To get into some details. My CSMs are more non-traditional. Here's a breakdown of their role/responsibilities:
- Our product is a small part SaaS and a large part service, they own onboarding for the SaaS piece, and initial adoption
- They also own fulfillment which is the service piece and the largest part of their day to day and they're biggest KPI is revenue recognition
- They do not have to attend business reviews, the account manager owns the relationship and runs those (CSMs do attend if there are outstanding things to be delivered, but play only a small part)
- They're not responsible for renewal
- Identify potential upsells (this has been happening naturally, but they are not KPI'd on it though we are tracking CS qualified leads)
Current KPIs are:
- Fulfillment Revenue
- Onboarding within 30 days
- Churn
The reason they're tied to churn now is that when all products are delivered within a certain timeframe of the partnership, churn drops significantly, so if the CSMs don't do their job customers are more likely to churn. That being said, they currently have little to do with the management of the actual relationship (outcomes, building relationships) that it's starting to feeling a little odd. They also try to deliver by month 9, meaning for the last 3 months of the partnership (during renewal talks) they may not even speak to the customer.
That was long, but I have been noodling over this for a while and would love some insights from the community!