Full Funnel Revops Strategy
Sales, Customer Success and Support Department Build
Goals:
-Remove cross functional silos so everyone owns customer experience
-Create customer journey that every department knows how to impact change & leverage data -Remove survey fatigue: remember these are real people, not just dollar signs!
-All this takes time, phase the build out together so it sticks!
Operational -CRM CONSTRUCTION, CUSTOMER JOURNEY FLOW:
How to you structure our CRM and sales, renewal, and onboarding pipelines to handle our free and high value client program?
Consider: dedicated Private Client advisor program, smooth handoffs between sales & onboarding, and proper exception handling.
**CRM should be leveraged as a transparent tool to unify and standardize data to prevent scattered documentation and notes. Used to streamline processes and prevent redundancy in processes and conversations. NO DIRTY DATA
Step 1: Verticalize roles and define focus
-Make clear distinction on customer journey stages and ownership
-The higher the volume, the more segmented it should be to ensures QA -Understand tiers: Support=lower, Customer Success=Higher customized advising
Note: I’ve watched roles take on other duties causing inconsistent performance, skewing metrics/projections and losing customers. This affects leadership's ability to identify vertical capacity issues which leads to affecting budget for scaling: techstack (automation and tool) and hiring decisions.
Ie: Sales doing onboarding, Customer Success answering support tickets.
Vertical functions:
Sales:
-Focus on qualifying new opportunities, discovery and negotiating/closing sales -Metrics: $ quota, win/lost rations/ QA for lead source, defines acquisition cost/lost and demand gen performance
-Impact: Marketing performance, Product feedback
Onboarding (higher tier and enterprise):
-Focus on educating users to quickly get them live -Metrics: time to revenue, bottlenecks, CES
-Impact: Product optimization, sales expectation of delivery
-Customer Success (higher tier and enterprise):
-Focus on partner growth, renewals and retention
-Metrics: MRR/ARR, net $ expansion, NPS, Referrals
-Impact: Marketing outlets, BD Partnership opportunities, Product/Feature requests, roadmap optimization and validation
-Support (lower tier accounts):
-Focus: Retention and customer experience
-Metrics: CSAT, CES, Resolution Time/Interactions per issue, proactive-Educating
-Impact: FAQs, Content marketing, Engineering Bug fixes, Onboarding QA
Step 2: Dissect the customer journey into the functions listed above to optimize and standardize field mapping
-Data mapping/labeling complementing goals and performance accountability:
-Making sure to keep pages clean with relevant fields, not flooding -Dashboards: See high level to lower level to discover bottlenecks
-metrics are high level, half the picture. Find identifiers of where to dig in: -IE: Churn might not be bad if the person emptied their crypto to buy a house -Onboarding might extend because more people are adding on more products increasing the number of onboarding steps
-build reports that create full customer journey picture to optimize project mgmt:
-Track customer journey performance - identify roadblocks and high converting lead sources
-Track individual performance - is the team burning out, do we need to hire/automate, someone needs more coaching?
-Track revenue/goals
-Track variable pay - transparency % to goal to keep team on track
-Coach teams to utilize dashboards as tools to help prioritize their activities and identify roadblocks and jump into the weeds to mentor high performers -Automate email for company wide updates EOW
-location to geofence if indicated interest in upsell (only US and Canada) -LTV, Time to revenue
-Understanding other department goals to ensure we are tracking and segmenting to
leverage data cross functionally to full potential for smart decision making and planning
-Marketing: segment marketing campaign target audience or campaign
performance
-Product/Eng: tracking product feature requests and demands to influence
roadmap
-BD: track referrals for potential business partners and co marketing opportunities
(Ie depins: filecoin=secure file sharing/ custodying docs securely->inheritance.
Demand for products- ORDINALS
-Finance: Projecting new client funnel, close rates, churn rates, budgets etc
-Operations: Inventory and replacement tracking (who keeps breaking their
hardware!)
