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www.tsia.com
Building Customer Centric
Organizations
Thomas E. Lah
Executive Director
TSIA
www.tsia.com
Why now?
Customer Centric Organizations
2
What will they do?
How will they be funded?
What will they look like?
www.tsia.com
Our Unbiased Independent
Research Model
3
155
Operational
Best Practices
Audits
1 Million
Benchmark
Data Points
548,000
Survey
Data Points
1,310
Benchmark
Analyses
9,600
Analyst
Inquiries
www.tsia.com
Customer Centric Organizations:
Why Now?
www.tsia.com 5
Hasn’t This Always Been True?
www.tsia.com
Old Consumption Economics
6Source: Consumption Economics, Wood, Hewlin, Lah
www.tsia.com 7
High Switching Costs
www.tsia.com
New Consumption Economics
8Source: Consumption Economics, Wood, Hewlin, Lah
www.tsia.com
XaaS Revenue Waterfall Is Not Simple to Master
9
115%
$115m
100%
$100m
End of Year
Revenue:
Total $’s
End of Year
Starting ARR:
Total $’s Available
to Renew at
Beginning of Year
90%
$90m
Retention
Dollars
Upsell
Dollars
Cross
Sell
Dollars
Customer
Churn
Dollars
Downsell
Dollars
Retention Rate = 90% Expansion Rate = 25%
Churn = 7% $3m
Downsell = 3%
$7m
Upsell = 10%
$10m
Xsell = 15%
$15m
YoY Growth Rate = 15%
Source: TSIA SRG Cloud Benchmark Study 10
www.tsia.com
Customer Centric Organizations:
What will they do?
www.tsia.com 11
Growing ARR Is a DATA DRIVEN
Process,
Not a Heroic Act.
TSIA Believes…
www.tsia.com
Supplier
Success
Adoption Perspectives
12
Customer
Outcomes
LOW > HIGH > EFFECTIVE>
www.tsia.com
TSIA LAER:
AN INTERNAL OPERATING FRAMEWORK
13
Effec%veness	
Efficiency	
Data	Quality	
S%ckiness	
Quan%ty	
Who	
Land New
Customer
LAND ADOPT
Descriptive
Analytics
Predictive
Analytics
Outcome
Analytics
Consumption
Analytics
Platform
Cost-Effective
Selling
Channels
Data-driven
and CGT-driven
Lead Gen
X-Sell
Sellers
Renewal
Sellers
Upsell
Sellers
Large Upsell
Sellers
EXPAND RENEW
Outcome
Engineering
Customer
Success Team
Customer
Service Teams
Customer
Growth
Teams
www.tsia.com
Use data analytics to predict
churn
25%
Source: TSIA Customer Success Baseline Survey
Use data analytics to predict
expansion opportunities
13%
www.tsia.com 15
Roadmap: LAER Capabilities Heatmap
Lifecycle Construct: LAER
Roadmap: PIMO Lifecycle Service Offers
Internal and External Growth Constructs
Supplier
Perspective
Customer
Perspective
Land Adopt RenewExpand Plan Implement OptimizeMonitor
Lifecycle Construct: PIMO Outcomes
Goal: Maximum ARR Goal: Business Outcomes
www.tsia.com
PIMO:
A CUSTOMER CONSUMABLE ENGAGEMENT MODEL
16
CUSTOMER
SUPPLIER
PLAN IMPLEMENT MONITOR OPTIMIZE
BUSINESS
BUYER
IT TEAM END
USERS
BUSINESS
MANAGERS
IT OPS BUSINESS
BUYER
SALES
TEAM
SOLUTION
ENGINEERS
DEAL CLOSE
PS EDUCATION CONSUMPTION
ANALYTICS
SUPPORT CUSTOMER
SUCCESS
EXPAND
SALES
www.tsia.com
Customer Success at Scale
1.0
Organizational
Strategy and
Financial
Performance
1.1 Strategy and
Goals
1.2 Business
Performance
Management
2.0
Opportunity
Management
2.1 Account
Segmentation
2.2 Opportunity
Management:
Renew
2.3 Opportunity
Management:
Expand
3.0
Customer
Success Delivery
3.1 Success Plans
3.2 Customer
Onboarding
3.3 Adoption
Monitoring
3.4 Benchmarking
3.5 Renew
3.6 Opportunity
Identification and
Expansion
4.0
Success
Operations
4.1 Talent
Management
4.2 Customer and
Offer analytics
4.3 Infrastructure
5.0
Success
Engineering
5.1 Success
Engineering
Function
5.5 Value
Engineering
5.6 Product
Integration
6.0
Success
Marketing
6.1 Success
Marketing Function
6.2 Strategic
