
Beyond One-Size-Fits-All: Customizing Customer Success Management Strategies with Insights from Our Bucharest CS Snack Breakfast
Navigating the intricate landscape of Customer Success Management (CSM) requires a nuanced approach that considers the unique dynamics of each organization.
Business size, industry, and stage of growth all play pivotal roles in shaping customer needs and expectations. By recognising these factors and tailoring their strategies accordingly, organisations can foster deeper customer relationships, drive long-term loyalty, and achieve sustainable business success.
It’s equally important to understand that there are certain factors in play, and knowing which truly works for your business is a journey of trials and errors, and strategic application. In our recent CS Snack event in Bucharest, we elaborated on the different business sizes – Startups, SMB and Enterprise, and what strategies best complement each stage. We also used the Start-Stop-Continue framework to simplify the learning process.
We assembled a varied group of Customer Success Management professionals, along with moderators – Mick Weijers, Valentin Dobrota, Irina Vatafu, Delia Visan, and Cristina Moise to make this article insightful and comprehensive. We also want to thank Custify to partner with us on this event.
Here are the topics we covered:
- Efficiency & Prompt Engineering (AI)
- Customer Success Enablement
- GTM Alignment with Sales & Marketing
- Value-Based Communication & Stakeholder Management
- Customer Marketing (Cases/Multi-Threading)
- Team Structure & Compensation
Below, we will share our learnings from the above topics:
Efficiency & Prompt engineering (AI)
The advent of AI has brought numerous opinions on the nature of its use, the ethical considerations, and much more, its efficiency in the long term. We’ve shared multiple discussions and still we learn different insights and applicability in every session of our events, thus during our Bucharest – Efficiency and Prompt Engineering Session moderated by Mick Weijers, we were able to gather different ways CSM teams are using AI within their organization.



One participant shared their success with AI-powered translations, expressing confidence in its accuracy. Others noted using AI for tasks like email and code writing, as well as sentiment analysis. Interestingly, AI’s use isn’t limited to writing—another attendee highlighted employing it to verify technical questions before passing them to the engineering teams.
This variety of applications demonstrates AI’s growing versatility in CSM and beyond, making it clear that teams are continuously finding new ways to leverage its potential. We also concluded a Start – Stop – Continue model from our session.
🟢 START: Using Conversation Prompts
Customer Success teams can begin leveraging AI-driven conversation prompts to enrich their interactions with customers. These prompts can help guide more productive discussions, suggest solutions, and anticipate customer needs.
🔴 STOP: Distrusting AI and Copy-Pasting
Many teams hesitate to fully embrace AI due to concerns over accuracy or a fear that it might replace human judgment. In reality, AI should be seen as an enabler, not a replacement. Another bad habit is the simple copy-pasting of AI-generated content without customization. This leads to generic, impersonal communication, which can damage relationships with customers.
Teams should instead use AI as a support tool, verifying its outputs and adding human context to ensure meaningful engagement.
🟠CONTINUE: Experimenting with AI
Whether it’s for sentiment analysis, content generation, data analysis, or predictive insights, AI offers endless opportunities to enhance processes and decision-making. Encouraging a mindset of exploration helps teams uncover innovative applications and optimise existing workflows.
The group also shared a list of efficient tools such as:
📌Bain&Co study
📌Churned.io
📌Staircase
📌Prompt writing suggestions
Meanwhile, we also discussed other more topics such as CS Enablement.
CS enablement
While moderating the discussion on Customer Success Enablement, we explored the distinct approaches required for enabling CSMs to support Enterprise versus SMB customers. It turns out there’s a big difference between this process of handling two types of businesses. However, a denominator is that you need a solid plan to train them on the right stuff – like knowing the product inside and out, having great people skills, and being tech-savvy.
Spearheaded by Valentin Dobrota and Delia Visan, we discussed different factors and how to manage them both in an Enterprise and SMB Setting. While the core principles of Customer Success Management remain consistent across all businesses, the differences in CSM enablement between enterprise and SMB accounts reflect the unique challenges and goals of each segment.
