I have just taken over customer success for a new company. They just implemented Gainsight last year and it is just getting off the ground. The renewal is quite an uptick in price and my boss wants to split cs software between Gainsight for our enterprise clients and Custify for our SMB. We have a LOT more SMB, which I understand makes it expensive, but the idea of two separate tools sounds like a nightmare to me. Has anyone had experience doing it this way? I definitely don't want them to get rid of Gainsight altogether…Thoughts?
Is the renewal increase correlate to the increase in customers managed within GS?IMO it is an absolute show stopper to decide to implement two systems (understanding you can have this split-brain scenario due to an acquisition, etc) unless the management, visibility, targets and integrated systems are all different as well.Some initial scary thoughts with 2 systems:- integration volume, ie, SFDC now feeds/gets changes from two systems- logins for your SSO platform, which can cost more $- company-wide dashboards - now you can't use organic GS/Custify stuff but rather have to push it out and aggregate it, as Kevin saysTo Nathan's point - I'd do a bake-off/reevaluation of GS vs Custify and see if its meeting the goals of the purchase and the new contract cost.