog post, middle of the funnel marketing, events, sales outreaches, value consulting workshops, customer success getting involved early on. Like it’s a combination of all the things, the effective orchestration of it that results in stronger, stronger, stronger growth. So now that’s a mind shift right, so it will be interesting to see how this plays out over the next year.

Andy: I couldn’t agree more.

Elyse: I mean that’s something we also experience here at Userlane, with attribution. It’s not always defined to only one department, and we have to work to break down these Silos, so that’s one way to go forward.

Nicolle: Yeah and just adding on I think it’s really important that we focus on what Allison just said, because the very notion to her points that we all have in all of our organizations which are distinct silos, make no mistake the client journey is experiencing that.  There’s not probably been a company that any of us have ever worked at that at some point a customer doesn’t say ‘okay I got one number to call for this thing, I’ve got another number to call for this other thing,’ and while some of those silos are valuable I think ultimately the compensation packages, the folks internally, the client will experience this really rigid silos of the difference between your you know how your CCO is measured versus how your CMO is measured and I think there’s a really interesting cultural conversation that Allison is going to help a lot of us drive. Which is, if that is how we behave internally how is that not impacting what the client experiences and thus how they want to spend more money with us because they’re sensing a commission breath but they’re not really sure who’s got their best interest in mind. So I think that’s a really excellent point from Allison.

Elyse: So Dave going back on what you earlier said about advocacy I just wanted to you and the rest of the panelists what innovations you think will particularly be important going forward into 2018 that could drive this advocacy more or any other tend you see within 2018.

Dave: Yeah I think I would kind of go back to what Nicolle said is taking this outside in approach and I think most people when they do their journey mappings, when they build out their strategy it’s all about what they think the customer wants and it’s all about their internal metrics and I think the innovation in 2018 is continuing to look at engaging with the customers on a deeper level to understand their perspective and aligning the organization around their needs and their outcomes. I had experience with this in the past life where internally at a performer company there were a lot of bugs that were piling up from a customer and customers were pretty frustrated, and so the engineering team and the leadership team took ownership and said ‘okay we’re going to build all this process and improvements and internal analytics to remove, to reduce the number of bugs, because that’s what customers are angry at.’ We then went on site and actually talked to customers and what the customer said is we understand that sometimes bugs take a while to resolve, what we’re asking for is simply more visibility. Just give us more transparency because we have to set expectations with our broader organization and so what we had originally done around internal innovation based on our own perspective was completely missing what the customer’s experience or preferences were. Once we understood the customer’s experience preferences, then we modified the strategy and had a lot better feedback from our customers and so the innovation I think around customer centered metrics and continue to build upon those and execute around those I think will be a key thing in 2018.

Elyse: Nice, Allison do you have anything to add on top of that? Any other innovations looking forward to twenty eighteen?

Allison: You know certainly there’s a lot of artificial intelligence out there that folks are starting to leverage and their customer facing motions, particularly in customer support but I think you’ll also start to see this on the customer success side too. You know to be honest I haven’t seen too many like super compelling case studies yet of this and so I think the jury’s still out about exactly how AI is going to help folks but I do think it’s something that we’ll see a lot of progress in the next year and it’ll be super interesting to see what happens. One example of a tool recently is a kind of a Gmail plugin and you can authorize it to have access to emails and it’ll track all the different interactions you have with different stakeholders at an account, and this becomes interesting because you know it’s turns out that you’re communicating really significantly with one stakeholder but actually another stakeholder to the client that’s quite important isn’t receiving the love. That’s something that we can start to highlight, so I think they’re going to be a lot of new and interesting data sources and connections that we’re going to be able to draw from this.