Enterprise VS SMB
- Focus Area
Enterprise | SMB |
✅ Enterprise customers often have complex needs that require CSMs to handle multi-level decision-makers and navigate longer sales cycles. ✅ The focus is on strategic relationship management, aligning with business objectives, and showcasing long-term value. | ✅ For SMBs, the focus is on quick wins and efficiency, as customers often have limited resources. ✅ SMB CSMs need to onboard clients quickly, deliver immediate value, and manage time effectively. |
- Product Enablement
Enterprise | SMB |
✅ Enterprise CSMs require in-depth product knowledge to tailor solutions for large organizations. They must understand advanced product use cases, customizations, and industry-specific integrations. ✅ Outcomes Focus: Enterprise CSMs must explain how the product can meet organizational goals, such as scalability and risk mitigation, rather than focusing on features. | ✅For SMBs, product enablement should focus on simplicity and ease of use. SMB CSMs need to communicate out-of-the-box solutions that can quickly address common pain points without overwhelming the customer. ✅ Outcomes vs. Features: Focus on real-world outcomes for SMBs, such as improved efficiency or cost savings, rather than diving deep into technical details. |
- Soft Skills Training
Enterprise | SMB |
✅ Enterprise CSMs should be skilled in advanced communication, able to present effectively to both technical teams and executives. ✅Training should focus on building long-term, strategic relationships by aligning solutions with broader business goals. ✅Additionally, CSMs must be equipped to handle escalations diplomatically, navigating complex situations that often involve corporate politics. | ✅ For SMB CSMs, personalized communication is key, as SMBs value a tailored, one-on-one approach. ✅ Training should emphasize quick problem-solving techniques to meet the expectation of fast resolutions. ✅CSMs should also develop negotiation skills to handle objections and present upselling or cross-selling opportunities in a natural, approachable way. |
- Technology Skills and Tools
Enterprise | SMB |
✅Enterprise CSMs need advanced CRM training to manage complex accounts, track long-term goals, and integrate AI tools. ✅They should also master various tech tools like Gainsight, Plan Hat, and Custify to ensure seamless service and generate valuable data insights. | ✅For SMB CSMs, training should focus on leveraging CRM tools and automation to streamline routine tasks, enabling efficient customer engagement. ✅They should also use centralized tools that consolidate customer data, engagement history, and product usage for quick, effective service. |
- Ongoing Learning and Continuous Improvement
Enterprise | SMB |
✅ Encourage cross-functional learning by having CSMs engage with sales, marketing, and product teams to better understand company-wide goals. ✅Establish peer mentoring programs where experienced CSMs can guide newer members, particularly in managing enterprise-level clients. | ✅ Provide self-service learning materials, such as videos and case studies, so CSMs can easily upskill at their own pace. ✅ Conduct regular workshops on efficiency, focusing on time management, automation, and prioritization to help them manage a high volume of accounts effectively. |
- Measuring Enablement Effectiveness
Enterprise | SMB |
✅Measure the success of enterprise CSM enablement programs by tracking key metrics like customer retention rates, upsell revenue, QBR success, and customer satisfaction scores (CSAT). | ✅For SMB CSMs, monitor metrics such as renewals, time-to-resolution for customer issues, account health scores, and Net Promoter Scores (NPS) to assess the effectiveness of enablement programs. |
On the other hand, CS Enablement for Startups was also another topic we expounded on during the session. Since startups are at a different scale, there’s also a different segment to CS enablement.
CS Enablement for Startups
In startups, Customer Success Managers (CSMs) often have to be their own teachers. A smart move is to find a mentor who can guide them and use online resources like:
📌Success Factors
📌Daphne Costa Lopes (CS Influencer)
📌Gain Grow Retain podcast
📌Churn FM podcast
📌How to Win Friends and Influence People Book
Another crucial factor to the CS enablement in the CSM for Startups is defining the Ideal Customer Profile (ICP). Why then?