Pricing
6.3 Services
Rollout
6.4 Customer
Experience
17
www.tsia.com
Foundational Reactive Support
SLAs, Hours of Coverage, Case
Routing, Support for Old Releases,
Client-side Diagnostics, Kbase
10 Layers of Value
Proactive Support
Alerts, Remote Monitoring, Health
Check, Technical Account
Management/Designated Resources
LEVEL 2
Product Services
Bundling Training
into Support
eLearning, Instructor-led Online,
Curriculums, Templates, Certifications
1
2
3
20
Adoption ServicesOperational Services
LEVEL 3
4
5
7
6
Risk Management / Compliance
Compliance Audit, Security Assessment,
Technical Readiness Assessment
Performance Optimization
Performance Optimization/Tuning,
Operational Status Dashboard
IT Staff Augmentation Services
Admin Services, Upgrade Asst, Event
Mgmt, Business Continuity PIng,
Operational Change Mgmt
Support for Adjacent Technologies
Network Troubleshooting, Multi-vendor
Support, Customization Support, Data
Integration Mgmt
Adoption Planning
Vision & Strategy Alignment,
Governance, Onboarding
Consumption Optimization
Success Management, Prescriptive
Best Practices, Gap Closure
Consumption Monitoring
Adoption Monitoring, Scoring
& Benchmarking
8
9
10
www.tsia.com
New Offer Landscape
As Is
(Red Ocean)
Could Be
(Blue Ocean)
Availability Adoption and Outcomes
More Features Impact Features
Customer Type: Enterprise/SMB
Direct/Indirect
Adoption Class
Package an “Offering” Package “Business Impact”
Product + Services A Service
19
www.tsia.com
Customer Centric Organizations:
How will they be funded?
www.tsia.com
Comparing Dashboards
21
TSIA
TS50
TSIA
Cloud 40
18
%
Revenue Growth
-5%
Operating Income
91
%
Subscription %
69
%
Services Margin
4%
Revenue Growth
66
%
Services %
13
%
Operating Income
52
%
Services Margin
www.tsia.com
Cloud 40 Business Model: Q4 2015-Q4 2016
22
67.9%
38.0%
17.2% 18.8%
-7.6%
69.1%
35.4%
14.6%
19.1%
-4.8%
-20.0%
-10.0%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
Gross Margin S&M G&A R&D OI
Q4 2015 Q4 2016
www.tsia.com
Customer Success
initially funded from
Support as Cost of
Goods Sold (COGS) or
out of Sales as Sales &
Marketing Costs (S&M)
Initial Customer Success Funding Model
23
Support Sales
www.tsia.com
SG&A 54%
R&D 19%
OI -9%
%	of	Revenue Gross	Margin Margin	$
XaaS	1.0 Product 90% X 68% = 61%
Service 10% X 25% = 3%
GM 64%
UNprofitable XaaS 1.0
26
www.tsia.com
Major motions of Adopt, Renew
and Expand are Sales and
Marketing costs (S&M)
Key metrics include Customer
Retention Costs (CRC) and
Customer Expansion Costs
(CEC)
Mature Customer Success Funding Model
25
Adopt Renew
Support Monetize
www.tsia.com
Monetize Customer Success49%
Source: TSIA Customer Success Baseline Survey
www.tsia.com
SG&A 30%
R&D 19%
OI 15%
%	of	Revenue Gross	Margin Margin	$
XaaS	2.0 Product 60% X 70% = 42%
Service 40% X 55% = 22%
GM 64%
Profitable XaaS 2.0
29
www.tsia.com
Economic Engines of Technology Providers
28
Annuity
Services
Project
Services
Technology
Subscription
Product
Revenue Stream
Paid to deliver a project
Paid for a service capability that is renewed on annual or multi-year basis
Paid for access to technology (XaaS)
Paid for a technology asset
Each of these revenue streams has unique margin and profit profiles
www.tsia.com
LowAverageHigh
Financial Keys: Mix Matters
29
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0%
SOFTWARE
PRODUCT
GROSS MARGIN
SUBSCRIPTION
GROSS MARGIN
ANNUITY
SERVICES
GROSS MARGIN
PROJECT
SERVICES
GROSS MARGIN
www.tsia.com
Where is Revenue Coming From?
