Digital Customer Experience Strategy, DocuSign [FutureStack16]

Editor's Notes

• #4: It is my honor to be speaking here at the FutureStack conference on a critical topic. I want to discuss the journey at DocuSign and some of the lessons learned along with way and hope that they resonate with you whatever stage you may be in. ^ YEARS WORTH OF MATERAIL…I will touch on the highlights
• #6: Two factors: 1) people want the consumer experience they get in their enterprise applications. It they experience their company delivers is poor…they will get their own tool…Dropbox, Slack, Asana….more departments and individuals are making choices and not being held back by IT. 2) IT is seeing this trend…..they are tried of long deployments of products people don’t’ use and are worried about the security concerns that non-IT vetted products bring….they realize they need security and expereince Today IT is competing with consumer alternatives….dropbox, evernote and others that can compromise control and security
• #7: A 10-point improvement in a Customer Experience Index score can amount to a $1.5 billion in revenue impact due to increased likelihood to recommend and repurchase. (Forrester) A 2% increase in customer retention has the same effect as decreasing costs by 10% (Leading on the Edge of Chaos, E. Murphy & M. Murphy) 86% of consumers quit doing business with a company due to bad customer experience (Harris Interactive) WHY? We want happy customer AND Happy customers will stay with you… and recommend you……..rention + $ Attract, retain, refer Customer experience leaders have more than a 16 percentage point advantage over customer experience laggards in consumers’ willingness to buy more, their reluctance to switch business away, and their likelihood to recommend.  (Temkin Group)  “If you build a great experience, customers tell each other about that.” – Jeff Bezos, CEO, Amazon.com $83 Billion is lost each year due to defections and abandoned purchases as a direct result of poor experience (Genesys, Greenfield Online and Datamonitor/Ovum analysts)
• #8: Customer Experience How a customer a company after all of their direct and indirect interactions with the company perceives any and its products The customer journey are the stages that prospects and customers go through across all of their interactions with a company – some stages might be skipped due to the size of the purchase, customer type, etc. (small number of seats/licenses = no deploy stage) or because the customer opts not to have a hands on trial or pilot of the product (direct buy, no product testing = no trial stage). We work together to map the touchpoints they experience along that journey (by persona, by product, by channel, by GEO) to identify make or break moments that cause the prospect or customer to be lost along the way. The touchpoint mapping process helps us identify the gaps and we can then work together to improve the customer experience and increase the number of customers who reach the advocacy stage.
• #9: They look at the whole expereince and they engage everyone….when you go a level deeper…what are some of the common attributes of these experiences
• #11: Relatable/ Cultural./ Impactful Relate/change/ core Relate/customer/ Relatable Customer – focus Credible Change Results / Impactful Viable
• #13: Relatable/ Cultural./ Impactful Relate/change/ core Relate/customer/ Relatable Customer – focus Credible Change Results / Impactful Viable
• #14: Relatable/ Cultural./ Impactful Relate/change/ core Relate/customer/ Relatable Customer – focus Credible Change Results / Impactful Viable
• #15: Relatable/ Cultural./ Impactful Relate/change/ core Relate/customer/ Relatable Customer – focus Credible Change Results / Impactful Viable
• #16: And in doing this, we need, always and at every turn, to focus on creating a great end-to-end experience for our users.
• #17: DocuSign is the fastest most secure way to make every decision and approval digital, so you can keep life and business moving forward.
• #18: And we also identified three powerful differentiators that will be the core pillars of how we describe our brand going forward. (though how we express them will be fine-tuned based on audience.) Choice DocuSign works with more of the applications, services, and devices you already use Trust DocuSign is the most reliable and globally trusted service for digital transactions Experience DocuSign is simpler to use, implement, and manage, driving immediate user adoption.
• #19: 3. Build, develop and retain a first-class Product Design team      Our third strategic goal is one that applies mostly but not entirely to me and our other senior managers. We’re going to do everything we can to make this team as good as it can be. That means not only hiring the best people, but helping our group’s members to build their skills, and advance their careers.
• #20: Relatable/ Cultural./ Impactful Relate/change/ core Relate/customer/ Relatable Customer – focus Credible Change Results / Impactful Viable
• #22: People don’t want new features and functions and capabilities. …they want and experience. Despite the fact that customer want end to end experience not only features, we still focus our product and engineering in tech world on feature driven tasks or team..we structure around that instead of what we do in docusign..build missions 
• #23: Relatable/ Cultural./ Impactful Relate/change/ core Relate/customer/ Relatable Customer – focus Credible Change Results / Impactful Viable
• #27: They are part of of the process…they are dreamers and encourage everyone to think big; don’t accept status quo Try actually listening to support calls. Sales calls. Make it a part of the culture – have everyone on the team do it weekly, monthly, whatever you can afford to do. Understanding users needs to be a core part of how you do work.
