Jyoti Bansal explains how AppDynamics measures customer happiness by tracking whether customers get the ROI promised during the sale. They sit down with buyers at three and six months to compare actual results against the pre-sale model, then create remediation plans if targets miss. This accountability preserved relationships even when expectations fell short.
Questions this video answers
Three months after the sale and six months after the sale.
Chapters
Thanks for coming. This is great. Sounds like you have a passion around NPS and measuring customer happiness. So what are the secrets there to customer happiness or what have you learned around that?
I think what we learned at AppDynamics as the secret is that customer. How do you define if the customer is happy? And the way we ended up defining is if the customer has gotten the value that they thought they are paying for, if they'd gotten the value that they thought they are paying for, they will be happy, most likely, and recommend to you. So how do we become systematic about it? So in most. When you're selling into large enterprise, almost all the time before the sale, you create some kind of ROI model or some kind of a business case that if you buy, if you spend $100,000 with us, you're going to get $300,000 worth of return of your money in three years. Something like that. Right. But rarely, any company goes back after the sale and proves that they delivered that roi. So we adopted a process which was kind of unique at that time that we would go after the sale, like three months after the sale and six months after the sale, and we'll sit with the buyer and say, this was the ROI that we built together before the sale. Let's see how we're doing on it. And we will, you know, and we'll fill out the spreadsheet.
You deliver what you claimed you're gonna deliver to the customer.
And if we delivered what we claimed, customers were happy. Yeah, but at the. Sometimes you can't deliver what you claim. Things happen. Like, you know, from. It could be our fault, it could be customer's fault. And then we would say, okay, if we didn't deliver what we. Or we are not tracking towards delivering that, let's build a plan together and go and make it a joint goal to get there. And, you know, customers always liked it that we were holding ourselves accountable to delivering the value we promised. So to me, that's been the secret of how do you get high NPS scores. If some way you can ensure that you delivered what you promised, customers will.
Be so do you go back at month three and month six and have an honest assessment of did we meet, do we deliver what right? And when you went back and some of those customers were angry because the sales guy said something that wasn't true or the product didn't work when you went there, did you ever lose them when you actually went there? Because I find you don't lose too many if you actually get out there and go through this, no matter how angry they are.
Exactly right. If you go and talk to them and say, hey, let's see if we did deliver the value or not. And I said, hey, you said, we will give this value and we haven't got it. And we'll say, okay, let's see, can we remediate it? Can we fix it? Right. And if you have the conversation of that, we are serious about remediating it. Customers like that, right? You don't lose them if you're serious about it.
