What other CTA's do you track?

jr56266
jr56266 Member Posts: 5
Photogenic First Comment
in Strategy & Planning

Hello Everyone,

When i help create systems, below are the CTA's I make sure are set up, do you all have anymore I could add to the list?

1. Payment Alerts - An automatic notification for when a client's payment is overdue. This can lead to a deeper dive to understand any underlying concerns or challenges.


2. No Login Notifications - This CTA can act as an early warning sign of potential churn. If customers aren’t logging in, it’s vital to understand why and address their needs.


3. Onboarding Tracking- The beginning of a customer’s journey is crucial. CTAs that monitor their onboarding progression and adaptation to key features can help address any initial roadblocks they might face.


4. Usage Alerts-Dips in product usage might suggest dissatisfaction. Such CTAs give CSMs a heads-up to proactively reach out, understand, and resolve any underlying issues.


5. No Usage of High-Cost Products-When customers invest in premium features but aren't maximizing their use, it's a missed opportunity for both parties. This CTA can be the gateway to a meaningful discussion on value and optimization.

Comments

  • Michelle Wideman
    Michelle Wideman Member, Success Network Members Posts: 54
    Third Anniversary 10 Comments 5 Insightfuls 5 Likes

    Support tickets-too many could be a sign that training is needed, not enough can outline a risk of churn. https://customergauge.com/blog/customer-churn-risk

  • Ed Powers
    Ed Powers Member Posts: 164
    Third Anniversary 100 Comments 25 Insightfuls 25 Likes
    There are any number of triggers or metrics that could be used. The key is knowing what should be used, and it varies by situation. Hint: The only ones that matter are those that influence customer decisions (churn/renew, buy less or buy more) or reduce your Cost-to-Serve.

    I suggest you consider the 6-step process I facilitate with my clients and teach my CS Ops students:

    1. Gather and analyze churn, retention, expansion and contraction reasons from customers directly using qualitative and quantitative methods. Use Pareto analysis to associate NRR and cost impact. 
    2. Look upstream to form hypotheses about processes and indicators that may predict downstream customer behaviors. 
    3. Gather data and analyze factors (X’s) for covariance with customer decisions (Y). Narrow the list to only those demonstrating statistical significance and moderate strength. 
    4. Build and test predictive models directly from the most promising factors. Use these to make customer health scores data-driven and increase predictive power. 
    5. Within all respective functions (CS, Sales, Marketing, Product, Support, Pro Services, etc.), analyze causal relationships between predictors and team process performance metrics or triggers. 
    6. Implement, learn, manage, and continuously improve KPIs that covary with health score predictors (max 10-12).

    This approach connects the daily activities of employees across the enterprise to retain and grow customer relationships. And when leaders systematically improve their processes, functional KPIs in turn drive customer health, which predicts customer decisions, which improves your company’s financial outcomes. It also mathematically shows the ROI of your CS team in ways the C-Suite and board understand: company valuation. 

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