Introduction

Account Management is the most important aspect at SmartServ, it’s not just being the Support Executive it’s about being a customer’s advocate to organization and organizations advocate to customers and getting successful.


The Role of SAAS Account Management

In the world of SAAS, great Account Management is essential. This is an undeniable fact. With the SAAS model, customer retention is the name of the game and so providing top quality customer interaction where and when customers need it is critical to minimizing churn. And when you consider customer profitability typically increases year on year, you can see why keeping customers satisfied is so important to your SAAS business success. SAAS Account Management is critical to driving customer retention and lifetime value. When your customers need help with an element of your service or are just looking to get the most out of it, you need to be there to give the critical support they need. 

 

By providing a high quality SAAS Account Management function, you’re able to maximize the satisfaction your customers have with both your brand and your offering. This is critical to developing a long term relationship, which is often integral to keeping customers live for the long-term. 

Your SAAS Account Management teams should be focused on delivering value to your customers across multiple channels. Live chat, support helplines, social media, they’re all avenues customers use to reach out for help, and so you need the systems and resources necessary to meet and exceed that expectation. 

Failure to provide good quality Account Management is likely to damage your SAAS organization as it will encourage customers to cancel or look at alternative options – and the SAAS business model this churn can be extremely expensive. 

Remember, it costs more to get new customers than it does to keep your current ones! 

Ultimately, the role of SAAS Account Management is to be there when your customers need help and to offer them assistance in achieving their objectives.


Key Responsibility Areas

 

  1. Assist customers with all aspects of our software via phone, chat, email and screen-sharing sessions, with a primary focus on customer satisfaction.
  2. Become a product expert and help both customers and coworkers succeed via knowledge sharing and identifying creative solutions to unique workflow needs.
  3. Utilize Support tools such as the Freshdesk Console to efficiently handle customer cases and track personal performance.
  4. Troubleshoot and submit bugs to our developers and act as the primary driver from ticket creation till the resolution of the particular bug or the query.
  5. Champion customer needs internally by providing feedback and escalating cases, ensuring that they receive the attention they deserve.
  6. Ensuring that the customer renewal happens on time along with the satisfaction based on the Product and Account Managers performance.

 

Channels & Tools we use for Customer Interactions

  1. Call - Dialpad
  2. Email - Freshdesk
  3. Chat - Freshchat

 

How does the Account Managers day look like?

By the end of day all the customers' queries should be responded and no customer should be left hanging on any query.

  1. Check usage of 20% of customers. 

                In a week you will be able to cover 100% customers. Check data, module wise and user wise as well if                              possible in metabase.

  1. Call/email the above mentioned 20% customers.

Call the POC and check on any issues and pending resolutions.

  1. Look at support tickets/calls for all your live customers and find more details around resolution and prioritization.
  2. Update Memo (Freshdesk) for those 20% customers.

 

Key Performance Metrics

Account Management KPI metrics

  1. Tickets Associated

 - Number of tickets associated with you. Tickets associated to you can have below mentioned statuses          

 Resolved - Tickets Resolved successfully.

 Pending on Customer - You have replied to the customer and are waiting for a response.

 Assigned to the Engineering team - You have assigned the ticket to the engineering team. Such issues are L2 issues and ensure that the Account Manager is looped into the ticket. Ensure that the ticket is raised on JIRA immediately with all the required details by creating a RCA document.

Assigned to the Quickbooks team - While assigning issue to QuickBooks team following details need to be mentioned.

Company ID- 

Issue Description-

Customer name/ Invoice number if Any-

            Segregating issues based on Level:

L1- If the issue is regarding basic sync it can be categorized as an L1 issue. 

L2- If it’s something which is not supposed to be taken care in everyday sync then it can be called the L2 issue. L2 issues need to be resolved within 48 hours of raising a ticket.

For e.g.- a) Setting accounts to line items.

              b) Updating the first sync cycle.

