Ben Lee is Catalyst's very first CX Program Manager. He is responsible for building out various Digital Customer Success programs to help supplement our amazing CS team while providing efficient and meaningful self-serve resources to our customers at scale.

In my previous article, I elaborated on data infrastructure and hygiene and how that is the foundation for being able to successfully engage your customers, identify healthy benchmarks, and formulate success metrics for your Digital CS campaigns. Those are all important things you’ll need in place before you launch — but launching doesn’t mean you’re done. There are lots of things to keep in mind once your campaigns are out in the wild. 

Measuring Impact

Once your Digital CS campaigns are live, the next thing you’ll need to focus on is measuring impact. There are multiple areas you’ll want to pay attention to in order to know whether or not your campaigns are actually moving the needle in the right direction. 

Some examples of what you should pay close attention to include: 

• Engagement analytics. Are users opening your emails and clicking on the links shared? Are they watching the majority of your video content or are they dropping off before the halfway point? Most tools you use, whether you’re launching email campaigns or hosting video content, should provide basic engagement analytics related to the above. If you come to find out your user engagement is generally low, that could be a good indicator that your content needs to be refined. Perhaps you need to simplify your email copy. Or maybe your video is too technical in nature or a tad bit too long. Running A/B tests is a great way to validate your assumptions. 
• Conducting experiments. Reviewing engagement analytics will give you insights on the what, but experimentation will give you insights on the how. In comes A/B Testing. With this method, you can launch two different versions of content within the same campaign so you can quickly see which approach is resonating the most with your audience and pivot accordingly. This helps fast-track your progress and allows you to figure out the right approach much faster. This method not only helps out when you need to increase low engagement, but also helps you refine your content in general as well. 
• Product adoption. In my last article, I touched on establishing benchmark metrics and success metrics prior to launching a Digital CS campaign focused on increasing product adoption. This ensures you know what healthy activity looks like and what specific outcome you are hoping to achieve with any given campaign. So with that said, you’ll need a way to regularly monitor progress. This could be a product adoption dashboard within your CSP (e.g. Catalyst) or perhaps a business intelligence tool like Looker. 
• Customer feedback. Are you asking customers for feedback? If you are engaging customers at scale, how exactly do you know how they’re feeling about your content and their overall experience? Analytics can only tell you so much, and nothing beats hearing it straight from the horse’s mouth. The customer can tell you how things could be improved, areas you should double down on, etc. It could be as simple as dropping in a quick link to a Google Survey Form in your emails and/or content library. Then the most important part is reviewing your feedback, surfacing common themes, and taking action. 

Driving Efficiency

The last thing I’d like to touch on within this series is helping your internal colleagues become more efficient via Digital CS. For example, if Digital CS at your organization is exclusive to a certain customer segment rather than the entire customer base, that is a missed opportunity to drive more efficiency across the entire CS organization. 

For example, just because an account has a dedicated CSM, that doesn’t mean there isn’t room for Digital CS to lend a helping hand. Let your CSMs focus more on the strategic items on their plate while Digital CS can assist with things like enablement (e.g. new user training) and awareness (e.g. providing updates about their account and new product offerings). This can free up significant time for CSMs to focus more of their efforts on things like Success Plans, Executive Business Reviews, and establishing deeper and broader relationships within their book of business. 

Just like CSMs were the new kids on the block not that long ago, Digital CS is barely getting started. 

I hope this series was helpful in providing more insights into what Digital CS consists of, and how it can add tremendous value for your customers and internal partners alike! 

If you want to learn more about how Catalyst can help with your Digital CS needs, click here.