In this series, we’ll talk about onboarding customers. We’re in the maintenance and facilities line of work, but onboarding is onboarding and an amazing customer experience translates to any type of software. If you are responsible for implementing technology on either the customer or vendor side, this is for you.
An effective onboarding strategy is key to the ongoing success SaaS. If customers aren’t happy, are confuses or even underwhelmed, your long term annuity will start to lose value right out of the gate.
Good news! There’s no point in recreating the wheel. Follow the disrupters where it makes sense but you can’t go wrong soaking up knowledge that people like Ritika Pury from STORYHACKERS, courtesy of one of the best, Salesforce.com
So, grab some coffee and start here.
AND SO IT BEGINS…
You’ll never get a second chance to make a first onboarding impression. A primary driver of the success of the project is that there is a hand being held and value provided the second they sign the contract to their transition to go-live to happy lifetime.
The suggestions from SFDC are awesome. New customers definitely need the option to self-educate and explore. This is an exciting time for them, but it can also be stressful. They’ve been convinced that this decision was a career changer for them and that it will make their lives easier and better while helping their star shine. So, always remember the golden rule, onboard your new customers like you’d onboard yourselves.
The level of engagement with Sales, PS and CSM will be determined by the size of the customer and scope. For enterprise customers, the first year is key to their long-term growth, but onboarding data also tells us that the number one cause for SMB churn is a lackluster onboarding. A customer should never feel as though they’re being abandoned. The entire process needs to be seamless.
Also, there will likely be a steep learning curve that will appear differently to each user group. You’re a player coach – a player because you are their peers helping them down the field, a coach because you’re tasked with helping them understand best practices and a new way forward.
There will be a lot of pushback from stakeholders who feel like they need to do something the way they’ve always done it. It’s up to you to convince them that there is a more efficient way that will help them be more effective and show their value to the organization.
“If you do what you’ve always done, you’ll get what you’ve always gotten.” –It depends on who you ask