This chapter explores the role of Customer Success Managers (CSMs) and the negative consequences of the overvalued emphasis on having a named CSM, such as unrealistic customer expectations and excessive pressure on CSMs. The hosts suggest shifting towards scalable customer success programs that provide value without the constant presence of a CSM.
This week, Jeff takes a quick look at the idea that every customer gets a CSM. This belief has resulted in high costs, lower impact, and a mistaken idea that the CSM is the solver of all problems.
Instead, focus on your top revenue generators for 1:1, and look at scaling the rest in an effective and valuable way. Strong self-service is much more valuable than a CSM with a 500-customer book of business with little to no interactions and no additional programs to support their needs.
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