SaaStock 2019 - alexander prot
•Download as PPTX, PDF•
0 likes•80 views
Presentation deck from SaaStock 2019
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to SaaStock 2019 - alexander prot
Similar to SaaStock 2019 - alexander prot (20)
More from SaaStock
More from SaaStock (20)
Recently uploaded
Recently uploaded (20)
SaaStock 2019 - alexander prot
- 1. Crafting a metrics-driven customer success engine
- 2. 150 talents 50,000+ SME clients 4.8* Our rating on mobile app stores €32m Funds raised with Valar, Alven and the European Investment Bank Qonto Metrics
- 3. Qonto, the neobank for all SMEs The ideal banking alternative in replacement or in addition to a business banking account SME focus Business is business For teams from 1 to 250 FTEs For incorporating & existing companies Across Europe
- 4. Hypergrowth from day 1 Our challenge: maintain the quality at scale 2 (team) Product building Private β Go live! 5k clients Live in 🇪🇸🇮 🇹🇩🇪 10k clients 25k users + PI licence 40k clients 8 (team) 55 (team) 90 (team) 150 (team) €1,6m (Seed) €10m (Series A) €20m (Series B) 2016 2017 2018 2019 50k clients
- 5. Why we are obsessed with customer success Building the bank all businesses love Be different from traditional banks Create “love at the first sight”
- 6. Our methodology to be good at it Defining our own standards Define our quality standards Structure the team Choose our tools stack
- 7. Our metrics What KPIs do we monitor CS satisfaction NPS 15 minutes to get an answer 98% of the calls taken in less than 1 minute 98% of our clients are satisfied with our response 75 Average for clients 1 year after account opening Lead time Customer satisfaction NPS
- 8. How we improve those metrics From leader in France to leader in Europe What’s an CS specialist success? Definition of a red bin Daily analysis Implementation of countermeasures 😎 🗑 📊 📊
- 9. How we incentivise our teams Sharing the vision on collective criteria and giving daily successes team can 100% handle Incentive teams on daily successes Balance team / individual indicators
- 10. And it works! Our clients love it and say it
Editor's Notes
- Title: Crafting a metrics-driven customer success engine Description: Minding your metrics is common parlance for SaaS leaders, but fewer apply this data-driven approach to customer success, with many evaluating customer success teams incorrectly. Customer success leaders are typically measured in revenue, yet more impactful metrics are often unconsidered. Understanding which metrics matter is an imperative for customer success teams and the businesses they support. We’ll explore which metrics matter for your business, how to benchmark and increase them, and how to structure and incentivise teams for maximum performance. You have 20 minutes onstage (this includes interchange time)
- Define our quality standards First of all, it’s necessary to define our quality and lead-time criteria that we want for our customers. Industry standards, competitors' standards and budgetary constraints will influence this choice. At Qonto we wanted to set the objective very high, in line with our customers' expectations and the best practice available on the market. We answer emails in less than 15 minutes from Monday to Sunday, answer 98% of calls in less than 1 minute with 98% customer satisfaction. Easy with 100 requests, much more complex to maintain with 3,000 tickets per day. Structure the team : It’s essential to keep the management of your customers internally at the beginning in order to: Collect feedback Understanding pain points Improve the product and/or precisely log the features request Have adequate internal knowledge Set up the tools and management of the related authorizations Define your KPIs, quality and lead-time objectives Create procedures and standards Create training books Once these boxes are checked, we can take care of the outsourcing. Outsource because: Firstly, the faster you grow, the more you need to be helped to hire. That is a fact. We are stronger as a group to achieve this objective Secondly, it allows you to create a backup of your internal teams. The bigger you get, the more critical the support becomes. Concerning the choice of the service provider it will depend on 2 things: The tradeoff between proximity and languages/skills offered Fit with management teams or networks In any case, the only golden rule to remember is that there are no good or bad outsourcers. We have the service provider that looks like us. You have to spend time with your service providers. Choose our tools stack Saas tool. Scalable. Allowing an easy internal integration but also allowing to set up complex workflows and settings. API Available to connect them with all our tools
- Definition of an CS specialist successes (what the CS specialist should be proud of when leaving at the end of the day) Definition of what a "RED BIN" is Daily analysis of all red bin with our problem solving methodology Implementation of countermeasures to improve, step by step, the various subjects (process, response quality, etc.)
- It’s important to clearly map the different quality indicators and identify actionable indicators for each team, each individual employee. Indeed, reasonably, on a daily basis, an agent doesn’t have direct control over the NPS. Thus, evaluating it on this indicator immediately puts him in a situation of failure and powerlessness. The NPS is the result, the synthesis of a multitude of other indicators that need to be addressed to the right people. Collective criteria on CSat and NPS Then we go down one level: CSAT Lead-time Ratings on the different blinds The reopened rate The contact rate Integration of individual indicators The right balance between collective macro indicators (NPS) and individual indicators that can be activated directly by the team member. Daily success, where the agent to 100% hand, like : not have a bad rating not to have a reopened ticket forward the red bin to his manager