90
10
70
20
10
Future Value
Aggregators
Current Profit
Maximizers
30
60
3010
Mid-Term
Wedge
-10%
Operating Income
15%
Operating Income
0%
Operating Income
Annuity
Services
Project
Services
Subscription
www.tsia.com
Customer Centric Organizations:
What will they look like?
www.tsia.com
Service Organizations Most Likely to be in Place
32
www.tsia.com
Tech Org Structure: Emerging Challenges
•  Ineffective sales investments
•  Portfolio proliferation
–  Basic Support, Premium Support, Education, Professional Services,
Technical Account Management, Managed Services, Customer Success,
XaaS subscriptions.
•  Customer confusion
–  The service offers from product and service lines are beginning to overlap
•  Cost of sales
–  Current models not optimized to cost effectively land XaaS customers
•  The adoption gap
–  Current org structure does not effectively drive adoption and expansion of
XaaS offers
35
www.tsia.com 35
These trends are stressing the P&L and
organizational structure of existing models.
www.tsia.com
How to accelerate profitable
growth in today’s technology
marketplace?
35
Question
www.tsia.com
Deploy “as a service” offers.
36
Answer
www.tsia.com
Built around helping customers
achieve specific business
outcomes.
37
Answer
www.tsia.com
Supported by a go to market
model that cost effectively drives
customer adoption, account
expansion, and contract renewal.
38
Answer
www.tsia.com
What Changes?
•  Blurring of Sales and Service roles
•  Breakdown of traditional P&L structures
•  New focus on adoption, cost effective expansion
•  Leveraging technology not labor to:
–  Educate the customer
–  Unfold offers
–  Monitor adoption
39
www.tsia.com
End Game Coverage
40
UNLIKELY TO EXPAND LIKELY TO EXPAND
LAND SALES
ACCOUNT
MANAGER
LAND ADOPT EXPANDRENEW
Marketing
www.tsia.com
End Game Coverage
41
UNLIKELY TO EXPAND LIKELY TO EXPAND
LAND SALES
ACCOUNT
MANAGER
CUSTOMER
SUCCESS
MANAGER
LAND ADOPT EXPANDRENEW
Marketing
www.tsia.com
End Game Coverage
42
UNLIKELY TO EXPAND LIKELY TO EXPAND
LAND SALES
ACCOUNT
MANAGER
CUSTOMER
SUCCESS
MANAGER
LAND ADOPT EXPANDRENEW
Marketing
www.tsia.com
End Game Coverage
43
UNLIKELY TO EXPAND LIKELY TO EXPAND
LAND SALES
ACCOUNT
MANAGER
CUSTOMER
SUCCESS
MANAGER
LAND ADOPT EXPANDRENEW
RENEWAL
SPECIALIST
Marketing
www.tsia.com
End Game Coverage
44
UNLIKELY TO EXPAND LIKELY TO EXPAND
LAND SALES
ACCOUNT
MANAGER
CUSTOMER
SUCCESS
MANAGER
LAND ADOPT EXPANDRENEW
RENEWAL
SPECIALIST
SMALL
EXPAND
SPECIALIST
Marketing
www.tsia.com
End Game Coverage
45
UNLIKELY TO EXPAND LIKELY TO EXPAND
LAND SALES
ACCOUNT
MANAGER
CUSTOMER
SUCCESS
MANAGER
LAND ADOPT EXPANDRENEW
RENEWAL
SPECIALIST
SMALL
EXPAND
SPECIALIST
LARGE EXPAND
SALES ACCOUNT
MANAGER
Marketing
www.tsia.com
Target Organization Structure
Well Funded Demand Generation Engine
CEO	
LEAD	GEN	
MARKETING	
47
www.tsia.com
Target Organization Structure
A Sales Organization Focused on LAND
CEO	
MARKETING	 LAND	SALES	
VERTICAL	2	VERTICAL	1	
SALES	
RESOURCES	
SALES	
