Tech Check: Apptegic

Boston-based start-up Apptegic formally launched its new offering at TechCrunch Disrupt NYC conference last month, officially joining the fray in the emerging customer engagement measurement market.  Given the very high cost of customer churn on revenue and profitability, tools such as those offered by Apptegic allow cloud computing companies to proactively monitor and respond to customers in an effort to reduce or prevent churn.

Apptegic is similar to competitors JBara and Totango. Like them, Apptegic’s mission to help firms understand their customers in order to keep them, make them successful, and sell more to them. Each examines customer visit frequency and online behaviors, helping software engineers identify product changes and enhancements. Each enables Customer Success Managers to identify trends and personally respond to “at risk” customers, or identify those who may be receptive to up-sell or cross-sell opportunities.

But Apptegic does some things differently. The company offers greater depth of understanding by collecting more data and adding the ability to score interactions against essential Key Performance Indicators (KPIs). By analyzing more data than simply which product the customer purchased or how often they used it, the application allows better conclusions to be drawn about specific customer segments and behaviors, enabling more relevant, context-dependent decisions. Reporting capabilities are correspondingly more advanced, allowing analysis over different periods of time and with greater stratification (e.g. by user, account, and segment) which can better assist product and service improvement efforts. Apptegic then delivers more sophisticated filtering capabilities to generate responses in real-time, directly and automatically from the customer’s application. Online actions can include sending tailored customer support or marketing messages that automatically and intelligently guide customers to their next steps.

Apptegic’s product offers potentially greater advantages for many cloud computing companies by promoting better targeting, scalability, and predictive modeling. In circumstances where less information is collected or known about target customer segments during the sales process, Apptegic allows more ways to analyze and segment users according to common needs, value, and profitability after the fact. Through greater automation, customer service and success management can be less manually intensive and more productive, allowing companies to focus their more expensive human resources on market segments and accounts that truly justify them. Having more variables also enables more robust churn modeling. Companies can design and run statistical experiments, testing and optimizing customer “treatment” strategies even further, resulting in approaches that have the greatest impact on customer retention at the minimum cost.

Apptegic’s early clients include Constant Contact, Vela Systems and Dyn. Pricing varies from $200 to $4,000 per month according to account structure, number of unique users and events per month, and number of Apptegic users at the customer site. The company offers a free trial period for those who want to kick the tires. For more information, visit Apptegic.

CSM Performance Management Done Wrong

Managers often perceive differences in how individuals perform sales and customer service, implementing management practices that make things worse. Faced with the challenge to improve results, many establish numbers-based, “pay-for-performance” systems to reward good employees and punish bad ones. Motivating by comparing, ranking, and paying people according to their individual results just makes sense. After all, prestigious business schools and prominent corporate leaders espouse meritocracies. The “carrot and stick” approach is so widely used that it must be right. But this philosophy is flawed and counterproductive, especially in operations like Customer Success Management. Why? Supervisors wind up focusing on the wrong things and demotivating their employees.

Call centers are a case in point. Managers keep detailed statistics such as call handle time, call quality and conversion rates. Most then rank agents based on their numbers. A pep talk might sound like, “Bill, I see you are near the top on quality, but you’re only about average on your call handle time. Keep up the good work, but you need to go faster!” In addition to coaching, call centers use a variety of bonuses and awards to single out and further motivate agents, believing it’s the answer for achieving high service performance.

How well does it work? The fundamental question is to what extent performance can be attributed to the process (i.e. technology, workflow, customers, training, policies, etc.) or to the people. We studied this question examining average handle times (AHT) and quality scores (QA) for a group of 55 agents over several months. If performance was due exclusively to process factors, individual rankings would be decided by chance alone. If people factors entirely determined results, ranking would always be same, month after month.

Using statistics no more complicated than the probabilities of flipping a coin, we found that individuals played a role, but nowhere near as much as managers expected. In the agent population, only 13% exhibited non-random behavior for QA and 22% for AHT. Combining both metrics, we showed less than 6% of agents had performance that could be attributed to something other than chance. Clearly, rewarding and recognizing individuals for outcomes dominated by systemic variation was a waste of time—and many agents knew it. Management time was much better spent improving the process than motivating the people.

Surprisingly, experts have shown that reward systems can be demotivating, especially when it comes to tasks people enjoy. Psychologists classify motivation as intrinsic (doing something for its inherent satisfaction) or extrinsic (doing something in anticipation of a separable, dependent consequence). Ask people in customer service why they do the job and most will say it’s not the money but because they like helping people. In other words, service people tend to be intrinsically motivated. Years of scientific analysis confirms that virtually every type of reward that is contingent on task performance undermines intrinsic motivation.¹ The flip-side is also true—management threats, deadlines, directives, and competitive pressures also backfire. Quality guru W. Edwards Deming felt so strongly about the obstacles caused by ranking people according to the numbers that he insisted leaders eliminate it in his famous “Fourteen Points for Transformation of Western Management.”²

So does this mean employees shouldn’t be rewarded or held accountable for their work? Absolutely not! In any distribution of people, some will excel and others will struggle. Leaders must help everyone do a better job, and for statistical outliers “manage up or manage out.” But leaders must also understand better results come from better processes, and should make process improvement their primary focus. They should also set aside relative ranking and competitive reward systems, choosing instead to practice leadership and instill teamwork. And not all extrinsic motivation is bad. We found that service employees respond very favorably to team-based goals and incentives that promote cooperation and process innovation—enhancing, not hindering, their natural inclination to serve customers and each other.