Action items on CS individuals- Talk to QB team the next day and help them in all the details they need from Customers and getting timeline on exact resolution.

 

L3- An issue which is impacting data in long term and is compromising with customers' perspective towards how SmartServ works. It can be a Bug, a one time problem. 

 

 

  1. Ticket Backlog - refers to Account Management requests left unresolved over a particular time frame.
  2. Average resolution time - Shows the median amount of time it takes to completely resolve a customer’s issue. Average resolution time should be less than 24 hours.

There are certain exceptions such as:

  1. Major Bug
  2. Feature Requests 

            In such cases you need to ensure that the Account manager and Module owner from the Product team as well CS team are involved. You can raise these with them on Email thread and a slack channel.

  1. Average response time - displays the median amount of time it takes to respond to a customer.

Your average time should not be more than 45 minutes, we are aware that for some (1 or 2 cases) of the emails you might get responses once you leave the office but that’s why we have 45 minutes.

  1. Average first response time - tells you how long it takes for a customer to receive an initial reply to their support requests.

            Average first response time should always be less than 15 minutes. Till the time we have 24 hours support sorted we will only calculate the tickets which came during your office hours. This also affects the First call resolution % for an individual. 

            

  1. Customer satisfaction score - CSAT reveals whether a customer experience was good or bad.
  2. Average handle time - calculates how long it takes an agent to respond to a single inquiry.
  3. First contact resolution rate - identifies the percent of total tickets wherein you fully resolve an inquiry within a single response.
  4. Net Promoter Score (NPS) - measures how likely your customers are to recommend your product or service.
  5. Replies per resolution - Replies per resolution identifies how many times an agent and customer go back and forth before coming to a resolution.

 

 How to measure success for the day.

  1. Productivity:
    1. Number of new issues logged each day 
    2. Number of issues resolved - SLA’s 
    3. Effort spent on each issue
  2. Performance:
    1. Average Response per ticket(time to engage for new ticket)
    2. Resolution time
  3. Quality:
    1. First call resolution
    2. Number of escalations for same customer - same ticket
    3. CSAT
    4. NPS(8+)

 

Segregating the emails

Typically the email/calls we get can be distributed into the following types. It is very essential to update the same in Freshdesk as it helps us in analysing the direction in which the organisation is facing. As a SaaS enterprise it is important for us to be proactive and be ahead of customers.

  1. Bug
  2. Problem
  3. Query
  4. Communication
  5. Service Request
  6. Also include a proper module.

 

Net Promoter Score

What is it?

NPS has been acknowledged as the leading survey methodology for determining customer satisfaction for SaaS companies.

The most common mistake people make when building their own customer satisfaction surveys is asking way too many questions (anything more than two). Of course you would like to send out 40 pages of detailed questionnaires and have people tell you what your product should do, everybody is busy and not even your supporters have the time to fill out long surveys.

You need to make your survey as disarming as possible by asking JUST ONE KEY QUESTION: How likely is it that you would recommend my brand/product/service to a friend or colleague? (Answers are based on a 0-10 scale)

Responding to this question takes just a moment of people’s time and is no burden at all. That’s why NPS has a reputation of being one of the highest converting survey formats. It’s so quick and easy to respond to that it gives you the best chance of getting the most responses back.

The second question you ask customers is: What’s the most important reason for giving us that score? (in a free form text box)

The caveat though, is that you do not ask that question upfront. When sending NPS surveys, you need to make it look like you are asking only one question—the “likelihood to recommend” question. Only those who answer the first question, providing their 0-10 scores, should see the second question.

This way—even if your recipients do not answer your second, free- form, question—you still capture their scores and have the ability to follow up with them.

How does it work?

To calculate your NPS, you calculate the percentage of people who gave you a 9 or a 10 (your loyal enthusiasts) and subtract from it the percentage of people who gave you a 0 to 6 (your detractors). If you’re wondering about a score of 7 or 8, neither counts for or against you because they are too tepid.