GTM Plan:
-Important to be able to track product demand to influence roadmap and target
right audience for announcement
-Identify early testers to give feedback to ensure product is release quality
-Consider a segmented roll out function to prevent unmanageable support
volumes causing terrible customer experience
-Give Sales/Post sales time to learn product and update KB to speak effectively
and troubleshoot
-Automation (internal/external)
-Automate repetitive tasks so everyone can focus on high value activities along with renewal/content touch points to avoid client falling through the cracks -PLAYBOOKS: Outlined guide with procedures, best practices for verticals to follow reduce # of forms and REDUNDANCIES:
-Automated steps that can be customized based on client’s stage and needs
-Could trigger content, email automations, follow up reminders, assignment to an advisor (round robin)
-Dates, touchpoints, renewal dates, segmenting stage and product
-Prioritization (contact and opportunity management)
-Lets everyone be strategic about how they organize and prioritize outreach take guesswork out of processes reducing churn and maximize positive touchpoints
-Health score, % to close, tier levels
-Access control
-Controlling who has access to update fields to ensure verticalized accountability and QA
Step3: Sales, onboarding, escalation handling: Example Sales->Onboarding CRM FLOW:
Sales function:
-Precall: -Optimize typeform to capture and auto populate pre-sales fields to set convo up for success
-CRM should be set up as an assessment/checklist so that he doesn't miss client needs, add ons, or upsell opportunities (or make sure he is engaging 2nd key holders! spouse/kids/co-employee)
-Set up customer for hot handoff and scheduling:
-explain next steps clearly, identify advisors and set clear expectations to
prevent attachment. SALES needs to keep retention in mind! -Post call Automation: Sales Updates stage to onboarding:
-Sales: Playbook:: generates post call email and scheduled automated reminder 24 hours and 2 hours before onboarding meetings (show rates) -CS: triggered notification of new client assignment
Onboarding Function, Sales to CS:
ONBOARDING: Critical: Define clear internal/external Sales to Onboarding flow and Onboarding to CSM handoff aka playbook.
–this is for dedicated support/assigned advisor:
CS triggers onboarding playbook:
-1 QA: Review sales notes and approve: advisor should only have access to approve and click the checkbox (will build QA dashboard)
-Sales/onboarding should have weekly or biweekly meetings to discuss anything off in QA/projection volumes
Playbook:
-:2nd: creates an onboarding checklist to be customized and shared WITH private client in the call to visually layout the onboarding process and to keep timeline expectations tight- people don't like to let people down!
-3rd: customize automated scheduled follow ups before end of call
-Onboarding complete: CS update stage closed, trigger post sale automation for follow up reminders and renewal date
Step 4: Post sale optimization, renewals and growth playbooks & automations to prevent escalations:
-Maintain relationships proactively by leveraging touchpoint fields and categorization fields to schedule personalized follow ups and personalized automated content that is relevant to their particular use case.
-Happy users = referrals =free advertising = highest converting leads -Consider additional add on extensions, integrations for optimization ie-email opens, tracking other forms of communication/activities outside of call logs -GHOSTS: identifying these people and bringing them back to life - reengagement
If escalations happen:
-Goes back to health scores to predict escalation probability (maybe knew this was coming)
-Understand if these are isolated or mass events which will affect product sprints -Establish alert levels for and who is brought in for each
Level 1: Department Manager/Head Level 2: Technical teams
Level 3: C-suite
-Establish post mortem handling QA ->incident report to update internal docs -Work to refine process and optimize escalation playbook
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SALES CUSTOMER JOURNEY SEGMENTS: BITCOIN OGS vs DEGENS
-Consider expected questions a client might ask based and what might people want to know more of.
Consider the risks: ensure client’s success, how would we craft an excellent experience for them - both before the sale and after
Persona: Risks/objection handling topics for Bitcoin Maxi/Crypto OG:
-turned off by altcoin offering, might see us as going against their beliefs: -decentralization- don't tell me what to do with my stuff -trustless- Dont look at my stuff
-self-sovereignty-I should only have access to my stuff
-Doesn’t trust the security of our technology or our “partners”-trezor/ledger
-Maybe isn’t technical so needs a lot of hand holding to make the change
-Cost- free versions or “lending” wallets (mostly for alts but putting this here anyways) -Since they dont trust us they expect top notch customer service to build that trust
Sales 101: Get to know your clients. Validate the “stereotype”
Phase 1: understanding the customer/discovery: ask questions and LISTEN to the answers
a)Identifying lead source: confirms marketing budget appropriately allocated for high converting leads along with asking relevant questions to identify lead persona and problem to solve (ie referral vs google search)
b)Ask the right questions: identify upsell indicators:
-What we want to know:
-Tell us about your crypto journey: follow up with additional questions: -Why are they looking for this solution?
