The difficulty to complete common tasks is critical when evaluating product experience and overall onboarding effectiveness. For the right measurements to be in place product teams need to know two things. The first is the number of users per account who begin a task while the second is the amount of those completing it.
High Trajectory Customers
- Being a composite of human-assisted and product activations in this instance, efficiency does not rely only on onboarding effectiveness. That being said, the emerging investment in product data, turns product experience into the growth lever following accounts’ long term prosperity.
- When onboarding many teams the focus should be on users’ role early on to assess usage and adoption. That realization by default indicates Sales involvement in the onboarding process. This how onboarding will become measurable from the very beginning. Even more, this is how in the long term harmonization between high touch & high tech activations will be achieved.
Sales teams should claim ownership of trials’ product data and observe prospects’ behavior in and out of the product. Capitalization on passive feedback enables sales teams to pinpoint where the product experience is broken. Sales will also acknowledge how they should capitalize on end-users workflows (context). Last but not least, investment in product data, enables Sales onboard the first team(s) and pass the necessary feedback to Customer Success.
Customer Success analyzes Sales feedback and suggests to buyers the next steps going forward, based on real insights.
Capitalization on product data, help Success practitioners:
- Get the internal buy-in easier
- Be aware of the paths users take in-app
- To act proactively whenever flows onboarding downgrade product experience
- Product management monitors users’ usage and trends. The criteria here are again their role, profession, and proficiency level. Points of consideration are when the desired adoption levels are realized with or without the help of customer-facing teams. In case the levels of human-assisted activations are above the expected, Product Management should inject those learnings in the product onboarding flows to further optimize them.
Self Serve Customers
Having the product replicating human-assisted activations requires continuous iterations and heavy experimentation. Being autonomous and subject to a faster sales process Self Serve customers should realize initial value fast without internal teams neglecting the required learning curve period.
Internal teams need to know when they strive to shorten trial periods. Even though speed to implement needs to come first the learning curve period is always subject to products’ complexity. A factor intrinsically connected with the onboarding process’ required steps. Internal teams need to define the number of steps leading to adoption by considering that users familiarize themselves with the product by following their own pace.
Use Case: Having onboarding delivering many value points (First-time activation)
Use Case: Trial period (First-time activation) optimization
When Yesware, decided to invest in a product-led strategy, one of its first goals was to build an infrastructure allowing rapid testing. In this vein, the internal teams decided to run an experiment that halved the free trial length from 28 days to 14.
The hypothesis was that while the conversion rates would remain steady, the product team would benefit by being able to run tests twice as fast. Additionally, there was the expectation that shortening the trial would provide a sense of urgency.
Because of certain technical restrictions, the test was run longitudinally as opposed to an A/B. The product team changed the trial length and compared the 14-day trial cohort to the preceding 28-day. After a month of testing, the results were fantastic! As expected, there was a slight increase in the percentage of users (0,5%) who uninstalled the product during the trial. Overall though, the core hypothesis was valid since early engagement rates increased. That stood particularly with key features, which are the leading indicators for the solution’s power users. An effect assumed to have happened due to the urgency created. Moreover, conversion rates did not only maintain but increased by roughly 18%.
After rapid experimentation, the product and engineering team have decided to extend the 14-day trial to 28 days. That would stand only for users who completed specific actions, based around sticky features, in the getting started guide.
Use Case: High-Touch vs. High-Tech Harmonization
Userlane, launched a while ago, a scalable onboarding process to complement its human-assisted onboarding strategy. The “academy” as it is being called internally, self serve end users all the way through without eliminating the required decision making between the two parties.
Customer Success calls that learning process “getting to Basecamp”. The various teams build their first Userlane guide, publish it and in the end, they get certified. The process is highly transparent since users are aware of the tasks they need to complete. On top of that, the buyers’ acknowledge end-users’ progress at all times.
The Inception Project:
The launch of the “Inception project”, improved a lot the onboarding process delivery. The implementation of targeted in-app guides within the product allowed a thorough personalized, scalable onboarding process that didn’t need active participation from different units. Time to initial value decreased and post-launch, buyers could go through the set up completely by themselves.
Inception Project Desired Deliverables
- Increase of engagement and activation
- Reduce time-to-value
- Decrease time to key features
- Decrease onboarding completion time
- Increase trial-to-paid conversions by at least 30%
- Reduce the costs and efforts connected to high touch activities by 60%
Inception Project Results
Across the spectrum, Userlane managed to optimize product delivery without compromising onboarding execution.
Increased adoption rates (+45%) confirm that this approach:
- Yields the expected ROI.
- Keeps end users engaged and buyers aware of end-results.
- Stickiness was reinforced by actions that capitalize on product activations.
Userlane’s Inception project proved one thing. Organizations requiring tailored implementations can indeed harmonize scalability with the human-assisted activations.
Efficiency of Use- Points to Consider
- In this instance onboarding flows should focus on historic usage per user role and account level by taking a concerted focus when adoption levels increase.
- First-Time Activation:
- a) For solutions offering many products first time activation, should break down the onboarding flows in many parts. This is how users will realize ongoing value and increase their skills and investment.
- b) Simpler solutions should experiment with shortening trial length by focusing on users’ actions in-app.
- Internal teams should track if product onboarding activations decrease customer-facing teams involvement.
- Ownership of product data should be dispersed across teams. This is how a feedback loop will be embraced and enable them to foresee any anomalies occurred throughout the customer journey.
Efficiency of use product onboarding calculations formula