Ideally, they have a direct line back to the product team, so they can fix anything that isn’t working and develop new features customers need. They’ll notice if new features aren’t working as billed. They can tell when a customer isn’t getting the best use from a product. Presales people know the customer, and they know the technology. In other words, you basically need the skill set of presales. You have to have rolled up your sleeves and worked with the customer’s engineers side by side. You have to really understand the technology.
![csm top 100 models csm top 100 models](https://www.bugatti.com/fileadmin/_processed_/9/1/csm_bugatti-models_40fe9d123c.png)
How do you influence a prospect like that? Not by acting as a message-taker.
#Csm top 100 models software
They’re working with the savviest and most educated consumers the company sells to: their existing customers, people who know the software inside and out and whose BS detectors are highly tuned. It’s hardly a recipe for customer success.Īnd it’s not the fault of CSMs. The result? The unequipped (CSMs) leading the uncommitted (everyone else). While salespeople and presales engineers are compensated for closing deals, the time CSM spends on existing customers is time taken away from the work they’re actually compensated for. If the customer complains about a botched deployment, they call services.īut no one on those teams wants to be involved with customers.
![csm top 100 models csm top 100 models](https://www.gainsight.com/wp-content/uploads/2013/10/xv-v.png)
If they see the customer isn’t adopting the product, they’ll bring in product management. What they do - and all they’re really hired to do - is spot problems and connect customers with other skilled teams.