RESOURCES	
LEAD	GEN	
48
www.tsia.com
Target Organization Structure
A Customer Growth Engine
CEO	
LEAD	GEN	
MARKETING	
CUSTOMER		
GROWTH	
LAND	SALES	
VERTICAL	2	VERTICAL	1	
SALES	
RESOURCES	
SALES	
RESOURCES	
49
www.tsia.com
Target Organization Structure
With Account Coverage that Drives Adoption
CUSTOMER	
SUCCESS	
CEO	
LEAD	GEN	
MARKETING	
CUSTOMER		
GROWTH	
MEDIUM	
RENEWAL	
SPECIALISTS	
LAND	SALES	
VERTICAL	2	VERTICAL	1	
SALES	
RESOURCES	
SALES	
RESOURCES	
LARGE	
SUCCESS	
MANAGERS	
SMALL	
SMALL	EXPAND	
SPECIALISTS	
INDIRECT	
50
www.tsia.com
CUSTOMER	
SUCCESS	
CEO	
LEAD	GEN	
CONSULTING		
SERVICES	
EDUCATION	
SERVICES	
OFFER	
DELIVERY	
MARKETING	
CUSTOMER		
GROWTH	
MEDIUM	
RENEWAL	
SPECIALISTS	
LAND	SALES	
VERTICAL	2	VERTICAL	1	
SALES	
RESOURCES	
SALES	
RESOURCES	
LARGE	
SUCCESS	
MANAGERS	
SMALL	
SMALL	EXPAND	
SPECIALISTS	
INDIRECT	
SUPPORT	
SERVICES	
Target Organization Structure
With a Converged Resource Pool to Deliver Offers
51
www.tsia.com
Target Organization Structure
Sophisticated Customer Analytics
SUCCESS	
SCIENCE	
CUSTOMER	
SUCCESS	
CEO	
LEAD	GEN	
CUSTOMER	
ANALYTICS	
CONSULTING	
SERVICES	
EDUCATION	
SERVICES	
OFFER	
DELIVERY	
MARKETING	
CUSTOMER		
GROWTH	
MEDIUM	
RENEWAL	
SPECIALISTS	
LAND	SALES	
VERTICAL	2	VERTICAL	1	
SALES	
RESOURCES	
SALES	
RESOURCES	
LARGE	
SUCCESS	
MANAGERS	
SMALL	
SMALL	EXPAND	
SPECIALISTS	
INDIRECT	
SUPPORT	
SERVICES	
52
www.tsia.com
Target Organization Structure
Customer Enablement Platform
SUCCESS	
SCIENCE	
CUSTOMER	
SUCCESS	
CEO	
LEAD	GEN	
CUSTOMER	
ANALYTICS	
CONSULTING	
SERVICES	
EDUCATION	
SERVICES	
OFFER	
DELIVERY	
MARKETING	
CUSTOMER		
GROWTH	
INFRASTRUCTURE	
MEDIUM	
RENEWAL	
SPECIALISTS	
LAND	SALES	
VERTICAL	2	VERTICAL	1	
SALES	
RESOURCES	
SALES	
RESOURCES	
LARGE	
SUCCESS	
MANAGERS	
SMALL	
SMALL	EXPAND	
SPECIALISTS	
INDIRECT	
SUPPORT	
SERVICES	
53
www.tsia.com
XaaS Self-Service Business Model
53
REMOTE MONITORING AND OPERATING CAPABILITIES
SERVICE INTERVENTON CAPABILITIES
TAILOR-ABILITY AND APIs
LICENSE PROVISIONING AND MANAGEMENT
MARKETING ENGINE
CONSUMPTION ANALYTICS
SECURITY
TRUE MULTI-TENANT HOSTING PLATFORM
QUOTE-TO-CASH / SUBSCRIPTION MANAGEMENT / E-COMMERCE
SALESMARKETING
SERVICES
SUCCESS
SERVICES
EXPAND &
RENEW TEAM
MARKETING FINANCE
R & D Offer 1 Offer 2 Offer 3 Offer 4+
The
Customer
Self-Service
Engagement
Platform
Objects
Organizations
CUSTOMERCustomer
Handoffs
Land Adopt Expand Renew
www.tsia.com
Target Organization Structure
Chapter 4, The Technology-as-a-Service Playbook
SUCCESS	
SCIENCE	
CUSTOMER	
SUCCESS	
FINANCE/	
ADMIN	
CEO	
LEAD	GEN	
CUSTOMER	
ANALYTICS	
CONSULTING	
SERVICES	
EDUCATION	
SERVICES	
OFFER	
DELIVERY	
MARKETING	
CUSTOMER		
GROWTH	
OFFER	
	DESIGN	
INFRASTRUCTURE	
MEDIUM	
RENEWAL	
SPECIALISTS	
LAND	SALES	
VERTICAL	2	VERTICAL	1	
SALES	
RESOURCES	
SALES	
RESOURCES	
LARGE	
SUCCESS	
MANAGERS	
SMALL	
SMALL	EXPAND	
SPECIALISTS	
INDIRECT	
SUPPORT	
SERVICES	
PRODUCT	
DEV	
Efficiency	EffecBveness	
Tight	Alignment	Tight	Alignment	
55
www.tsia.com
Why now?