• #29: Deep Visibility into the Complete Web Page Lifecycle Performance monitoring for all your modern browser-side applications Context Around End-User Experience Visualize every asset load, AJAX request, user interactionand more – all in one waterfall-like timeline with Session Traces. Dive into JavaScript Errors to provide context around error rates, the URLs affected, user agent string, and the full exception message. Get snapshots of when an issue took place, what the page load times were, and the user’s browser type and location. Monitoring Beyond Page Load Times See a breakdown of each page’s load time performance by: request queuing, application code, network latency, DOM processing, and page rendering. Surface your site’s most resource-intensive AJAX requests by volume, response time, throughput, callback time, or data transfer. Monitor CDN-deployed pages and single-page apps. Browser & Geography Breakdowns View front-end performance breakdowns by browser type, including browser version and user device type. Drill into performance by browser type based on throughput, average page load times, or front-end load times. Understand your end users’ experiences based on their geographical location, down to the city level. End-to-End Visibility • Use New Relic Browser with New Relic APM and New Relic Servers for end-to-end visibility from the server-side to the end user’s experience. • Drill across server-side and browser-side applications to understand the root cause of performance issues no matter where it takes place. • Track end-user satisfaction with browser-side Apdex scores.
• #30: Exists for everyone – some level with all SKUs Real-Time Performance Monitoring Monitor critical transactions across your service-oriented application environment with end-to-end transaction tracing Drill down to see performance impact of specific code segments and SQL statements Alert the right people via integration with PagerDuty, HipChat, webhooks and more Code-Level Deep Dives Identify bottlenecks with a low-impact thread profiling tool that captures the stack trace of each thread for a specific duration View aggregated stack traces in a call tree and monitor the number of times functions were present under same stack trace context See transaction traces alongside long-running thread profiler results for deeper insight Anytime, Anywhere Access Data Exploration • Dissect application errors across multiple dimensions to better prioritize remediation efforts • Segment performance data by customer, geography, host, error type, and more • Unify your team with a consistent set of data that dev, ops, and app owners can use End-to-End Visibility Use the New Relic Software Analytics Cloud for full performance visibility, from the server-side to the end-user level Drill across frontend and backend applications to identify the root cause of performance issues Customize a Service Map that shows you only the relevant components that your app uses, including external services like 3rd party APIs
• #31: Global Performance Testing Dashboard Monitor your apps from anywhere in the world with private locations Ensure apps are always available to serve your major markets Easily narrow down on problem areas with the help of waterfall charts showing detailed metrics for every asset on a page 24x7 Active Monitoring Easily set up customizable checks for all business-critical transactions Run a test every minute or every hour based on the complexity and criticality of your site Accelerate the debugging process with access to response headers for all failures Data Exploration Dissect browser data across multiple dimensions with or without writing queries in NRQL (New Relic Query Language) Analyze trends across multiple monitors, and filter data based on what’s most important to you Unify your team with a consistent set of data that dev, ops, and app owners can use Visibility into Entire Dev Lifecycle Analyze performance and solve problems, whether originating in the device, the network or backend services See how your mobile apps are talking to your web services, and dig deep to pinpoint problems Understand your most resource-intensive HTTP requests and optimize accordingly Better understand performance during seasonal periods of high load with New Relic Insights (included with 13 months of lossless performance data)
• #32: SYNERGY
• #33: They are part of of the process…they are dreamers and encourage everyone to think big; don’t accept status quo
• #34: (Dia = through - louges = meaning)
• #36: So really, most tech companies, most companies, terminology and taxonomy is basically a silo story. How to orchestrate across them. Because each group, each department, they will do the best they can for their area.
• #37: In this story, each group has a goal, a mission, a tragectory. And yet…..sometimes that can be at odds with company strategy and user needs. Likewise the content from each team may vary. As does the context of the message and content being shared. So think about: Department Goals vs Company Strategy Content vs Context
• #38: Don’t start by trying to change “their” process Influence with the stuff you know How they work How they think?