Ideal Customer Profile
First, it ensures targeted strategies. Imagine having to align goals and behaviors without a customer profile in mind. Aligning with the Ideal Customer Profile (ICP) allows CSMs to implement targeted, value-driven strategies that enhance customer satisfaction and loyalty.



This move is also ideal for enabling efficient resource allocation, which leads to optimized resources. By zeroing in on ICP customers, the Customer Success team can focus efforts where they matter most, reducing churn and maximizing impact.
Determining your Startup’s ICP is also essential in promoting proactive support. The ICP helps CSMs spot challenges ahead of time, allowing for personalized solutions that build strong relationships. This will then allow room for training tailored perfectly for the ICP. And of course, Business Growth.
Keeping the focus on high-value customers drives business growth and keeps those renewals coming.
As for the new approach in CS enablement for startups, is the “Do more with less people” analogy, which is driven by the Product Led Growth Strategy, in which are the different key CSM enablement focus areas, mainly:
📌Content Creation and Management
📌Automation Tools
📌Marketing Tips and Tricks
📌Product-Led Onboarding
📌Data Analysis and User Insights
The Role of Customer Success in Sales and Account Management
The involvement of Customer Success Managers (CSMs) in enhancing customer relationships during sales negotiations is closely tied to the principles of Customer Success Enablement. By positioning CSMs as the main point of contact for strategic accounts, organizations leverage enablement strategies to empower these managers with the necessary tools, training, and resources to demonstrate their value effectively.
For instance, enabling CSMs to engage in the sales process not only requires them to have a deep understanding of the company’s offerings but also necessitates access to historical customer interactions. Recording sales calls with tools like Avoma or Jiminny aligns with CS Enablement by providing CSMs with valuable insights that inform their approach. This practice ensures that CSMs are well-equipped to handle customer inquiries, anticipate challenges, and offer personalised solutions that enhance the customer experience.
When taking over an account without prior context, CSMs should conduct thorough research and approach the relationship authentically. While some CSMs let customers dictate engagement cadence, this can complicate churn and renewal forecasts. Striking a balance between customer preferences and proactive engagement is essential; even casual conversations can help strengthen relationships.
Regarding upsells and cross-sells, companies should choose between a semi-hunter approach or a retention-focused strategy, trusting CSMs to navigate customer dynamics. Some customers may prefer sales-driven interactions, while others view CSMs as trusted advisors. The decision to “save” churned customers depends on factors like their strategic importance and the reasons for their departure. Effective Customer Success Enablement hinges on training that reflects real customer interactions, allowing CSMs to apply guidelines effectively and avoid frustration.
Integrating Customer Success Managers into the sales negotiation process not only enhances customer relationships but also lays the foundation for our next topic which is Go-To-Market (GTM) alignment.
GTM alignment work with Sales & Marketing
One of the biggest challenges in internal alignment within a company is maintaining a cohesive branding perspective. When different departments—such as Marketing, Sales, and Customer Success—operate with misaligned strategies, it can create confusion for customers.
For instance, Marketing may launch a creative campaign that highlights the brand’s innovative and playful nature, aiming to capture the interest and emotions of potential customers. However, if the Sales team adopts a more rigid, transactional approach during follow-up conversations, the experience can feel disjointed and contradictory.
In this GTM Session, moderated by Delia Visan and Irina Vatafu, we focus on these major discussions:
- The relationship between Sales and CS
- The extent of Customer Requests
- CS Contribution to Customer Acquisition
The relationship between Sales and CS
When the Sales team sees CS as a threat—believing that their interactions with customers might undermine their efforts to close deals—it can create tension and hinder collaboration. This perception can stem from a lack of clear communication and understanding of each team’s objectives.