Customer Centric Organizations
55
What will they do?
How will they be funded?
What will they look like?
Lack of adoption kills growth
and profitability
Execute data driven processes
to maximize ARR
Combination of COGs, S&M,
and monetized offers
Two Teams: LAND and GROW
PRODUCED BY
THANK YOU

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Building Customer Success Organizations

  • 2. www.tsia.com Why now? Customer Centric Organizations 2 What will they do? How will they be funded? What will they look like?
  • 3. www.tsia.com Our Unbiased Independent Research Model 3 155 Operational Best Practices Audits 1 Million Benchmark Data Points 548,000 Survey Data Points 1,310 Benchmark Analyses 9,600 Analyst Inquiries
  • 5. www.tsia.com 5 Hasn’t This Always Been True?
  • 6. www.tsia.com Old Consumption Economics 6Source: Consumption Economics, Wood, Hewlin, Lah
  • 8. www.tsia.com New Consumption Economics 8Source: Consumption Economics, Wood, Hewlin, Lah
  • 9. www.tsia.com XaaS Revenue Waterfall Is Not Simple to Master 9 115% $115m 100% $100m End of Year Revenue: Total $’s End of Year Starting ARR: Total $’s Available to Renew at Beginning of Year 90% $90m Retention Dollars Upsell Dollars Cross Sell Dollars Customer Churn Dollars Downsell Dollars Retention Rate = 90% Expansion Rate = 25% Churn = 7% $3m Downsell = 3% $7m Upsell = 10% $10m Xsell = 15% $15m YoY Growth Rate = 15% Source: TSIA SRG Cloud Benchmark Study 10
  • 11. www.tsia.com 11 Growing ARR Is a DATA DRIVEN Process, Not a Heroic Act. TSIA Believes…
  • 13. www.tsia.com TSIA LAER: AN INTERNAL OPERATING FRAMEWORK 13 Effec%veness Efficiency Data Quality S%ckiness Quan%ty Who Land New Customer LAND ADOPT Descriptive Analytics Predictive Analytics Outcome Analytics Consumption Analytics Platform Cost-Effective Selling Channels Data-driven and CGT-driven Lead Gen X-Sell Sellers Renewal Sellers Upsell Sellers Large Upsell Sellers EXPAND RENEW Outcome Engineering Customer Success Team Customer Service Teams Customer Growth Teams
  • 14. www.tsia.com Use data analytics to predict churn 25% Source: TSIA Customer Success Baseline Survey Use data analytics to predict expansion opportunities 13%
  • 15. www.tsia.com 15 Roadmap: LAER Capabilities Heatmap Lifecycle Construct: LAER Roadmap: PIMO Lifecycle Service Offers Internal and External Growth Constructs Supplier Perspective Customer Perspective Land Adopt RenewExpand Plan Implement OptimizeMonitor Lifecycle Construct: PIMO Outcomes Goal: Maximum ARR Goal: Business Outcomes
  • 16. www.tsia.com PIMO: A CUSTOMER CONSUMABLE ENGAGEMENT MODEL 16 CUSTOMER SUPPLIER PLAN IMPLEMENT MONITOR OPTIMIZE BUSINESS BUYER IT TEAM END USERS BUSINESS MANAGERS IT OPS BUSINESS BUYER SALES TEAM SOLUTION ENGINEERS DEAL CLOSE PS EDUCATION CONSUMPTION ANALYTICS SUPPORT CUSTOMER SUCCESS EXPAND SALES
