Q&A | How Do You Decide Whether CS or Sales Owns Revenue from Customers?
Aug 8, 2024
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Tackling the dilemma of revenue ownership, the discussion reveals insights on whether Customer Success or Sales should take charge. It delves into the merits of role specialization, distinguishing between 'hunters' and 'farmers.' Explore effective decision-making frameworks and the importance of a motivating compensation plan. Learn about the Leading Indicator of Retention and the necessity of CFO collaboration in these strategies. Keep those questions coming for more enlightening conversations!
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Quick takeaways
The balance between specialization in sales roles enhances efficiency but risks neglecting customer relationships, impacting lifetime value.
Designing a compensation plan that aligns with long-term customer retention leads to sustainable growth and better incentivizes nurturing relationships.
Deep dives
Deciding Revenue Ownership: Specialization vs. Generalization
Determining whether customer success (CS) or sales should own revenue generation involves considering the context and structure of the sales team. The trend towards specialization arises from the need for distinct roles—hunters to close new sales and farmers to manage renewals and expansions. This specialization can optimize the strengths of individuals for specific tasks, allowing skilled closers to focus on acquiring customers rather than managing ongoing relationships. However, the model presents challenges such as creating potential disconnects during handoffs and incentivizing team members to prioritize their metrics over the overall goal of maximizing customer lifetime value.
Pro and Cons of Specialization
While specialization in sales roles can enhance efficiency, it comes with disadvantages that must be managed, including the risk of neglecting customer relationships. Specialized roles may lead to individuals focusing solely on their specific tasks, like BD representatives pushing for quantity over quality in leads. On the other hand, having a generalist approach can create alignment, as salespeople will be more invested in the success of their accounts if they manage the entire sales lifecycle. Nonetheless, without specialization, the risk lies in not utilizing the distinct skill sets of team members, which may hinder overall growth potential.
Effective Compensation Structures for Teams
Designing compensation plans is crucial to ensuring the sales strategy aligns with organizational goals, particularly when roles are specialized. A balanced compensation strategy discourages local maximums that could arise from incentivizing short-term metrics, focusing instead on lifetime value (LTV) goals. A suggested approach involves paying a portion of the commission upon customer sign-up and the remainder once the customer reaches a predetermined leading indicator of retention. This structure incentivizes salespeople to maintain their involvement in nurturing customer relationships, ultimately fostering sustainable growth and higher retention rates.
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Navigating Revenue Ownership Between Sales and Customer Success
Today we have another mailbag question, and let me tell you: I love these.
Today's question is one that's come up a lot lately for the portfolio over at Stage 2 Capital -- "How do you decide whether CS or Sales owns revenue from customers?"
Here's what you can expect:
Pros & cons in specializing roles between hunters and farmers
A framework for decision making based on LTV captured in the first sale
Designing the most motivating compensation plan
The concept of Leading Indicator of Retention
Why you need to collaborate with your CFO
So, keep the questions coming. You can drop it to me on LinkedIn. If you're on Spotify, there's a common section.
You can drop it there. You can email us at podcasts@hubspot.com and maybe your question will tackle next.