Charlotte Kennett

#general - May 12, 2025 at 12:21 PM

@Charlotte Weiss - if its any consolation, it took us 5 years of trial and error, refining our processes and systems, and getting people onboard before we were able to operationalise anything consistently. Having someone partner with you in legal to make sure there is a baseline and process is vital, too, as it's often a case of accepting levels of risk. In terms of systems, it really has to be somewhere that doesn't require a lot of jumping through hoops + governance in place to get a source of truth. Happy to connect separately if helpful 🙂 (I think I know a few people in your team ;))

#10-community - May 09, 2025 at 03:30 PM

Gainsight's platform is great, if the rest of your CS org use it, it's a customer marketing goldmine. Good luck with your community project! Community building is one of my favourite things ever (I helped launch over 30 brand communities when working with Gainsight's main competitor ;))

#10-community - May 09, 2025 at 02:45 PM

@Shelly Ryder - the difficulty was to get people aligned and bought in, the actual process design and solutioning is actually relatively straightforward. My goal was to make the community part of as many departments as possible, but for that they needed to get value from it, and for it to be part of their day to day.

Ideas delivered = product management had accountability for including community-sourced ideas in their product lifecycle, as well as maintaining the status and progress of ideas.

NPS = program execution sat in my team, so it was relatively simple to measure the delta between community users vs. non

Cost avoidance = we used relatively industry standard methods for that through sample surveying, where we prompt visitors to tell us the purpose of their visit, which is similar to what you are suggesting

Pipeline influenced = we included our community and programs as touchpoints within our demand gen/lead scoring. Even without the CRM integration; every webinar they attend, program they engage with, etc. we made sure we used the processes and toolings on place from marketing operations and tracked via campaigns.

#general - May 09, 2025 at 02:32 PM

We created custom fields within a legal review section. And no, we had different scenarios: our standard clickwrap would allow us to use a customer logo/names as part of a wider list, without disclosing any commercial/use information.

Clickwrap = limited use

The field would also only be populated IF there has been a form of review, either from the clickwrap, review or reference activity

So in the field Logo Use, we had:
Yes / No / Limited / Unknown

And then in the justification field, we'd either have a link to the terms, the release, or what not (and the update was dated)

Means we could create reports for the sales teams, and our peers in the wider marketing department.

Maintaining this was part of our standard operating procedure, as well as legal.

It took a WHILE to get something going, and getting alignment with legal, but once it was up, what a blessing!

#general - May 09, 2025 at 10:47 AM

Haha - well before we used Gainsight, we built an email flow in our email marketing system, and would manually batch-upload the target emails on a monthly basis. We were still able to make it seem like it came from the CSM 😉 One thing to consider, is that surveys often have a completion rate of between 7.5/10% (based on # of people you send it to), so anything you can do to optimise the way that NPS survey is served will really help you; think like a marketer. I'd also really recommend sticking with JUST the NPS question, and having a free text box; it's great to see what is top of mind for people to understand what influences their scores

#10-community - May 09, 2025 at 09:13 AM

@Shelly Ryder - hopefully not too late for you, but this is how I shared impact of our community across the business.
The key here was that we had associated KPIs that were aligned and shared with those departments, which is what helped us prove business value. The ones that are in green are ones we actively measured and were tied to specific metrics.
Ultimately, the only things my execs cared about was money saved and money earned, so we needed to make sure that whatever we did with our community was able to translate into that.

#general - May 09, 2025 at 09:02 AM

Morning & Happy Friday! Not sure if this is the right place to post to say hi 👋 and introduce myself here. (Apologies if it is, and thank you for indulging me if it isn't ;))

🌍 Location: South London 🇬🇧 (and originally from )
💻 Role: CX/Post Sale Marketing Leader (Former Sr. Director of Customer Experience Marketing at Blue Prism & more recently Former Community Marketing Programs Lead at Reddit)
💪 Intro: I've spent my career at the crossroads between community management, CX and marketing, and I truly believe that B2B marketing needs a good shake-up and get closer to customer functions. Working hand-in-hand and breaking silos with Customer Education, Support & CS was a complete game changer for us at Blue Prism. I am currently between jobs (first time in 8 years) and doing some freelance work until I find my next ✨ dream job ✨
🫶 Love: My tiny human, Pixel 🐾 and my other half. I am an unapologetic nerd, and have enjoyed spending time catching up on some classic RPGs on my handheld gaming PC when I'm not reading some trashy romantasy.
😆 Fun fact: I found my career calling from being the president of a fan-club for a Dutch heavy metal band in my early 20s
🔗 LinkedIn: https://www.linkedin.com/in/charlottekennett/

#general - May 09, 2025 at 08:59 AM

Aaaah - so I completely rebuilt our VoC program when I got promoted in my last role, and we our NPS surveys alongside CS leadership.

We made it as an always-on program, and following a specific cadence. We used Gainsight's Journey Orchestrator to manage the segmentation and outreach, and built specific playbooks to help them serve it. The team really benefitted from our team's marketing skill set to get that going.

However, we would then push all the data in Qualtrics which made the data easier to manipulate, and was our central repository for all things surveys and feedback analysis, the dashboards were also easier to customise for our execs and leaders, as well as the text analysis.

I would suggest that NPS is just one data point, and would also report on Customer Effort Scores across our digital platforms and various transactions, and again we aggregated all of the feedback and data into Qualtrics, so that we had a full picture of everything.

Happy to connect on it further if helpful :)

#general - May 09, 2025 at 08:54 AM

Hey @Madeline Coke - we tracked this in SFDC, and only the legal team and my team were allowed to make the updates. We'd track all of the "acts of reference" in Gainsight (and so did the CS rep if we didn't have visibility on it), and that got pushed into SFDC too.
We spent A LOT of time doing enablement with sales to educate them on how/when they could use (and couldn't use) logos, and I just generally became everyone's biggest pain in the butt when they weren't following the rules.
But yeah, you need governance and alignment for it to work, do you have someone who could support you in imposing said governance?