To foster a complementary relationship, it’s crucial to address these concerns directly. For instance, if the Sales team fears that Customer Success might interfere with their commissions or lead to customer churn, it’s important to communicate clearly that the two teams can work together without compromising each other’s goals. Reassuring the Sales team that their commissions will remain intact and that CS is there to enhance customer relationships rather than take away business can help alleviate these tensions.
The Extent of Customer Requests
Customer requests – must have or nice to have and CSMs saying no
When customers request different customizations, it’s important to keep the balance between the customer needs and the business scalability. Saying ‘no’ is an important aspect of every customer relationship, but be mindful about the approach: always leave room for conversations.
When a customer asks for a specific feature or modification, it’s crucial for CSMs to evaluate whether it aligns with the company’s strategic goals and whether it can be feasibly integrated into the existing product framework. Responding with a flat “no” can lead to frustration or dissatisfaction, so it’s essential to approach these conversations thoughtfully. CSMs should communicate clearly why a particular request may not be possible at that time, citing factors like resource allocation, development timelines, or the potential impact on other customers.
However, saying no doesn’t mean shutting the door entirely. CSMs can leave room for further discussion by suggesting alternatives that could meet the customer’s underlying needs without compromising the business model.
CS Contribution to Customer Acquisition
Customer Success (CS) plays a vital role in customer acquisition, often acting as the bridge between customer satisfaction and new client onboarding. One of the key contributions of CS is in the development and refinement of the Ideal Customer Profile (ICP).
Moreover, CS can create compelling Customer Success Stories that showcase how existing clients have benefited from the product or service. These narratives not only highlight the value proposition but also serve as powerful marketing tools that resonate with potential customers.
Additionally, CSMs act as ambassadors for the product and the organization itself. Their direct interactions with customers position them uniquely to communicate the value of the product and the company’s mission, ultimately influencing prospects’ perceptions and decisions.



To further enhance these learning efforts, we can apply the Start-Stop-Continue framework.
🟢 START:
✅ Align Sales and CS to ensure smoother customer transitions and clearer expectations.
✅ Engage all stakeholders, including decision-makers and end users, for successful adoption.
✅ Understand the change agent’s personal challenges, KPIs, and goals to drive successful change.
✅ Embrace new tools and technologies to enhance efficiency and streamline onboarding.
✅ Provide extra support to traditional customers to ease their digital transformation.
✅ Adopt a balanced high-touch and low-touch strategy to meet diverse customer needs.
✅ Integrate personalization into automation to create tailored interactions that highlight value.
✅ Automate key processes like sending personalized KPI reports for consistent communication.
✅ Use tech and product jargon when requesting features, highlighting revenue impact to boost collaboration.
✅ Manage customer communities with a clear playbook to ensure valuable knowledge exchange and support.
✅ Host in-person and online events to strengthen community and boost customer retention.
🔴 STOP: Distrusting AI and Copy-Pasting
❌ Avoid leaving a gap between Sales and CS during the customer transition, as it creates misaligned expectations and unstructured processes.
❌ Stop relying on outdated methods like heavy Excel files, as they hinder efficiency and scalability in customer success processes.
❌ Stop focusing solely on the individual champion; involve key stakeholders like decision-makers and end users for broader adoption and satisfaction.
❌ Stop over-focusing on automation and efficiency at the expense of the customer experience.
❌ Stop sending generic, non-personalized messages that fail to demonstrate customer value.
❌ Stop relying solely on quarterly calls; use automation to provide regular updates and insights.
🟠CONTINUE:
✅ Prepare thoroughly for onboarding by demonstrating a deep understanding of the customer’s use case to build trust and create a smoother experience.
✅ Maintain a balance between a structured approach and flexibility in change management, recognizing that each customer’s challenges are unique for better outcomes.
✅ Collaborate closely between Sales and CS teams to ensure seamless product adoption and a smooth customer journey.
✅ Focus on internal alignment, not just between CS and Sales, but across departments to ensure a seamless customer experience.