• #40: innovate or die; everyone is hands on; Space are collaborative Collaboration not meeting driven Information naturally passes through
• #41: Slide 37 replacement
• #42: innovate or die; everyone is hands on; Space are collaborative Collaboration not meeting driven Information naturally passes through
• #44: You can just communicate upfront….you need to continue those relationships, maintain and scale Convey the value.. Convey the value….communication quote …show and tell Stories from others Outside credibility Share the story at all levels Make it relatable Make it fun/engaging…pop up studios Use tops down Insert into existing channels Who are you users? Customer stories Employee stories Not just another email Show before and afters What you share and HOW you share it
• #48: Relatable/ Cultural./ Impactful Relate/change/ core Relate/customer/ Relatable Customer – focus Credible Change Results / Impactful Viable
• #49: Customer Experience How a customer a company after all of their direct and indirect interactions with the company perceives any and its products And I like to focus on the perceptions and feelings you are leaving them with at each point in this journey. It’s filled with moments that matter. Do you really know how your customers feel during those moments? Do you know what those moments are for them? It’s only once we understand those moments and how we are doing that we can start to improve things. And from my experience….the ones that matter, many of them fall between silos in companies. The customer journey are the stages that prospects and customers go through across all of their interactions with a company – some stages might be skipped due to the size of the purchase, customer type, etc. (small number of seats/licenses = no deploy stage) or because the customer opts not to have a hands on trial or pilot of the product (direct buy, no product testing = no trial stage). We work together to map the touchpoints they experience along that journey (by persona, by product, by channel, by GEO) to identify make or break moments that cause the prospect or customer to be lost along the way. The touchpoint mapping process helps us identify the gaps and we can then work together to improve the customer experience and increase the number of customers who reach the advocacy stage.
• #51: K-Mart, Taxis, Blockbuster, Newspapers/Magazines, Circuit City, Radio Shack, Blackberry, MySpace, Friendster
• #54: Option 1 – Poll the audience Who’s familiar with DocuSign? What was your experience like? Tell me your DocuStory? [Get the audience talking about their great experiences with our company] [Suggested transition] I’m really happy to hear that you’ve had a great experience with DocuSign. One of the great things about working for this company is that I get a chance to talk to people all the time who love our product. Based on our experience working with our customers and independent analyst research, we’ve come to the conclusion that… Option 2 – tell your own DocuStory Each day at DocuSign we hear dozens of fantastic stories about end users and businesses who love the product. We call these “DocuStories” and I wanted to begin with one of my own [Tell your DocuStory] Sample DocuStory from Miles Kelly I’ve been in the bay area for a long time, and as a technology marketer I have learned to appreciate disruptive technologies because they’re best companies to work for So when I moved in 2012 and first experienced DocuSign, I was so impressed with the disruptive potential that I actually went to the DocuSign website to see if they were hiring And while they weren’t at the time, when a recruiter called me two years later asking if I had heard of DocuSign I was driving and had to pull over I said DocuSign?! I love DocuSign! And I started 4 short weeks later. Indeed the company is as impressive and disruptive as I had anticipated, and the DocuLove is stronger than ever. That was back in 2012 and a lot has come in to focus at DocuSign since then, including our vision of the future, which is…
• #55: All companies are software companies. And All Successful Businesses will be 100% Digital. This all-Digital future prediction stems from not only from the thousands of success stories our customers have shared with us, but also from some very reputable research.
• #56: Take, for example, a recent survey conducted by Deloitte in a study of the most digitally mature companies in the world, who were found to enjoy: 13% more revenue 50% more profitable, and perhaps most impressively 19% higher valuation! These are incredible results from the move to digital. And the importance of Digital will only continue to strengthen. According to a separate MIT Sloan/Deloitte report, 92% of corporate respondents said Digital technologies will be important three years from now, up from 76% today Let’s take a look benefits at benefits of going digital…
• #57: These are the three reasons why customer’s choose DocuSign And as a result in investing in DocuSign, our customers realize value in three ways: ROI, Customer Experience, and Compliance ROI – Return on Investment metrics range from productivity gains and speed to market - shaving off days, weeks or months that impact your top line revenues - to cost savings that hit your bottom line/increase profitability. Many customers have worked with a 3rd party value-engineering firm to quantify their impact and justify their business investment in DocuSign. Customer Experience – We measure our success based on our customers’ success. That satisfaction is derived from the experience of everyone ranging from admins to line of business users, to ultimately, your customers. The digital delight they experience impacts your reputation as an employer and differentiates you from your competitors. Our customers have experienced a 127% average increase in customer satisfaction scores as a result of implementing DocuSign. Security & Compliance – Our customers rest easy knowing that DocuSign helps them meet country and industry regulations. DocuSign is also able to accommodate our customers’ data residency requirements. All told, that means you are able to lower your risk profile and protect your most sensitive information, on your terms.
• #58: We begin with a typical business, having invested in various technologies, systems and platforms over the years.
• #59: And their purpose is clear, to easily and securely transact with a wide range of business constituents. But what we’ve found is manual processes and paper plague the most common transactions It’s at that moment of truth, the moment that matters most to their business… When their customer signs. When the approval is made. When the business “agreement” is started…
• #60: It all breaks down because of paper and a manual process to manage that paper. The overnight package for signature that gets lost, the infuriating print, sign, scan, fax cycle. This is where every organization’s digital strategy needs to start. And while digital options are available today, they’re failing to meet the needs of customers as their often unproven, closed, or difficult to use. But the the cost of doing nothing is greater than ever, and companies estimate up to 15% of revenue is left on the table each year do to inefficient digital processes.   The time is now, disrupt or disrupted…
• #61: We believe there is a better way…
• #62: With DocuSign, customers can keep transactions 100% digital and eliminate paper from all these processes. Let’s take a close look and what DocuSign does.