  • 17. www.tsia.com Customer Success at Scale 1.0 Organizational Strategy and Financial Performance 1.1 Strategy and Goals 1.2 Business Performance Management 2.0 Opportunity Management 2.1 Account Segmentation 2.2 Opportunity Management: Renew 2.3 Opportunity Management: Expand 3.0 Customer Success Delivery 3.1 Success Plans 3.2 Customer Onboarding 3.3 Adoption Monitoring 3.4 Benchmarking 3.5 Renew 3.6 Opportunity Identification and Expansion 4.0 Success Operations 4.1 Talent Management 4.2 Customer and Offer analytics 4.3 Infrastructure 5.0 Success Engineering 5.1 Success Engineering Function 5.5 Value Engineering 5.6 Product Integration 6.0 Success Marketing 6.1 Success Marketing Function 6.2 Strategic Pricing 6.3 Services Rollout 6.4 Customer Experience 17
  • 18. www.tsia.com Foundational Reactive Support SLAs, Hours of Coverage, Case Routing, Support for Old Releases, Client-side Diagnostics, Kbase 10 Layers of Value Proactive Support Alerts, Remote Monitoring, Health Check, Technical Account Management/Designated Resources LEVEL 2 Product Services Bundling Training into Support eLearning, Instructor-led Online, Curriculums, Templates, Certifications 1 2 3 20 Adoption ServicesOperational Services LEVEL 3 4 5 7 6 Risk Management / Compliance Compliance Audit, Security Assessment, Technical Readiness Assessment Performance Optimization Performance Optimization/Tuning, Operational Status Dashboard IT Staff Augmentation Services Admin Services, Upgrade Asst, Event Mgmt, Business Continuity PIng, Operational Change Mgmt Support for Adjacent Technologies Network Troubleshooting, Multi-vendor Support, Customization Support, Data Integration Mgmt Adoption Planning Vision & Strategy Alignment, Governance, Onboarding Consumption Optimization Success Management, Prescriptive Best Practices, Gap Closure Consumption Monitoring Adoption Monitoring, Scoring & Benchmarking 8 9 10
  • 19. www.tsia.com New Offer Landscape As Is (Red Ocean) Could Be (Blue Ocean) Availability Adoption and Outcomes More Features Impact Features Customer Type: Enterprise/SMB Direct/Indirect Adoption Class Package an “Offering” Package “Business Impact” Product + Services A Service 19
  • 21. www.tsia.com Comparing Dashboards 21 TSIA TS50 TSIA Cloud 40 18 % Revenue Growth -5% Operating Income 91 % Subscription % 69 % Services Margin 4% Revenue Growth 66 % Services % 13 % Operating Income 52 % Services Margin
  • 22. www.tsia.com Cloud 40 Business Model: Q4 2015-Q4 2016 22 67.9% 38.0% 17.2% 18.8% -7.6% 69.1% 35.4% 14.6% 19.1% -4.8% -20.0% -10.0% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% Gross Margin S&M G&A R&D OI Q4 2015 Q4 2016
  • 23. www.tsia.com Customer Success initially funded from Support as Cost of Goods Sold (COGS) or out of Sales as Sales & Marketing Costs (S&M) Initial Customer Success Funding Model 23 Support Sales
  • 24. www.tsia.com SG&A 54% R&D 19% OI -9% % of Revenue Gross Margin Margin $ XaaS 1.0 Product 90% X 68% = 61% Service 10% X 25% = 3% GM 64% UNprofitable XaaS 1.0 26
  • 25. www.tsia.com Major motions of Adopt, Renew and Expand are Sales and Marketing costs (S&M) Key metrics include Customer Retention Costs (CRC) and Customer Expansion Costs (CEC) Mature Customer Success Funding Model 25 Adopt Renew Support Monetize
  • 26. www.tsia.com Monetize Customer Success49% Source: TSIA Customer Success Baseline Survey
  • 27. www.tsia.com SG&A 30% R&D 19% OI 15% % of Revenue Gross Margin Margin $ XaaS 2.0 Product 60% X 70% = 42% Service 40% X 55% = 22% GM 64% Profitable XaaS 2.0 29
