The right role for the selling motion

Jeff Breunsbach

The debate runs long whether or not CSMs should own the commercial aspects.  There are many nuances to a business model, industry and end-user that could help determine that. 

(MAJOR GENERALIZATION) In general terms, we typically see that: 

• SMB --> CSM owns the commercial (renewal, upsell, cross-sell)
• Mid-Market --> Account Manager might sit side-car with a CSM to handle commercial aspects
• Enterprise --> Account Executive may still own the commercial aspects

How are you evaluating the right role for these commercial aspects of a customer relationship? 

 

Tagging a few who might have good perspective to offer: @Ziv Peled @Ben Bunting @Kristi Faltorusso 

Jeremy Donaldson

We use the following alignment for all accounts: CSM | SE | SE | TAM

CSM - relationship, value, and renewals
AE - growth and sales
SE - solutions support, POC, demos
TAM - dedicated technical for customer who pay for the premium service

We also segment by region, customer size/opportunity, spend, and complexity.

Tech touch - lowest complexity, lowest growth opportunity, often the "status quo" customer
Growth - medium complexity, liked by the customer, has future plans we can align to and add value
Strategic - We are a core part of their business structure and process. Most complex relationships

Kristi Faltorusso

I believe that the CSM should own the renewal and other commercial aspects depending on the nuances of the industry, company, product etc. but the renewal is a must. At InelliShift, I have designed it so that the CSM owns the renewal, expansion (adding on more assets) and upsell (adding a new product to their existing assets) but we have designated resources focused on Cross-Sell as this mirrors that of a new sales motion. 

David Ellin

I'm in favor of CSMs owning revenue growth and renewals. That said, 'subtle' selling is a skillset that a CSM must have in order to be successful and training should be provided. Growing revenue does not use the same skillsets as would be used in a support role.

One must be strategic in how they approach revenue growth especially with customers who need new solutions but are struggling with existing solutions. This comes into play when building Strategic Account Plans as well.

David Ellin

@Jeremy Donaldson In your model, how closely tied to the customer is the AE? Are the engaged with the CSM and customer on a regular basis with their finger on the pulse all the time or do they pop in and out when it's time to sell something?

Jeremy Donaldson

It varies with each AE. The AEs who are the most successful and are quota overachievers seek to play an active role in the account. We had one sales rep who went 650% quota because he sought to be active and close to his accounts. 

BenB

@Kristi Faltorusso  - we follow similar structure however we are in works to start building an Account Management role to start focusing more on expantion/upsell/crosssell.    This will be within the CS department. 

I imagine that role could grow into expansion, renewal, RFPs, Demos of new solutotions.  but intially it will just be upsell.

Jeff Breunsbach

Are you focusing that role on a certain segment of accounts @Ben Bunting?

Jeff Breunsbach

Wow that's amazing @Jeremy Donaldson  - with all of the roles on the account like you mentioned above, how does everybody stay in sync with what's happening and make sure not to confuse the customer? 

Jeremy Donaldson

@Jeff Breunsbach - The CSM owns coordination of all players involved with the account. Personally:

1. Copy all regularly involved members in all communication with specific call outs to those who need to take immediate action.
2. Regular and consistent internal sync meetings - strategic / growth accounts or renewals within 120 days on a weekly basis. All other accounts bi-weekly.
3. For non-core team members, a prep call before anyone can join a call with the customer to ensure a consistent story and communication from the team.