• #63: Speaking of telemetry, I’d like to talk a little bit about New Relic, how we use it at DocuSign to create great digital experience for our customers.
• #65: 72% based on study by Acquity Group will only buy from a vendor w/online product content (Acquity Group) 57% of the purchase decision/process is complete before the buyer contacts the vendor (CEB) My favorite – 33% said they would rather clean a toilet than wait for Support. (Aspect CX Survey)
• #66: It takes some coordination, but those of you in technical side have a great leverage point of the systems that help make all their digital interactions possible. Marketing – Web pages (funnel, demand gen, nurture), SEO 75% of buyers use online resource to do their research, predominantly w/search engine Sales – Commerce, CRM 70% of consumers use mobile in-store 74% of sales people require product and support content for their sale (esp tech) Product – Help, product content Support – support channels It’s a huge asset if you know te exact information assets that are helping to close deals and renew customers.
• #67: And the value goes well beyond that. And these values are things you bring to the table - your expertise is exactly what your company needs to align the information experience.  And Brenda has a couple great impact areas she is going to share. 
• #68: Taxonomy & Terminology best practices can help everyone in the organization. Creating a program as a platform for advocacy and education, along with providing services, can gain a level of sponsorship that allows you to influence improvements from a broader umbrella. We want to share our experience in up-leveling the story. (For the Citrix side of things, this includes the move of these programs to a Brand sponsorship.)
• #70: “Conversational AI platforms (CAPs) will be the next big paradigm shift in information technology. ”(Gartner)
• #72: Relatable/ Cultural./ Impactful Relate/change/ core Relate/customer/ Relatable Customer – focus Credible Change Results / Impactful Viable
• #74: Usage AND NPS…OSD has been using usage date to determine renewals and CROSS-SELL UPSELL OPPORTUNITIES ~$1-2m annually in improved retention          # of seats + active/successful usage patterns vs size of company (if # seats is small vs size of company, growth/upsell opportunity) ·         usage of specific features (such as HD Faces) are indicators of engagement and predictors of loss or retention ·         active/successful usage patterns for one product in a company gives us an opportunity to utilize the customer to advocate and connect us to other contacts within the company for cross-sell - need enterprise instrumentation NPS..ANOTHER INDICATIOR Understanding customers through data! Customer sat benchmarks Segmentation/personas Product KPIs Predictive analytics ·         Customer Retention & Growth – o   Code Red – predictively identifying customers who are not likely to renew annual contracts to enable client services to proactively connect with those customers and repair the relationship.  Impact = ~$1-2m annually in improved retention o   Code Green – predictively and systematically identifying customers  who are a good fit for cross-sell & upsell leads. Impact = sales efficiency + more seats/more products equate to better retention ·         Customer Research – o   Customer segmentation & persona marketing implementation projects are increasing efficiency and targeting. Impact = aided in ~30% improvement in New Business Expenses QoQ o   Development of the Digital Customer Room (see snapshot attached) will broaden visibility of the personas and enable groups across the division connect with our customers. ·         Customer Listening Posts – o   Connected the rating customer’s give us on the NPS scale of 0-10 to their customer life in average months – Customer Driven Business Cases.  This tool helps the product line leaders prioritize customer requested improvements by estimated ROI. (slides #7 & 8 in the Overview deck) ·         Virtual Customer Advisory Boards (VCAB) – o   Developed the VCAB that the G2M team used to improve the design of the G2M mobile experience (customer co-creation). ·          Customer Journey improvements – o   Built and championed the case for developing the ability to sell multiple seats of G2M online.  Impact: Stakeholder teams agreed and engineering efforts w
• #75: What’s your intercept plan? Are you doing anything with the data? Are you evangelizing everyone across the board with good RCA?
• #76: It takes some coordination, but those of you in technical side have a great leverage point of the systems that help make all their digital interactions possible. Marketing – Web pages (funnel, demand gen, nurture), SEO 75% of buyers use online resource to do their research, predominantly w/search engine Sales – Commerce, CRM 70% of consumers use mobile in-store 74% of sales people require product and support content for their sale (esp tech) Product – Help, product content Support – support channels It’s a huge asset if you know te exact information assets that are helping to close deals and renew customers.
• #77: Relatable/ Cultural./ Impactful Relate/change/ core Relate/customer/ Relatable Customer – focus Credible Change Results / Impactful Viable
• #78: Relatable/ Cultural./ Impactful Relate/change/ core Relate/customer/ Relatable Customer – focus Credible Change Results / Impactful Viable