  • 28. www.tsia.com Economic Engines of Technology Providers 28 Annuity Services Project Services Technology Subscription Product Revenue Stream Paid to deliver a project Paid for a service capability that is renewed on annual or multi-year basis Paid for access to technology (XaaS) Paid for a technology asset Each of these revenue streams has unique margin and profit profiles
  • 29. www.tsia.com LowAverageHigh Financial Keys: Mix Matters 29 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% SOFTWARE PRODUCT GROSS MARGIN SUBSCRIPTION GROSS MARGIN ANNUITY SERVICES GROSS MARGIN PROJECT SERVICES GROSS MARGIN
  • 30. www.tsia.com Where is Revenue Coming From? 90 10 70 20 10 Future Value Aggregators Current Profit Maximizers 30 60 3010 Mid-Term Wedge -10% Operating Income 15% Operating Income 0% Operating Income Annuity Services Project Services Subscription
  • 32. www.tsia.com Service Organizations Most Likely to be in Place 32
  • 33. www.tsia.com Tech Org Structure: Emerging Challenges •  Ineffective sales investments •  Portfolio proliferation –  Basic Support, Premium Support, Education, Professional Services, Technical Account Management, Managed Services, Customer Success, XaaS subscriptions. •  Customer confusion –  The service offers from product and service lines are beginning to overlap •  Cost of sales –  Current models not optimized to cost effectively land XaaS customers •  The adoption gap –  Current org structure does not effectively drive adoption and expansion of XaaS offers 35
  • 34. www.tsia.com 35 These trends are stressing the P&L and organizational structure of existing models.
  • 35. www.tsia.com How to accelerate profitable growth in today’s technology marketplace? 35 Question
  • 36. www.tsia.com Deploy “as a service” offers. 36 Answer
  • 37. www.tsia.com Built around helping customers achieve specific business outcomes. 37 Answer
  • 38. www.tsia.com Supported by a go to market model that cost effectively drives customer adoption, account expansion, and contract renewal. 38 Answer
  • 39. www.tsia.com What Changes? •  Blurring of Sales and Service roles •  Breakdown of traditional P&L structures •  New focus on adoption, cost effective expansion •  Leveraging technology not labor to: –  Educate the customer –  Unfold offers –  Monitor adoption 39
  • 40. www.tsia.com End Game Coverage 40 UNLIKELY TO EXPAND LIKELY TO EXPAND LAND SALES ACCOUNT MANAGER LAND ADOPT EXPANDRENEW Marketing
  • 41. www.tsia.com End Game Coverage 41 UNLIKELY TO EXPAND LIKELY TO EXPAND LAND SALES ACCOUNT MANAGER CUSTOMER SUCCESS MANAGER LAND ADOPT EXPANDRENEW Marketing
  • 42. www.tsia.com End Game Coverage 42 UNLIKELY TO EXPAND LIKELY TO EXPAND LAND SALES ACCOUNT MANAGER CUSTOMER SUCCESS MANAGER LAND ADOPT EXPANDRENEW Marketing
  • 43. www.tsia.com End Game Coverage 43 UNLIKELY TO EXPAND LIKELY TO EXPAND LAND SALES ACCOUNT MANAGER CUSTOMER SUCCESS MANAGER LAND ADOPT EXPANDRENEW RENEWAL SPECIALIST Marketing
  • 44. www.tsia.com End Game Coverage 44 UNLIKELY TO EXPAND LIKELY TO EXPAND LAND SALES ACCOUNT MANAGER CUSTOMER SUCCESS MANAGER LAND ADOPT EXPANDRENEW RENEWAL SPECIALIST SMALL EXPAND SPECIALIST Marketing