✅ Recognize and celebrate quick wins during the change process to boost adoption and success.
✅ Leverage data to target audiences accurately and personalize automated customer interactions.
✅ Collaborate with tech teams to ensure data-driven decision-making and equip CSMs with the right tools to support customer use cases.
✅ Promote a common language between CS, tech, and product teams to align discussions around revenue and product improvements.
✅ Prioritize the creation and management of customer communities for better connection and knowledge sharing.
✅ Use data-driven strategies to continuously monitor and enhance customer satisfaction and performance.
Value-based communication & Stakeholder management
During the Value-based communication & Stakeholder Management session, our Moderator, Valentin Dobrota, once again compared how communication and stakeholder management differs in Enterprise and SMB.
In Enterprise environments, communication tends to be more formal and structured due to the complexity and size of the organization. Multiple stakeholders are typically involved, including executives, managers, and various departmental teams.
Here, we make a thorough comparison:
Enterprise VS SMB
- Understanding Customer Needs and Expectations
Enterprise | SMB |
✅ Enterprise clients have complex operations with multiple stakeholders, necessitating a focus on their business goals, KPIs, and strategic objectives. ✅ Communication should emphasize long-term impact, ROI, and scalability, as these clients expect CSMs to act as trusted advisors aligning solutions with their overarching goals. | ✅ In contrast, SMBs have more immediate needs with fewer decision-makers. ✅ Their goals center around short-term growth and efficiency, requiring clear, concise communication that demonstrates quick value and measurable outcomes, as they often seek quick wins and make faster decisions. |
- Tailoring Value-Based Communication
Enterprise | SMB |
✅ For Enterprises, it’s essential to demonstrate how solutions integrate into their broader ecosystem and contribute to long-term goals, utilizing data-driven presentations and QBRs that align with strategic initiatives. | ✅SMBs benefit from immediate, tangible results, so providing simplified metrics that highlight bottom-line impact and actionable insights during regular check-ins can be more effective than complex reports. |
- Stakeholder Management and Relationship Building
Enterprise | SMB |
✅ Managing Enterprise stakeholders involves addressing various departments with distinct needs, necessitating relationship-building across levels. Tailored communication is crucial; C-level executives need high-level insights, while department heads focus on operational efficiency. | ✅SMBs have fewer stakeholders, often allowing direct communication with decision-makers. Establishing trust with key contacts is vital, and maintaining regular, personalized touchpoints fosters strong relationships. |
- Managing Expectations and Delivering Value
Enterprise | SMB |
✅ Enterprises have specific SLAs and higher expectations for post-sale engagement. It’s crucial to manage expectations from the start and demonstrate value throughout the customer journey, anticipating complex escalation paths. | ✅SMBs prefer speed and simplicity, requiring early clarity on implementation timelines and results. Regular updates about quick wins are more impactful than waiting to present larger achievements. |
- Adapting Communication Channels and Frequency
Enterprise | SMB |
✅ Enterprises favor formal communication methods such as executive briefings and comprehensive reports. While communication frequency may be lower, it is more data-driven and structured. | ✅ SMBs value informal, quick communication methods, like emails and calls, appreciating immediate support. Regular, brief check-ins that provide quick value are preferred over lengthy reviews. |
- Adapting Communication Channels and Frequency
Enterprise | SMB |
✅ Renewal discussions in Enterprises often involve multiple stakeholders and longer cycles, focusing on aligning solutions with long-term goals while positioning upsells as extensions of their growth. | ✅ SMBs typically make quicker decisions but are more price-sensitive. Emphasizing short-term benefits of renewals and upsells, reinforced by case studies, effectively conveys value. |
- Navigating Challenges and Risks
Enterprise | SMB |
✅ Enterprises face stringent risk management needs, requiring proactive identification of potential issues and regular updates to stakeholders. Navigating corporate politics and addressing complex objections is crucial. | ✅ SMBs are often impacted by short-term challenges, so communication should highlight flexibility and resilience of solutions, ensuring scalability as their business grows. |
It’s also apparent that there are clients who do not engage with Quarterly Business Reviews, but it’s also possible to deliver value through alternative channels through these effective strategies.
