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Bernard Bierens Tover
Bernard Bierens Tover
Contributor ⭐️
May 2, 2023
Solved

Ownership customer surveys (incl. NPS)?

  • May 2, 2023
  • 4 replies
  • 173 views

Hi all,

Obviously for executing a successful customer success strategy multiple teams (product, marketing, etc.) must be aligned and helping customers by following up on their feedback. 

But who is actually accountable for setting up, sending out customer surveys (that represent questions of multiple teams)?

    Best answer by tyler_mcnally

    Hi @Bernard Bierens Tover 

    below is my POV. It reflects how we’ve aligned at Gainsight and what I would recommend to a customer.

     

    *Customer* Surveys should be the responsibility of the customer success org.  Why? Because the survey is a measure of experience AND it impacts the experience. (Heisenberg uncertainty principle, anyone? ok ill see myself out...)

    (1) It measures the user’s experience to quickly create a next action 

    • With a single question (NPS) that is fast, and easy to respond to and for your CS org to act on - Promoters route to advocacy, detractors identify potential risks to mitigate

    (2) The survey itself impacts the user’s experience

    • If you send a survey before/during/after a key moment (escalation, renewal, etc.), you can create more confusion/frustration for the customer.  For example, “Why are you sending me a survey 7 days after a signed the renewal and spent 60 mins giving you my feedback?”

    The CS org has the customer understanding/context to ensure the survey process doesnt mistakenly make the customer experience worse!  The CS org can

    • Determine the right times for surveys within the lifecycle
    • Embed the signal as part of CS processes: Health score, risk CTA, etc.
    • Work cross functionally on RACI for closing loop - e.g. should promoters go to marketing?
    • Balancing needs of business with customer experience - every question you add drops response rates meaningfully, every answer provided by a customer should have a way to close the loop - so if there is negative sales or onboarding feedback, will the right team follow up with customer?
    • Quickly summarizing the key insights by topic and internal business owner (e.g. product feedback to product)

     

    A few related resources:

     

     

    4 replies

    achandak
    achandak
    Helper ⭐️
    May 2, 2023

    @Bernard Bierens Tover 

    In my opinion, an Admin or Program Manager should be the one who should collaborate across the teams to gather/receive requirements, set up the surveys, monitor the results and share them back with insights, feedback, recognition, etc.

    In case you don’t have a dedicated technical resource then your Gainsight CSM can help with the technical resources available at Gainsight.

      Bernard Bierens Tover
      Bernard Bierens ToverAuthor
      Contributor ⭐️
      May 2, 2023

      Thank you for your reply @achandak. But where does that admin or program manager sit? In te CS team? Research team? Marketing team? So it's more a high over question; should my CS team be in the lead?

      For your understanding; We have a channel partner only strategy so unfortunately no direct customer relationship and therefore no real usecase for gainsight software. We are setting up the surveys so we are kept in the loop and get insights for improving product and services.

      ​

      Bernard Bierens | Tover.care
      tyler_mcnally
      tyler_mcnallyAnswer
      Helper ⭐️
      May 3, 2023

      Hi @Bernard Bierens Tover 

      below is my POV. It reflects how we’ve aligned at Gainsight and what I would recommend to a customer.

       

      *Customer* Surveys should be the responsibility of the customer success org.  Why? Because the survey is a measure of experience AND it impacts the experience. (Heisenberg uncertainty principle, anyone? ok ill see myself out...)

      (1) It measures the user’s experience to quickly create a next action 

      • With a single question (NPS) that is fast, and easy to respond to and for your CS org to act on - Promoters route to advocacy, detractors identify potential risks to mitigate

      (2) The survey itself impacts the user’s experience

      • If you send a survey before/during/after a key moment (escalation, renewal, etc.), you can create more confusion/frustration for the customer.  For example, “Why are you sending me a survey 7 days after a signed the renewal and spent 60 mins giving you my feedback?”

      The CS org has the customer understanding/context to ensure the survey process doesnt mistakenly make the customer experience worse!  The CS org can

      • Determine the right times for surveys within the lifecycle
      • Embed the signal as part of CS processes: Health score, risk CTA, etc.
      • Work cross functionally on RACI for closing loop - e.g. should promoters go to marketing?
      • Balancing needs of business with customer experience - every question you add drops response rates meaningfully, every answer provided by a customer should have a way to close the loop - so if there is negative sales or onboarding feedback, will the right team follow up with customer?
      • Quickly summarizing the key insights by topic and internal business owner (e.g. product feedback to product)

       

      A few related resources:

       

       

        alizee
        alizee
        VIP ⭐️⭐️⭐️⭐️⭐️
        May 5, 2023

        In my opinion, that would be driver by the Voice of Customer / Customer Experience team, since ultimately, the data is all about the customer’s experience and feedback, with input from other teams AND supported by the Gainsight product owner for actual technical execution.

        The most expensive part of building is the mistakes. That's true in construction. Not so much in CSOps. So ask questions, make mistakes and learn. All views expressed here are my own.
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