  • 45. www.tsia.com End Game Coverage 45 UNLIKELY TO EXPAND LIKELY TO EXPAND LAND SALES ACCOUNT MANAGER CUSTOMER SUCCESS MANAGER LAND ADOPT EXPANDRENEW RENEWAL SPECIALIST SMALL EXPAND SPECIALIST LARGE EXPAND SALES ACCOUNT MANAGER Marketing
  • 46. www.tsia.com Target Organization Structure Well Funded Demand Generation Engine CEO LEAD GEN MARKETING 47
  • 47. www.tsia.com Target Organization Structure A Sales Organization Focused on LAND CEO MARKETING LAND SALES VERTICAL 2 VERTICAL 1 SALES RESOURCES SALES RESOURCES LEAD GEN 48
  • 48. www.tsia.com Target Organization Structure A Customer Growth Engine CEO LEAD GEN MARKETING CUSTOMER GROWTH LAND SALES VERTICAL 2 VERTICAL 1 SALES RESOURCES SALES RESOURCES 49
  • 49. www.tsia.com Target Organization Structure With Account Coverage that Drives Adoption CUSTOMER SUCCESS CEO LEAD GEN MARKETING CUSTOMER GROWTH MEDIUM RENEWAL SPECIALISTS LAND SALES VERTICAL 2 VERTICAL 1 SALES RESOURCES SALES RESOURCES LARGE SUCCESS MANAGERS SMALL SMALL EXPAND SPECIALISTS INDIRECT 50
  • 51. www.tsia.com Target Organization Structure Sophisticated Customer Analytics SUCCESS SCIENCE CUSTOMER SUCCESS CEO LEAD GEN CUSTOMER ANALYTICS CONSULTING SERVICES EDUCATION SERVICES OFFER DELIVERY MARKETING CUSTOMER GROWTH MEDIUM RENEWAL SPECIALISTS LAND SALES VERTICAL 2 VERTICAL 1 SALES RESOURCES SALES RESOURCES LARGE SUCCESS MANAGERS SMALL SMALL EXPAND SPECIALISTS INDIRECT SUPPORT SERVICES 52
  • 52. www.tsia.com Target Organization Structure Customer Enablement Platform SUCCESS SCIENCE CUSTOMER SUCCESS CEO LEAD GEN CUSTOMER ANALYTICS CONSULTING SERVICES EDUCATION SERVICES OFFER DELIVERY MARKETING CUSTOMER GROWTH INFRASTRUCTURE MEDIUM RENEWAL SPECIALISTS LAND SALES VERTICAL 2 VERTICAL 1 SALES RESOURCES SALES RESOURCES LARGE SUCCESS MANAGERS SMALL SMALL EXPAND SPECIALISTS INDIRECT SUPPORT SERVICES 53
  • 53. www.tsia.com XaaS Self-Service Business Model 53 REMOTE MONITORING AND OPERATING CAPABILITIES SERVICE INTERVENTON CAPABILITIES TAILOR-ABILITY AND APIs LICENSE PROVISIONING AND MANAGEMENT MARKETING ENGINE CONSUMPTION ANALYTICS SECURITY TRUE MULTI-TENANT HOSTING PLATFORM QUOTE-TO-CASH / SUBSCRIPTION MANAGEMENT / E-COMMERCE SALESMARKETING SERVICES SUCCESS SERVICES EXPAND & RENEW TEAM MARKETING FINANCE R & D Offer 1 Offer 2 Offer 3 Offer 4+ The Customer Self-Service Engagement Platform Objects Organizations CUSTOMERCustomer Handoffs Land Adopt Expand Renew
  • 54. www.tsia.com Target Organization Structure Chapter 4, The Technology-as-a-Service Playbook SUCCESS SCIENCE CUSTOMER SUCCESS FINANCE/ ADMIN CEO LEAD GEN CUSTOMER ANALYTICS CONSULTING SERVICES EDUCATION SERVICES OFFER DELIVERY MARKETING CUSTOMER GROWTH OFFER DESIGN INFRASTRUCTURE MEDIUM RENEWAL SPECIALISTS LAND SALES VERTICAL 2 VERTICAL 1 SALES RESOURCES SALES RESOURCES LARGE SUCCESS MANAGERS SMALL SMALL EXPAND SPECIALISTS INDIRECT SUPPORT SERVICES PRODUCT DEV Efficiency EffecBveness Tight Alignment Tight Alignment 55
  • 55. www.tsia.com Why now? Customer Centric Organizations 55 What will they do? How will they be funded? What will they look like? Lack of adoption kills growth and profitability Execute data driven processes to maximize ARR Combination of COGs, S&M, and monetized offers Two Teams: LAND and GROW