📌 Content and Knowledge Center
📌 Short, Summarized Interactions
📌 In-App Notifications
📌 Automated Surveys
📌 Personalized Reports
📌 Educational Webinars or Workshops
Maximising Customer Engagement Through Accountability and ROI Measurement
Ensuring that customers realize the value of your product is crucial for long-term retention and satisfaction. Through accountability and ROI measurement, you can easily resonate with your audience.
One effective strategy to achieve this is to leverage an ROI calculator, enabling customers to visualize the financial benefits of your offering. By providing a clear picture of the return on investment, you empower clients to make informed decisions about their continued engagement with your services.
To complement the ROI calculator, relying on well-documented case studies can significantly bolster your approach. These real-world examples demonstrate how other clients have successfully utilised your product to achieve measurable results.
Regular check-ins, scheduled follow-ups, and progress assessments can help maintain focus on their goals and the commitments they’ve made. By setting clear expectations and timelines, you create a framework for accountability that encourages clients to stay engaged with your solution.
While there have been many strategies, we also compare what worked and what did not, to perfectly gauge which we can implement in the future.
Evaluating Strategies
Having more stakeholders on the call while reducing intermediaries proved effective, especially when all parties communicated using the same language. This approach facilitated clearer dialogue, fostered mutual understanding, and ultimately led to more productive discussions and outcomes.
What did not work was attempting to have a CEO-to-CEO meeting, which ultimately fell short. While involving the CEO can be beneficial for deeper alignment, it needs to be strategically planned. Additionally, we found that bringing in Subject Matter Experts didn’t yield the desired impact, as their expertise may not have addressed the immediate needs of the conversation.
Another strategy that was highlighted was celebrating milestones with customers through gifts, which can positively impact your relationship with them. Creating a customer hall of fame and celebrating birthdays or special events are also highly appreciated.
To support these initiatives effectively, it’s crucial to evaluate our team structure and compensation, ensuring that our teams are aligned and incentivized to foster these valuable customer connections, leading to our next topic – Team Structure and Compensation.
Team Structure & Compensation
Spearheaded by Cristina Moise, we gathered Managers and Directors in the CSM landscape on this session to talk about the team structure and compensation and how it has been contributing to the nature of the business.
We divided the participants into three teams – low touch clients, high touch clients, and one focused on CS function. Then we were able to determine our Start- Stop- Continue framework.
🟢 START:
✅Scale Personalization
To enhance customer experience without stretching our resources too thin, it’s essential to scale personalization for our low-touch customers. One effective approach is to implement group training or onboarding calls for lower-tier customers instead of conducting numerous one-on-one sessions. This not only saves time but also fosters a sense of community among customers. Additionally, leveraging automation and AI can help us send personalized messages and recommendations at scale, ensuring each customer feels valued. Tools like video screen recordings, such as Loom, can facilitate personalized replies, allowing us to cut down on calls while maintaining a personal touch.
✅ Explore Flexible Compensation Plans and Separate CS from Sales Commitments
Furthermore, exploring flexible compensation plans can help separate Customer Success (CS) from sales commitments, aligning incentives with critical goals like customer retention and growth. By designing compensation structures that reward team performance based on key customer success metrics, we can motivate our teams to prioritize long-term customer relationships over short-term sales goals.
✅ Encourage Cross-Department Collaboration
Finally, encouraging cross-department collaboration is vital for breaking down silos and ensuring a unified customer experience. Initiating cross-department projects and holding regular meetings between CS, sales, marketing, and product teams will foster communication and synergy, ultimately benefiting our customers and driving success across the organization. By focusing on these strategies, we can create a more cohesive and effective approach to customer success
🟠CONTINUE:
✅ Use Tiered Customer Success Models
To enhance our customer success initiatives, we must continue utilizing tiered customer success models. This approach allows us to allocate resources efficiently by tailoring strategies for low-touch and high-touch customers while enabling team members to upskill toward providing “white glove” service to our strategic clients. By developing specific workflows and support levels for different customer segments, we can ensure that each customer receives the appropriate level of care.