-identifies the problem so we can precisely define the solution -Do they want to switch to a competitor or use it as another custody product?
-identifies competition. lets us know how to differentiate; gauges
conversion opportunity -What are their concerns?
-acknowledge and reiterating concerns to echo needs and build
trust
-Do they invest in other crypto or are they interested in the world of web3?
-lets us know how educated they are with web3 and how to upsell
in future-BTC degen with ordinals??
-How do they use crypto and their assets? Do they HODL, Ape, or a normie? Any dabbling in alts? Connecting to dAPPs? (i know btc maxi, but some of them dabble)
-lets us know the specific use case and which product features to
highlight: ie Hold/spend?
-How are they holding? Do they have other offline, cold or even hot wallets?
-Maybe we can onboard them today without waiting for the intro
package to be delivered
-What do they know about us? If a referral: who referred to them and why do they like our product? If not a referral: How’d they find us?
-Lets us know their knowledge about us/Custody and what sentiment they view us in, and if they were thinking about a better solution or if they stumbled upon us
-What other “assets” do they invest in outside of crypto (ie real estate, tradfi, gold, art etc?
-Have to build trust before you can ask these questions. But this gives us an idea of they have some type of estate/trust in place
c)relate to the client during the convo (aka remember to be a human):
-Talk about my crypto journey/team’s BTC journey
-Talk about my experience with other clients looking for similar products (community and apart of a larger group)
-Empathize about how much there is to learn and how we’re all still learning and how we are going to take care of them
- People are more likely to buy from people who they like vs the price of a product.
Phase 2: Pitching the Product aka solving the problem
*are they the right fit for us? If so, continue, if not, recommend and connect to referral partner:
a)reiterating a summary of all findings/expectations/problems from LISTENING b)Addressing all the solutions: focus on: decentralization, trustless, self-sovereignty
-Questions I’d expect them to ask: -is this secure?
-Cons of paper wallet: destroyed, lost, stolen
-Enhances security- paper wallet single point of failure, multi-sig... multiple barriers to compromise from common security threats -Educate on custody types (bad actors)
-custodial-company hold your keys (custodian) -self-custody- you hold your keys
-multi-sig- requires multiple self-custody keys to approve access/trx
-Hardware wallet- offline self-custodial -What are the fees/is this worth the money?
-Putting a bet that your house doesn't burn down or a thief takes your keys
-Keeping crypto in offline wallet prevents from accidentally signing bad transactions
-Be transparent with cost, use value adds to validate $ -What happens if my phone breaks?
-Can help with recovery: white glove customized support 24/7 -Can I/How can I take money out of my wallet?
-yes, you are in control - might want to educate on utxo’s
Other selling points: Selling Points:
--White Glove customized onboarding and ongoing support (rare
in web3, typically need to find discord/telegram/twitter) -What if I lose the internet, or we tank-how do I access my funds?
-step by step recovery and encryption on computer -Recreate vault by using your public keys:
-Geonosis: Eth/ Sparrow BTC
-engineer verbiage to prevent this from being a churn point or selling as another option
-Do you keep my information (I don't want to KYC)? -Self-custodial: no (although could change if there are partnerships on horizon that require this)
-Can my family access it?
-Follow up to clarify if they want them to access it or not -Yes: can have multiple users hold a key
-or NO: only you can access unless you want to give access
-Self-custodial, you’re in control
-multiple security measures (keys) to prevent hacking- You can choose 3 or 5 sigs -Offline : cant connect to dapp
-diversification of holding assets
-Penetration testing and high level of encryption
-Recovery help for any circumstance: lost phone, computer, no internet etc
-customized onboarding, we actually take care of you
-Continued support, 24/7 as resource to help with any questions and to take care of your requests
-In good company with the rest of the users in the COMMUNITY
VALUE ADD/UPSELLS:
d)Phase 3: asking for the sale
-reiterate problem<>solution and close^everything we went over
-“Based on X,Y,Z this sounds like we have everything you need, the X tier would be a great solution for you...”
-reassurance of decision “Let's get you set up for your cold wallets and scheduled for onboarding so we can take our time walking through set up and to address any other questions that pop up, what do you think?
-If lower tier- (if they have a hardware wallet) we’d have a process to onboarding right away- maybe spiff to sales.
