The podcast discusses the negative consequences of overvaluing named CSMs, such as unrealistic expectations and excessive pressure. They suggest focusing on scalable customer success programs. They also highlight the importance of prioritizing resources based on the Pareto principle and building strategic relationships with key accounts.
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Quick takeaways
Having a named CSM for every customer leads to high costs, lower impact, and a mistaken belief in their ability to solve all problems.
Focusing on scaling customer success programs and utilizing self-service options can provide more value than relying solely on dedicated CSMs for every account.
Deep dives
Overvaluing named CSMs and the pressure it creates
The podcast episode discusses the issue of overvaluing named Customer Success Managers (CSMs) and the unintended consequences it brings. The speaker points out that customers have come to expect a named CSM during the sales process, leading to the misconception that having a named CSM means receiving special treatment. However, this approach has backfired as CSMs become a catch-all for every customer need, which is unsustainable. To address this, the speaker suggests reevaluating the practice of assigning a CSM to every account and instead focusing on scaling customer success programs that provide value to customers. The emphasis is on developing valuable customer programs and optimizing CSM time on the right accounts.
Shifting focus to scaled customer success and optimizing CSM resources
The podcast highlights the importance of shifting focus towards scaled customer success and optimizing CSM resources. The speaker suggests that not all accounts require a dedicated CSM, and resources should be allocated based on the law of averages, where the bulk of revenue comes from a smaller subset of accounts. By doing so, CSMs can be more strategic and develop deeper relationships with key accounts. Additionally, scaled customer programs should be leveraged to provide high-level assistance to other accounts, reducing reliance on individual CSMs. The goal is to free CSMs from mundane tasks and redefine the role beyond being a named account owner.
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The Overvalued Role of Named CSMs and the Need for Scalable Customer Success Programs
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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