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New to the community, and getting ready to deploy Gainsight over the next few months, but prior to moving in the GS direction we put a fair amount of effort into Scores. Currently we have two predominant Score Constructs:

  • Customer Health Score: This is the score that tells us what we need to do to help a customer improve their overall health. We can aggregate by customer or relationship, as well as other collections, using the following measure groups:
    • Product Effectiveness, Customer Ease/Effort, Customer Satisfaction role up to a quality score,
    • Customer Renewal, Enrichment/Upsell, and Advocacy (incl NPS) role up to a Relationship Score.
    • The Quality and Relationship Measure “groups” role up into the overall Customer Health Score.
  • Experience Health Score: This is our view on the health of our individual experiences that we put our customer through while on their Journey. We can aggregate by experiences, as well as look at experiences in sequence, to help us understand the customer (or relationship) experience trends.
    • We look at metrics like Communications, Responsiveness, Timeliness, Scope Partnership, Intuitiveness, as might apply to either product and/or service experience,
    • We aggregate the results by product/service or overall product/service scores

These constructs “complement” each other and do share measures to varying degrees, using product and service experience feedback in order to create broader improvements to our experiences that all customers realize (process/product), while leaning on customer health scores to identify more “unique” actions that we need to take (relational/non-process or product). Working with both approaches we are hoping to address 80% (or more) thru experience score, while the remaining 20% (or less) might come out of customer health score.

Am I making a “mountain out of a molehill,” or does anyone have a better way to accomplish similar, through Gainsight? 

Awesome discussion… let’s see @ana_g, @rachelhibbardtmo, @heather_hansen, @saltamash, @matthew_lind, @bmayden might have something to share.

@ericbmuller 

I’ve included our components below.  The challenge we are still working through is how to engineer the different components so that 1. a CSM/TAM understands how each component is calculated so that they know how to tackle score improvement and 2. It’s predictive and not lagging.  

We are currently looking at revamping the Product Engagement pieces to include data from PX.  

I would also suggest having some discussions around what processes the score is going to drive.  Are you going to tie score changes to CTAs? Kick of JO programs based on scores, etc?  That will also drive what makes an impact component-wise.

Last thing I would suggest is setting aside time maybe at the end of each quarter to do some analysis on how the score is doing at predicting what you want it to predict.  Are there any new inputs that would make sense to add?  Any that should be removed?  Any updates to the weightings, etc.

Account Team Sentiment (Both manual measures)

  • CSM Sentiment
  • TAM Sentiment

Engagement

  • Team Activity (# of touches happening with customer tiered by customer level)
  • NPS
  • Expansion Activity

Product Adoption

  • Critical ticket %
  • CSAT
  • CES

Product Engagement

  • Since we have multiple products, there are a specific metrics for each that are used to calculate the scores individually, and then, roll up to the one measure group.  

 

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