Dave: And maybe can I say, can I add to that, I agree with Allison I think the key in the customer success side with these at AI technologies is how can you empower the CSM teams or other teams in the organization with AI that is very authentic. I think that on the customer success, the success of the business or broadly dealing with customers, the bar is much higher to leverage AI in a very authentic way, because you have already have this deep relationship with customers, very personal relationships, and they will sniff out, especially if it’s technology that’s engaging with customers. They’ll sniff out if it’s not very easily, if it’s not real and if it’s not authentic. So the key to me as we all innovate around AI and empowering the CSM’s, how do you do that, how do you give them more knowledge, how do you automate a lot of the stuff that they do that’s not high value, but doing it in a very authentic, personal way so that your customers essentially feel that authenticity whether comes from an AI solution or whether comes directly from the CSM.

Elyse: Yeah it’s funny that we see as we go more towards technology it’s kind of forcing us to find ways to become more human. So in a way it’s kind of reversal but it just requires CSM’s and customer success professionals to really find ways to connect better with the customer.

Nicolle: And to build on that I want to double click on something that Dave just said, when he was talking about the strategy, and I think it’s vital because all of us work in some form of data aggregation or proper metadata AI. All of that stuff and when we think about innovations and while I might be a bit of an outlier here, there’s a methodology that a lot of us have heard of that I have rebranded for my own purposes and we’ve all heard about that the KISS method right? The way that I defined that is Keep It Simple and Strategic and what I mean by that is, it is really easy to hide behind the next shiny thing. ‘Oh we’re going to as a company go do this big data, this AI because someone on Linkedin told me I could probably do that,’ and to Dave’s point what we can easily stop doing is actually thinking about the client strategy and so I have two really specific calls to action around that. One, if we are serious about the KISS method, which is keep it simple and strategic, get a placemat of the top three things that your company wants to accomplish. Just three and then be really comfortable in saying ‘no.’ Have a big no meeting, a big no party and take everything off that doesn’t innovate to those top three things that will ultimately benefit your clients and your own growth and maturity, because while it could be interesting to get a whole bunch of data. If you’re a company of seven or company of seventy thousand, if you’re hiding behind that data and to Dave’s point not actually talking to your customers and pressure testing this, then you’re missing an opportunity and we’re hiding behind the shiny cool thing that we’re hearing online but we’re not actually creating an actionable experience that’s going to drive revenue not only for our company but a better experience the clients, it’s the first call to action. The second is pretty simple and that is, if everyone either listening to this exchange or throughout our companies cannot in five seconds or a less name the top three pain points that their clients, their client base, not their segmentation experiences, then there’s really nothing else that would need to happen to innovate until you can name that. What I mean by that specifically is, it is a cultural thing. Every meeting that I am in maps to what we’ve heard from our clients, the three words in rank order of what they think kind of sucks about doing business with us and there’s lots of stuff that people love about your products and my products but if we’re serious about innovating, then we have to fix stuff that creates tough solutions and if everyone from our CEO down to our interns who are super excited to get a free can of sprites on their break right because this is their first job. If every person in the organization can’t name in five seconds or less top three pain points that clients have dealing with your products and your services then that’s your innovation. Find out what the friction points are and figure out how to make that better for them, because without that cultural awareness then to our earlier conversation, what’s the point, the so what of maturing our CS and CX organization. If they can’t say the top three things, what are we maturing our process, okay but so what’s? How that benefits the clients and if it benefits the client it’s going to benefit our revenue, so those would be the two called actions as we think about keeping it simple and strategic.

Andy: Yeah that’s awesome, if I may I would have one last question for you, how can you prioritize this data and secondly how can you attribute a value to subjective metrics right? So obviously we talked about customer health and so on and so on but sometimes it’s a matter of perception and how can you actually attribute a value and how can you use that for analysis,, Dave, what do you think?

Dave: I think with data again keep it focused on the customer and focus on I like what Nicolle said. Focus on three things and make sure everybody has that and then execute that and move on. As far as subjective data I am a big believer in that, I think that if you have a model, there are some models where very, very low touch where you can’t scale with a lot of individual touch points, but if you have a medium or high touch model I think it’s really important to gather input from the organization because as I said earlier, I’ve seen a lot of situations where data only approach will give you false positive or false negative. I had a situation with a strategic account with Adobe where if I would have looked at the data we would have seen that this large multimillion dollar company was leaving us but we have an awesome relationship with that customer and we were able to provide the context around the data that educated that entire organization and then we were able to leverage that data to mobilize the organization, to correct the… to make the improvements that were necessary with the user experience. So a combination of both, I would say use them both, be very focused and make sure that you’re spreading that information throughout the organization so that you can empower the rest of the organization breakdown silos and collaborate together for the customer.

