Thank you for the aditional context! The Salesforce Connector team is hoping to support the syncing of the new HubSpot Tickets object with Salesforce Cases in the future. At this point, we are working through feedback and talking to customers to gain an understanding of our customer's use of Salesforce for Customer success and how they would ideally use the integration to support those tools and business processes. Your description of how you would like to see this data through the Account in Salesforce is very helpful as we build this understanding. As more users adopt the Service Hub tools we will continue to learn and plan specifically how the integration will support Service Hub use down the road.
05-09-2018 08:41 - edited 05-09-2018 08:41
Hey @davidjosephhunt, @ColleenOSul, @ehaahr what key customer satisfaction metrics to track your customers' loyalty? And how do you effectively plan/manage how you send and target surveys? Is there such a thing as survey fatigue and how do you avoid it?
For example is it a poor experience if a customer receives a support ticket survey, onboarding survey and product feedback survey in the space of a month?
05-09-2018 08:57 - edited 05-09-2018 08:58
At HubSpot, Customer NPS is the most important loyalty metric that we track. This survey is presented in app to users who have been in the account for 3+ months. We also won't survey again for another 90 days.
HubSpot (and most companies) can also be guilty of creating survey fatigue. Being such a content driven company, has made this harder to wrangle in. In recent years, we have been focused on reducing the number of surveys that we send to customers across the company. I think it is best to try to limit the # of types of surveys and how invasive these are.
When it comes to Support, onboarding, and other critical interactions, it is important to give users the chance to provide feedback.
In Support, I feel pretty strongly that there is something that we can do better for customers in every single interaction, and surveys like Support NPS or Customer Effort Score illuminate opportunities for improvement. Customers should have the power to say something on every ticket and help us get better. Ideally, the opportunity to provide feedback is present and obvious without being annoying or intrusive.
We determined that in order for us to be able to 'solve for the customer' we had to be 100% focused on customer delight and providing value. While moving a customer to a new product should help the customer; the motion of selling took us away from having strategic value based conversations with our customers. CS teams are in a great position to highlight to sales when a customer needs a new product and since we know our customers better than anyone we drive a lot of leads over to sales. I think this shift fits nicely with how HubSpot as a business is thinking about the importance of CS within the company, the importance of creating a great experience for our customers, and with the launch of Service Hub.
05-09-2018 03:03 - edited 05-09-2018 03:13
I agree with David on the importance of surveys for solving for current and/or future customer pain points and giving them an easy outlet for providing feedback.
In terms of onboarding surveys, I would make sure that any surveys will have some direct benefit for your customers and not be solely self-fulfilling (or solving only for your business needs). Ask yourself if there are any other ways to get the answer to your question without relying on a customer survey. Could you look at usage patterns instead? Could you look at support case topics? Or create a Customer/Partner Advisory Counsel who meets quarterly to provide feedback about products, services, etc. and reward them for their participation?
@Anonymous You could certainly write many paragraphs on the challenges of scaling a Support and Customer Success org. @mredbord, the former VP of Customer Success at HubSpot and the current GM of Service Hub wrote a great Harvard Business Review article that breaks down how you can approach growing a team:
Your second question is also a really interesting one. I would say that the answer depends on whether or not your customers relate to your separate products as separate companies. In HubSpot Support, we got this wrong a few years ago, when we first released the Sales Products. While we treated their launch like a startup within a startup, and it made a lot of sense to have a separate Support team to keep a tight feedback loop with the Product team, customers still thought of it as part of HubSpot. The Marketing Support team wasn't well equipped to help on Sales questions, and it created unnecessary friction in their experience. Customer's expectations are higher than ever, and getting passed around in culture of immediate answers is no longer acceptable.
Since then, we have unified into a single team that can help across products. This approach also creates challenges, because you don't have the same degree of specialization and it's tough to know everything about multiple product lines with expanding surface area. For that I recommend looking for ways to route certain tickets or cases to the best person to handle those inquires, while still maintaining a generalist base. For example in Service Hub, you could experiment with workflows that send cases to different Ticket Pipelines for different products, but still have your team work across pipelines.
Hope this helps,
Great question. We use Sales projections as the foundation of our hiring plan. To create a very simple model, if you have a customer count and know how many tickets customers generate, you can derive an incident rate (tickets/customers) and multiply that by your projected customer numbers each month. That will give you a case projection that you can use to assess how big of a team you will need to get through that volume.
For our business, new customers generally interact with Support at a higher rate than experienced customers, so Sales overperformance can lead to unexpected volume for a Support team. We generally try to model for some degree of Sales overperformance. Another reason why it's important to factor in your projected Sales performance, is to take into account seasonality. If your business is seasonal, then you will likely need to staff up for those busy sales quarters. Hiring and training up staff takes time, so it's always good to know what is coming a few months out.
The other benefit of tracking incident rate is that you can monitor how healthy the growth of Support volume is. For example, you probably don't want your tickets to be growing while your sales are stagnating, and incident rate will indicate that.
Hope this helps,
We do the same in services in terms of relying on sales forecasting to project volume coming through to our services teams. In onboarding not only understanding the volume of customers, but also the complexity of the customer (multi-product or advanced features) is important too. These metrics lead to how we decide the number of customers each implementation specialist works with and ensures customer health throughout the customer lifecycle.
On the success side, it's similar, we tie the number of customer success managers to the in-flow of customer types to ensure we balance the right number of CSMs with the volume and types of of customers coming through sales.
Hello hubspot team!! Thank you for building this tool!
We currently use Zendesk. We use them for the things below and we were hoping hubspot could cover these areas in the new customer hub.
Thank you so much again!
Thank you for participating in what proved to be a valuable conversation for all in the HubSpot Community who are celebrating the launch of Service Hub.
I wanted to let you all know that on May 22, 2018 @ 2:00PM Eastern Time you're invited to join Michael Redbord (@mredbord), Isaac Moche (@imoche), and Mark Kilens (MarkKilens) to learn all about the Inbound Service methodology and how you can grow your business using HubSpot's new product, Service Hub. You'll learn how to engage, guide, and grow your customers the inbound way. You'll get a complete walk-through of the tools and see how Isaac was able to use them to grow his program.
Click here to register for this live training.