-Inheritance program-generational wealth and peace of mind curating the setup process
-Hold your keys and pass along to family to ensure they have access after life
-Ledn partnership
-leverage your crypto as collateral, put it to work for you
-if they’re not 100% sold, Empathize their concerns, reiterate that we will provide anything they need to help make the decision. Let them try it out (free) and let the product and white glove service sell itself.
-give Sales Associates the power to make decisions to approve 1 month
free trial etc
-For most clients, slow and steady- quality <> quantity = prevent a process that feels like an assembly line
c) Phase 4 for VIP Private Client: Setting next steps for onboarding: Setting clear expectations and reassurance for onboarding:
-Welcome package with everything you need
-You’re going to get your own personal advisor who will help with customized onboarding and ongoing support
-Keep your family or professional partner involved
-removing complicated product bottlenecks with short videos and demos to watch before initial call so they can come prepared with specific questions.
-24/7 live, actual human support for emergencies
-Reminders of health checks
-Quarterly to make sure you’re taking care of
-Keep you updated on BTC news
-*consider invite only webinars for private
-Ensure high privacy at every step
Phase 5: Implement post sale experience and retention aka take care of them:
-Automate reminders & playbooks: health checks, renewals, upsell opportunities, check ins
-Content articles: State of BTC news, company updates etc -CSM bi-monthly/monthly check ins: humanize the relationship
-IN APP CHAT, messages, pop ups to connect to live agent (give them the option to connect because of privacy issues aka IP)
-Offer live webinar style security training
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SCALING SUPPORT FUNCTION
Consider- More free subscribers and more white glove high value clients (d3c and B2b) -How to scale our support function to allow for broad based support at lower value plans, while maintaining our ability to do high touch support at high value plans
High touch support should NOT be considered account management and a customer success function for VIP Prive High Networth Clients/Whales/Enterprise ie Family offices. This support plan is built for lower level tier volume for free, standard and to maintain premium and higher.
Ps: Support is also sales material
Goal: Proactively educate and provide resources with the purpose of lowering ticket volumes and backlogged issues so advisors can allocate more time to whiteglove personalized higher tier members. The goal here is to scale effectively while limiting budget costs & how to make sure the customer doesn't have to call us back!
First: Build knowledge bases that define & document everything as a foundation to build on: customer persona, onboarding bottle necks, leveraging data to find churn risks.
Second: define the mission cross functionally: which goals and metrics we want to maintain or improve and how does each department contribute
Third: Consider segmenting team to focus on particular tiers and escalations -Tenure: Jr vs Sr goals
-Shifts to scale to 24/7: AM, Mid, PM
1. Knowledge base
a. External Resources (FAQS) - Having a beefy knowledge base is the heart of
self service and automation:
proactively provides solution to common support ticket/call
problems-lower ticket volumes
Less clicks = quicker answers = lower bounce rate
reorganize in an easily navigable way-
We don't want users to just type in their questions in the
search bar because it prevents them from seeing all help
topics and piquing their interest
Easy to follow video tutorials/gifs
Give users the confidence to try things on their own
Gives user encouragement that they are following steps
accurately
^lowers customer effort score (how hard it is to do
something, NOT how hard it was to find something)
Error troubleshooting
a. Provide more details on error coding and troubleshooting tutorials for self solutioning
4. Chatbot Prompts
a. Having a clean FAQ flow helps support map out customer
journey and implement effective chatbot flows 5. Escalations:
(Internally)define escalation policy, SLAs, Tiers
Externally have a handling and complaint policy (side by
side with privacy policy and other legal docs.)
b. Internal (Support Handbook/Team accountability): documentation of internal team and cross functional processes
Support Team
Triage map of issues:
Macros - Canned responses for advisors to utilize as a one touch response
Faster resolution to common tickets
Ensures a QA standard across the team
Risk mitigation-verbiage and red flag encounters
Fraud: Indicators of questionable activities: fraudsters trying to tap into our flow to compromise wallets or databases.