Andy: Awesome. Allison, what’s your take on that?

Allison: Well I definitely think you have to do both as folks said, so making sure that you have that objective data set. You can have standardization across your customer base, an effective way to communicate with clients, an effective way to level set and set targets with your team, very important but I think we all believe that the objective data is not the full story. Now you might imagine a world where you can gather so much data and get so effective at analyzing it that actually it predicts ninety nine percent of what our subjective view of a situations would be anyway. One example of I think in an area that people used to think was subjective was the tone of voice of a client on a call right. Either the CSM is going to have the best perspective on what the tone was and the data might catch that, well interestingly now there are tools that we use that are starting to analyze conversations, and they can start to point out what small talk, how long did the small talk occur for and you know what were the key topics that were brought up? Were there negative words that were mentioned? And so pretty soon actually we’re expanding the realm of data that we can access and I don’t think it would be anyone’s expectations of that the CSM would be looking at like that set of data point but it’s up to software it actually simplify it as a full set and help CSM actually interpret it, but still I think we’re probably a long way from eliminating the need for subjective understanding and I think people pointed out earlier. The importance of the human element especially in high touch customer relationships where you might be on sight with a group of twelve stakeholders. There’s so much subjective judgment that’s involved in running that meeting and taking action from it. I think my main takeaway is as the number of data sources replicate and as technology becomes more sophisticated, what it means is not that we’re replacing the roles of CSM, what it means is that we’re able to elevate the CSM to focus on activities that are a lot more meaningful for clients and honestly a lot more enjoyable for them. So I think this is good news for everyone in the industry.

Andy: Absolutely, absolutely, Nicolle?

Nicolle: Well I think my observation would be that’s actually step two and if we start with step two, there is a danger that we will confuse movement with progress because we start solutioning on what the data is. My called action would be start with step one and step one is; what are you solving for, what do you want to know? Because make no mistake, each company has a pain point. This goes back to what are the three things in first-ranked order that your customers are experiencing. Each company has a pain point and you’re not going to get a ten on quality, speed to market etc. etc. So step one is what do we want to know and what we want to solve for? Maybe you know where the bodies are buried in your company and you know you actually have a quality issue. Then step two is; what do we do with all the data that’s measurable subjective, cool go tag that data and look for how are people experiencing your quality because they might know you have an issue, they might not and you can fix it before you impact the market. Some companies are we just got to get to operational steadiness, maybe you’ve been in business thirty, forty years and growth isn’t your strategy. Your strategy is guard against any attrition good well then step two is, let’s look at that data and use all of the cool widgets out there to find out what our customers are thinking or what our action plan needs to be. But I have found throughout my career that if we are not clear on what is the singular question that we want to solve for, the data inundation that happens, that inundation of there are so many signals that I don’t know what the heck to make of it. That creates as we often joke this analysis paralysis where we’re just spinning in data because we don’t have a strategy. So I’m answering your question with a different question which is, cool first know what you want to solve for and then you’ll know how to approach the data, how to organize data, and then we move back to the LAP process. How do we listen to the data, how do we action on it, how do we pilot what we think the data is telling us so we can create effortless experiences for our clients and grow profitability and retention for our customers are or our own company I should say.

Andy: Excellent, thanks a lot for joining us, Elyse?

Elyse: Yeah thank you guys, it was awesome to hear you all speak. I really enjoy, loving to hear from you guys and thank you for participating.

Nicolle: Awesome.

Allison: Thank you guys so much.

Dave: Thanks from all of us.

Nicolle: Allison and Dave nice to see you both rock stars.

Andy: Thank you guys.

Andy: Thank you Nicolle, thank you Allison, thank you Dave, bye-bye.

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