For example, let’s say you received the following scores as responses: 10, 9, 8, 7, 6, 5, 4, 3, 2, 1. Only two out of 10 were enthusiasts (20%), and six out of 10 were detractors (60%). That makes your NPS -40%.

What do you do with the score/responses?

Although interesting, your NPS itself isn’t all that critical. You should keep track of it and make sure it keeps getting better over time, but the most important part of the process is responding strategically to the responses you do receive. Read through every response and create trends from the responses for analysis.

Respond to negative user feedback, thanking people for their honesty, and see if you can engage with them in a conversation about how to improve the product. By doing this, not only are you engaging with this unhappy customer in a positive and complimentary way, but you are also gathering valuable intelligence that they might never have shared with you had you asked them about it up front.

This is how customer loyalty is created—one relationship at a time, with care and thought.

The real magic of NPS happens when someone responds as a promoter (with a score of 9-10). If they are telling you that they are extremely likely to promote your product or service, they have willingly opened the door.

Respond to these users by thanking them for their great feedback, and ask if they would review your product/service, or provide a referral. A lot of people may be happy to do this, but they either forget to, or are simply never asked. They just need that extra reminder.

Another great outcome of sending a personalized email response after someone takes your survey, is that it lets them know that their response was read and was important. This will reinforce their loyalty and keep them active and engaged for other emails or surveys you might send them.

How often do you send NPS surveys?

Net Promoter Scores are most useful when tracked over time. By using NPS software, you can automatically send surveys on a consistent schedule based on when each customer first began using your software, so that your entire customer base isn’t emailed at the same time. It is best not to send an NPS survey more than four times a year to the same person.

Once people respond, make sure you keep track of your interactions with them during the follow-up period. You don’t want to continually ask the same people for referrals/reviews, so keep detailed logs if you plan on surveying quarterly.

Customer Experience Optimization

The customer experience is critical for driving upsells, expansions, renewals, referrals, and brand growth. Customers need to have a positive experience—not only with your product, but with everyone they interact with at your company as well. An amazing customer experience can be the difference between a churn and a renewal.

Human interaction may be measured by:

• sending brief surveys (NPS or otherwise) after specific interactions • asking for candid feedback in a confidential setting: as an example,

a manager or executive could have an “off-the-books” chat with the customer to get honest feedback about their CSM

• looking at engagement rates to see if customers show up to calls, respond quickly to emails, seem pleased with their interactions with you

Product interaction may be measured by:

• sending brief surveys (NPS or otherwise) on a regular cadence • asking for candid feedback on phone calls and check-ins—for

example, the CSM could ask how the customer’s experience with the product is going

• user analytics: these can tell you how the customer is using the system, whether they are reporting bugs (and how often), and how long it takes them to perform any given action on your system

The Magic of Relationship-Building

There are two critical components to customer retention and growth: quality of relationship (between you and your customers), and value derived (from your product or service).

It doesn’t matter how efficient, organized, or experienced you are—if you don’t have strong relationships with your customers, you are putting your business at risk.

The flow chart below indicates why strong relationships are so crucial to growing your business, and the potential outcomes of poor relationships when combined with a lack of derived value:

Account Management Team Structure.

Memo Format

Memo Needs to be created for each account. Sample for 

Memo Format

Handover from Onboarding Team

  1. Once the customer goes live the Onboarding team will take care of the customer for 60 days and post that they will transfer the account to the Account Management team.
  2. While transferring, the account the onboarding team will share the below mentioned details.
    1. Memo (Memo Format)
    2. Payment plan details
    3. Highlighting of pending feature requests.
    4. Organisation Structure
      • 1)    Influencer
      • 2)    Decision Maker
      • 3)    Daily user
    5. QuickBooks Sync details
      • 1)    Invoice sync Cycle
      • 2)    Timecards Sync Cycle

 

Stickiness Metrics

            For each account below mentioned things should be calculated.