And what about CSM functions mixing sales and support? In these cases, small, individual sales commissions may be appropriate, but great care must be taken to balance and clarify job expectations and goals. Many times employees view sales and service to be at odds, and for good reason: customers don't want to be "sold to," but appreciate assistance making a decision. Framing the task as identifying needs when they surface and helping customers decide in a subtle, consultative way tends to be much better received than pressuring CSMs to meet monthly upgrade and renewal quotas at the expense of good service.

Often the road to hell is paved with good intentions when it comes to performance management. With great service increasingly the market differentiator and a primary driver of customer retention in subscription-based revenue models, managers can’t afford missteps. Spending time unproductively improving service performance or lowering front-line employee satisfaction and engagement can be disastrous. Using a more enlightened approach to performance management avoids pitfalls and pays much higher dividends.  

Footnotes:

1.    Ryan, R. and Deci, E. (2000). “Intrinsic and Extrinsic Motivators: Classic Definitions and New Directions,” Contemporary Educational Psychology, issue 25, pp. 54-67.  

2.    Deming, W. (1982). Out of the Crisis, pp. 70-85, MIT Center for Advanced Engineering Study, Cambridge. ISBN 0-911379-01-0

Best Practices of Practice Fusion

“I just signed up for this new software package,” my friend Dr. Grace Alessi said over Margaritas at a family outing on Mother’s Day. “It’s incredible!”

Formerly an internist at a family medical group, Grace started an independent medical practice in town two months ago. It’s called Balanced Well-Being Health Care of Fort Collins, Colorado. She and I were catching up, and I told her I was doing work in cloud computing these days. Grace proceeded to RAVE about how wonderful the cloud concept was and how much she liked her new web-based application.

When opening her new office, she had considered buying a software license to manage medical records through her former practice, but the cost would have been $15,000 right out of the box. It was well out of her budget for just getting started. Instead, she discovered Practice Fusion, a freemium SaaS offering that manages Electronic Health Records (EHR) for medical offices.

She couldn’t believe how easy it was to set up and use. “They said, ‘Live in Five’ and they weren’t kidding!” Practice Fusion advertises that any new customer can be up and charting patients in five minutes. Grace said they solved a browser issue on her computer right away and she was rolling, as promised.

“I have a dedicated assistant, Jason, who’s fantastic. I can call for him help any time. He always answers, ‘Yes, Dr. Alessi, how can I help you?’” Practice Fusion boasts over 170,000 users and says it’s the fastest growing EHR application. Clearly the company has found a way to keep an intimate feel while scaling operations quickly. They understand the personal touch makes customers raving fans, and they’ve implemented the technology, staffing, and processes to make it all work. Can they keep it up? The robustness of their strategic management system will ultimately determine that; how well their practices enable planning, execution, and learning amidst rapid growth.

Grace said she didn’t know how Practice Fusion could make money with a free price tag, and commented that after a while she didn’t even notice the ads scrolling at the bottom of the screen. She said she would have paid $100/mo. without blinking since it was still a fraction of what she would have spent. Do the math. With over 170,000 subscribers, that’s a cool $17M per month run rate if everyone felt the same way. I’m left wondering if advertising to physicians brings in anywhere near that number.

If being free, easy to use, and HIPAA compliant weren't enough, Practice Fusion further differentiates by publishing ‘three nines’ of availability in their Service Level Agreement (SLA). In the medical industry, system reliability is obviously a concern. The contract offers service credits if the company doesn’t deliver. Grace didn’t mention this, but to me it’s always impressive to make a customer promise and hold yourself accountable to it.

Looking at what I’ve written above, I need to clarify: I’m a management consultant, NOT a paid spokesman for Practice Fusion. Neither is Grace. But her enthusiasm is contagious—to use a medical term. And like recognizing the attention to detail that distinguishes Ritz-Carlton, a two-time recipient of the Malcolm Baldrige National Quality Award and perennially successful in the commodity-driven hotel industry, I appreciate rare SaaS companies like Practice Fusion that understand unparalleled service is the key to low customer churn, higher referral rates, and maximum profitability. After all, SaaS stands for “Software as a SERVICE.” Sure, some IaaS and PaaS vendors may scoff, saying SaaS providers serving end customers are the only ones needing to worry about good service, but last I checked the acronym applies to them, too.

“I don’t know why anyone would buy anything else. What’s going to happen to the other software companies?” On that cloud computing observation, Grace asked the most important question of all. From their actions, it's clear Practice Fusion intends to be here for a while.