The first volume of this research discussed fundamental KPIs on product experience assessment. The Product-Led route organizations have to take, alter their internal and customer-facing procedures. Although Product-Led transformation is here to stay, the industry has still miles to walk to get there. The following recommendations can help internal teams align towards a Product-Led growth agenda.
Consider Onboarding Prevalence
Product-Led Growth practices redefine Onboarding. Instead of being a set of random engagements causing friction, it becomes a data-driven force. Its practices consider four main pillars. Users’ behavioral notions and skillset, historical data along with contextual guidance.
Onboarding can now assess the customer journey and abandon the traditional sales model. Its prevalence goes way beyond activation. This shift forces organizations’ to track onboarding ROI from Activation until Expansion.
Adopt a Product-Led Unified Agenda
Silos abandonment, will be in effect when internal teams adopt a unified agenda. Product-Led growth practices and data analysis bring Product Management at the forefront. They make its role imperative throughout the customer journey.
But product insights are not limited to Product Management practices. Customer-facing teams also need to access them. This is how they will get insights about users’ in product behavior aside their business evaluations. Try to remember. Internal alignment is subject to whether a feedback loop with common Product-Led Growth KPIs is established.
Redefine the Product-Led Experience Metrics
Onboarding is continuous, and its measurements should follow the same logic. Product-Led organizations already capitalize on POEs metrics to estimate Onboarding ROI. Those metrics enable teams segment users in-app and derive insights via onboarding activations. That makes them able to measure features that yield revenue or underperform.
Following that logic, onboarding metrics and evaluations can:
- Develop a common language across internal teams
- Pinpoint what needs to go in the roadmap (when they assess customer feedback next to their results)
- Provide feedback on which features yield embrace adoption and why.
A) Customer Success Onboarding
1) Sales and Customer Success interactions with buyers should focus on strategic decisions. In application, onboarding should effectively complement them. To achieve that organizations need to invest in product engagements at scale and consider context of usage along with users’ role.
2) Disposal of human resources should become proactive and not reactive to customers’ needs. For that to be achieved every team should consider where product engagements can replace their involvement.
And where their activations are imperative for accounts’ activation, retention or expansion.
B) Self-Serve Onboarding
1) Self Serve activations should double down on Team Onboarding from the beginning. Internal teams should follow these notions to predict retention and get the internal buy-in.
2) Time to implement should be considered in conjunction with the learning curve period. The latter can be optimized by having product engagements laser-focused on users’ goals, type, and skillset.
Product data analysis and historic usage should show where and why product engagements should take place.
Establish User Behavior Metrics
Product metrics may redefine customer satisfaction, but business and marketing metrics still prevail. Organizations should consider product activations effectiveness when striving to assess user behavior. Only, product performance and customer feedback in conjunction with product data can deliver insights on user experience.
Revisit the Onboarding Toolset
Organizations need to revisit their toolset. They need to reassure if it enables them to capitalize on product data and customer feedback. Mostly because the existing toolsets may measure feature or account/user-level measurements.
But in the end, they don’t derive the necessary insights in regards to in-product behavior.In addition, exploitation of engineering teams deliver insights on past user behavior. Product teams need to acknowledge in real-time the bottlenecks discouraging adoption. This is the only way to optimize onboarding flows and evaluate accounts’ status.
Capitalize on Product Engagement Experimentation
The evolution of users’ skillset makes imperative the establishment of an experimentation framework. Continuous iterations should follow onboarding activations, to their very extent.
This is how they will keep on delivering value that aligns with users’ needs and workflow.
1) In regards to Customer Success onboarding, it will guarantee the internal buy-in from thousands of end-users. At the same time, data capitalization, assess in-app education activations end to end.
2) Tailored experiences are also critical to Self Serve activations’ success. Since they replicate Sales and Customer Success interactions. Iterating email activations, to bring users back in-app is not enough. Experimentation levers should consider product engagement activations too.
These are only indicative suggestions to consider. The micro view of any onboarding strategy may be the optimization of every touchpoint. But the big picture is far greater. It interrelates with successful synchronization within and across departments upon product delivery. It abandons vanity metrics and focuses on the value products’ derive.
The investment in product analytics and the development of associated metrics is only the beginning. In a few years, data analysts will deliver many growth scenarios having as a sole criterion historic usage.
The SaaS industry has disrupted the digital economy by capitalizing on a business model every organization will step on. But in the end, it will introduce something far greater. A way to deliver a better service paramount to the monitoring of customer behavior.