Sr. No

Module

Weightage %

1

QuickBooks

10

2

Payment Integration

5

3

Service Agreement

20

4

Tickets

25

5

FlatRates

20

6

Invoice-Creation

10

7

Invoice-Payment collection

10

 

 

Tickets - 25 %

Is creating tickets on the platform on a regular basis. They create tickets for 100% of their workforce on the field. For ticket creation, they are not using any other platform, including MS excel and SmartServ contains all the data related to creating tickets. They are related to -

 

                 A) Adequate information in Service and Billing address

                 B) Tax Code defined

                 C) Creating Customers in SmartServ, to create tickets, rather than importing on a regular basis from a third party (QBO)

             

Flat Rate - 20 %

The customer is using Flat Rate Items on the platform. If the customer is using custom line items on a regular basis, and the pattern is similar, the AM as per best practices gets those Flat Rate Items in the System, which are commonly used. There have been cases seen that Flat Rate Items are 17, but the total number of Custom Line Items is 1000. That needs to be taken care of

 

Service Agreement - 20%

Service Agreements are a major part of a customer and is a gold mine of data. Service Agreement/Maintenance contracts revolve around membership plans, benefits and equipment as well. Customers using Service Agreement on the field and from the web, it makes them stick more to the platform and we need to use Service Agreements for data mining and help them increase sales.

To help them with Service Agreement, we can initially have a Form for them, where they enter the inputs directly for Service Agreements, and later on we can help them adopt to use the Service Agreement on the forms.

 

Invoice Creation - 10

Invoice creation ensures that they use our product everyday as they come back to see how much amount is yet to be collected and revenue projection. Customers always try to stick to one platform for invoice creation as it reduces their hassle in checking data on multiple platforms. Also, syncing of invoices from our platform to QuickBooks helps them find them find income and expense. Use of the invoice module should be done from both the versions. Field and office, this ensures that the users are sticking to the product.

 

Invoice Payment - 10

Collection of payments is the ultimate goal of any business. Revenue realised is the only real value to any business. Just like invoice the collection of the payment needs to have a good ratio of office users and field users. For Property Management companies the payment is usually collected by the office as it’s wire transfer or cheque and they add the payment history manually. Also, the payment history helps them file the tax

 

We need to ensure that the payment collection process is smoother with the help of our partners.

 

Product Adoption Metrics

Link to the document - https://docs.google.com/spreadsheets/d/1QnKJrWBSFaElR6FvHo3H475aGFSSFTSI9Ok8sbHxuY0/edit?usp=sharing

Monthly Activities for AM

  1. Call with the Decision Maker of each account for a health check. Questions like
    1. Are there any major blockers they are facing while using SmartServ.
    2. Is there any SmartServ who they think is not able to capitalize on the product.
  2. Call with any Technician of the account to get the technicians perspective from that account. 
  3. Update company notes in Freshdesk on health.

 

Quarterly Activities for AM

                  a) QBR

                        Quarterly Business Review needs to be done with Owners and decision makers.

                  b) Review on G2crowd or Capterra

                        We should try to get the review on either of the platforms.

                  c) Getting Referral

                        Getting referrals from the existing accounts.

                 d) CSAT

                        Verbal CSAT or Testimonial (Video)

What are the good habits of an Account Manager?

                  a) Building a strong relationship with the multiple stakeholders of the account.

                        i) Being approachable and welcoming.

                        ii) Well connected with the business workflow of the client.

                        iii) Familiarity with decision-makers as well as on-field technicians.

                  b) Proper email communication after every conversation 

     c) Never miss a scheduled call

                 d) Always use critical thinking and ask why the customer is asking for a particular  

                    feature and get the use cases.

What are the wrong habits of an Account Manager?

    1. Setting Unrealistic Objectives.
    2. Putting the product down. 
    3. Forgetting to follow up. 
    4. Not following the processes.