Document how to authenticate requests in addition to how to handle and report questionable activities internally
Document can/cannot say
Escalation Processes handling resource
Define how to manage your accounts with team defined labels and
CRM processes
Objection handling to prevent downgrading
Defines team metrics and goals around permanence expectations,
core competencies and performance improvement plans (PIPs)
Cross Functional Processes for escalations
Universal Cross departmental resource-
unites company in product lingo and great resource for any role to promote universal knowledge
Document updates as product evolves or new features are introduced instead of silo’ing product info by single document. aka stuff we don't want to put externally but should be knowledgeable about in higher level convos
Legal/compliance/regulation resource: education vs verbiage: what we can and cannot say
Competition analysis and positioning: understand other companies product to deal with push backs including product flows and pricing structure to be able to speak to/identify differentiation and value creation
This is where customer journey mapping will live
2. Automate proactive touchpoints
a. Content marketing (not sales marketing) for education, reputation and retention: building trust touch points (email, text, social, inapp, chat)
Automated updates on product, firmware updates, new features - email/text or in app depending on what info we keep (consider updating data privacy statement)
Highlight trusted partners and testimonials - expand reputation and trust
Case studies and blogs
b. Renewals: confirm payment methods and prevent surprises to prevent ghosting
3. Optimize reactive requests: Chatbot *proactively answers common support questions or guide users to appropriate knowledge base articles- not meant to replace Advisors but limit request volumes*
a. Leverage Internal knowledge base to build out and optimize machine learning flows
i. Links to FAQs, videos, testimonials etc
b. Gain valuable insights into customer behavior to customize to weak links in FAQs
i. Leverage chatbot user behavior to work cross functionally to optimize product difficulties/bottle necks, fill in missing information on website, help marketing optimize website and campaigns
1. Volume by channel, chat duration, % completed (effort), wait times/ response/resolution times, abandon rate, even link performance
c. Link direct to live chat or live phone after 2 requests
d. Offer chat in many different languages to customize process
Webinars:
QA: Invite only to control who participates
Focus on specific “bottleneck” topics
This is our chance to get multiple generations involved- think outside of the box
and don't forget about family
Segment team/ Support vs CS
a. High Tier support - proactive & personalized communication: more CS function
than support
Assigned Advisors: need to spend more time customizing and personalizing outreach
Quicker response times- Clients value their time so need to be quick to respond, meet them where they are (meaning if they call us, we need to be ready to help)
Personalized training - 1 on 1 sessions to guide them through updates, health checks, new roll outs
Leverage feedback differently: *private clients are more “corporate” and like to feel like their contributing to the bigger picture, consider a “board” to gather feedback so they are “early adopters that have the opportunity to shape the company’s product to suit their specific needs” <-typically will refer because they want others to see what they have helped to build aka status
1. Also great alpha testers and first phase roll out!
2. Will give valuable feedback for BD opps- refer us to financial planning, tax prep, philanthropic planners <-market entry opportunities
v. Goals: Focus on retention, LTV, building a strategic business partnership vs user
b. Lower tier support - more reactive communication
i. Focus on standardizing processes- leveraging KB resources and videos ii. Prioritize efficiency in responses to prevent escalations and longer
resolution times- quicker response and close times
iii. Optimizing self serve options to lower volumes - proactively maintaining
resources and canned responses
iv. Goals: High resolution rates, CSAT, identify champions to leverage
individualized feedback
Dashboards: Mix metrics with human feedback
-Support can easily turn into survey addiction: avoid of survey addiction and teams seeing a score and trying to improve, it turns into a flywheel
-these surveys are “after the fact” or “how we did '' but we want to be more proactive at both user support and private levels
-Surveys=what they say they did vs behaviors=what they actually did
-Identify and understand how to prevent churn risk leveraging both insights
-First contact rate isn't always accurate:
-users might say it is resolved when it isnt and they call back -should track repeat calls from someone with 7 day time frame -implement better questions: ask “is this the first time you’ve called”
-A/B testing on surveys
-eliminate false negatives
-Implement a “disagree or agree” sale vs “effort scale” <-more standard scale -Don't fall in love with averages- median (middle of all #) and mode (most chosen #)
-Dispher different metric types
-Micro experience=CES=transactional experience -Macro experience=NPS/CSAT
Build a community <- WEB3 MUST:
-Leverage building a community to identify champions to test new releases and give feedback (community led growth)
-communities often turn into a source of support to address common questions. -Use to re-engage ghosts
-More specific feedback outside of just metrics: actually engage in convos and take interest in your users
-A place for users to advocate for your product!
-Get some competitor analysis insights
-Drive reputation by engaging with users outside of support/account mgmt
-*Can better control the narrative!!
What's the goal with support? -Optimize UX?
-Determine feature investments? -Just to keep people happy?