Customers are using your customer success team as support?
Here’s why that’s happening…
💩 The CSM role is ill-defined. Nobody seems to know what it’s purpose is, and so it devolved into an extension of support.
💩 There’s no difference between CSM, account manager, sales, or other customer facing role responsibilities.
💩 Implementation introduces the CSM post-onboarding, so the customer thinks it’s support (a better way: have the sales rep intro the CSM post-close).
💩 The support function is overloaded (or doesn’t exist) and can’t handle complex problems. The customer escalates and CSMs are forced to take the lead.
💩 There aren’t any metrics that show the CSM team impact on revenue.
Instead of support, CSMs could be:
– Identifying pain
– Communicating value
– Sharing best practices
– Meeting new stakeholders
– Leading meetings with stakeholders
– Advocating for customers inside your company
– Identifying success risks before they become renewal issues
Much to gain by doing cs the right way: brand advocates, renewals, expansion sales.
What does your company expect to gain from having a CS team?
View Original Discussion and LinkedIn