   20. Standup Structure

            Everyday we will start our day with a stand up where we will follow the below mentioned structure.

Daily

Data points: (5 Minutes)

  1. Previous day freshdesk ticket analytics.
    1. Tickets resolved.
    2. FCR Achieved
    3. First Response SLA %
    4. Tickets Pending.

Further division into pending on Engineering, QB and Product.

  1. Number of Calls Received.
  2. Type of ticket - Feature request, and the other types
  3. Blockers faced on resolving the tickets
  4. Priority of the issues
  5. Average age of the tickets resolved by the on-call team

Discussion: (15 minutes)

  1. Escalations
  2. Major challenges faced by the team yesterday (Distinct call experiences with customers)
  3. Any releases (issues resolved by on-call team, new features)
  4. Pending work due to other dependencies

Weekly (Monday)

Data points: (10 Minutes)

1. Last Weeks analysis based on following data points.

  1. Tickets resolved.
  2. FCR Achieved
  3. First Response SLA %
  4. Tickets Pending.

Further division into pending on Engineering, QB and Product.

  1. Number of Calls Received.

2. Type of ticket - Feature request, and the other types

3. Blockers faced on resolving the tickets

4. Priority of the issues

5. Average age of the tickets resolved by the on-call team

Discussion: (4 min/individual)

  1. Last week's retrospection. 
    1. What did you achieve? 
    2. What did you miss? 
    3. What do you want to continue (habits)
    4. How other team members can help.
  2. This week's top 3 Goals.
  3. Any learning from last week.

Monthly (1st Day )

Data points: Last months Pareto Analysis (20 Minutes)

 

21. SOP’s

Server Down

  1. Create a zoom link and share the message mentioning urgency on
    1. CS WhatsApp group.
    2. Engineering WhatsApp group.
  2. Ensure that all the CS Dialpad numbers are logged in and at least one person is there on each line.
  3. Create a google sheet where everyone starts making entry of each call/email that we receive.
  4. Meanwhile 2 people should start calling engineering team members like. Abhishek, Chaitanya, Karthikeyan, Raghav.
  5. Ask developers to look into a request which might be running in a recursive loop.
  6. Disable all the users of that company if possible and update them.
  7. Wait for 10 minutes and if all the servers are up and running call all the customers and let them know.
  8. Engineering and CS teams both will write their RCA.
  9. CS Team will do impact analysis and look at customers at high risk.

 

Release Day

Web

  1. Ensure that the release notes are sent 48Hrs prior to the release.
  2. Releases should be done prior to 5:30AM EST (it’s hard deadline, no exceptions)
  3. On Release day at least 2 CS team members should check if the feature is working fine and interdependencies with other modules.
  4. Report issues to the Product team immediately if any.
  5.  Call/email customers who requested those features.
  6. Take test cases from the QA team and run those on your end.

iOS

  1. Ensure that the release notes are sent 48Hrs prior to the release.
  2. Releases should be done prior to 5:30AM EST (it’s hard deadline, no exceptions)
  3. Please share IPA with MMCS at least 24 hours before. And update Tronda about release via call and email at least 48hours before.
  4. Text message Bruce about release 24hours prior and should also contain the changes.
  5. Send a link to all techs of Day and Nite by text message on release day by 7:00AM PST and to James Crowe from MMCS and ask him to share with Techs who use personal iPhones.
  6. Please go through the app once and check if all the data is getting populated on the backend.

 

Quarterly Sales Tax Update

https://smartserv.atlassian.net/wiki/spaces/CS/pages/edit-v2/577961987?

22. Call Etiquette

https://docs.google.com/presentation/d/18NA5pWMNkIVJO6oejc-6Z5c-0JOjUZpOtFIJ0Ar3Pas/edit?usp=sharing

 

23. Email Etiquette

https://docs.google.com/presentation/d/1CojALkzcs9dRDUGQ_Y6t2KcyY01t8EUwdpfg5-jjw5U/edit?usp=sharing