Time to value: The time between when a customer signs up to when they first see value from their purchase.Days to launch: The number of days between a customer signing up and completing their onboarding.Ideally, that technology we mentioned in step 4 can help you understand the KPIs which determine the success of your clients and your team. With regarding to full-suite onboarding platforms, look for solutions that are well rounded in the following areas: Customer support/success ticketing solutions.Knowledge base and knowledge management.Here are a few common onboarding technologies to consider: Now that you have a process that is repeatable, scalable and archives the desired outcomes, leverage technology to enable your team to carry out, monitor, measure, and improve. One of the most common culprits we see is a lack of personalization, which puts customers through steps and processes that are irrelevant to their particular onboarding map. Onboard Organization, for example, brings all of the information from steps 1 and 2 into variable “maps,” each replete with detailed task lists, assignees (individual or groups), and so on.Īnother thing to look out for as you create repeatable onboarding processes are the “usual suspects”-the inefficiencies embedded into your processes. Create a Repeatable and Scalable Processīuild a process that can be used and reused to successfully (and quickly) complete the required steps in given onboarding journey. This is why it’s so important to organize, automate, and manage these steps. Depending on the complexity of your product, or the needs of your customers, your KROW map might be quite extensive. We find that the KROW method leaves less room for leaving crucial steps out. K-R-O-W (Work Backwards)ĪKA “map it out.” Once you have defined our optimal outcome for a given onboarding journey, work backward to identify the steps required to get there. A new multi-region enterprise customer might have the end goal of completing knowledge base training for each region.Įither way, it’s important to get this outcome “on paper”-your new north star. You might also build optimal onboarding outcomes based on the customer persona, or tailored to a particular type of customer or user segment. This might be as simple as “actively using the product,” or a “satisfied or above” score on a post-onboarding CSAT survey. Start by determining where your customers want to end up and where you want your customers to end up. To that end, here’s the six-part formula we use to sensibly trim down onboarding time without sacrificing CX. On the other hand, the right balance of speed and quality can positively impact customer retention, revenue growth, and your overall onboarding experience. How to Speed Up Onboarding (w/o Sacrificing CX) For those that do, the road ahead will likely be fraught with support tickets, frantic late-night emails to the CSM, and probably churn. Not only have customers come to expect a fast onboarding experience, but they won’t stick around too long if their onboarding experience goes south. Heck, we’re starting to sweat just thinking about some of the sloIn the world of B2B-and SaaS, especially-quick and frictionless onboarding is a big deal. Question: what’s the fastest way to make a customer success professional sweat? Answer: put one of their accounts through onboarding hell.
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