For example, Hootsuite uses Front to collaboratively reply to customers by pulling in various subject matter experts as needed, enhancing response speed without burdening the client. Additionally, adjusting compensation based on customer segment and role will further motivate our team to deliver exceptional service.
✅ Maintain a Customer-Centric Focus
Maintaining a customer-centric focus is also critical to delivering ongoing value and satisfaction. Regularly gathering customer feedback and adjusting strategies accordingly will ensure we remain aligned with their needs. It’s important to note that traditional metrics like Net Promoter Score (NPS) may not be effective in some regions, such as the UK, where customers may lack incentives to respond.
✅ Leverage Technology for Efficiency
Leveraging technology for efficiency is key to streamlining processes and improving scalability. We will continue utilizing CRM systems, customer engagement platforms, and automation tools to enhance our operations. Given the recurring discussion around the relationship between sales and customer success, we must also take advantage of Customer Success Qualified Lead (CSQL) models to foster proactiveness within the team and create a stronger bridge with sales.
✅ Promote Regular Team and Cross-Functional Communication
To promote knowledge sharing and collective problem-solving, we will hold regular team and cross-functional communication. Weekly team meetings will provide a platform for discussing challenges and sharing success stories, helping to align efforts across departments.
✅ Address Cultural Biases Across Teams
Finally, addressing cultural biases across teams is essential for presenting and implementing changes effectively in a multicultural environment. We will encourage open dialogue by creating safe spaces for team members to discuss cultural challenges and share perspectives, enhancing mutual understanding and collaboration. By focusing on these strategies, we can foster a more cohesive, efficient, and customer-centric organization.
🔴 STOP:
❌ Applying One-Size-Fits-All Strategies
Enhancing our customer success and sales strategies requires addressing several critical areas that currently limit our effectiveness. Firstly, relying on one-size-fits-all strategies fails to recognize the unique needs of different customer segments, which require customized approaches. We must shift away from uniform practices and focus on developing segment-specific strategies that better serve each group.
❌ Treating Sales and Customer Success as One Department
Additionally, treating Sales and Customer Success as a single department can blur the distinct objectives of each team. Sales focuses on acquiring new customers, while Customer Success is dedicated to retaining and expanding relationships with existing ones. Merging these functions can lead to neglect of current customers, misaligned priorities, and ultimately higher churn rates. To mitigate this risk, we must separate the departments and establish clear organizational boundaries.
This separation will enable each team to focus on its core responsibilities effectively. Moreover, we should align objectives and key performance indicators (KPIs) that reflect the unique contributions of each department to the overall customer journey. Encouraging collaboration, rather than merging functions, can foster cooperation between Sales and Customer Success through regular meetings and shared insights. It is also crucial to allocate resources appropriately to ensure both teams have the necessary support to excel in their respective areas, balancing efforts between acquiring new customers and retaining existing ones.
❌ Using Rigid Compensation Models
Using rigid compensation models may not incentivize the desired behaviors within our teams. To encourage a more customer-centric approach, we should move away from strictly commission-based pay and include bonuses tied to customer success metrics. Considering “spiffs,” or short-term incentives for Customer Success roles that meet specific objectives, can further motivate our team to align with overall business goals.
As we explore these changes, resources such as the Pulse event and the book Kiss, Bow, or Shake Hands will provide valuable insights to guide our journey towards a more effective and customer-focused organization. By making these adjustments, we can enhance collaboration between departments, better serve our customers, and ultimately drive growth and success for the business.
Lastly, we discussed customer marketing, in the field of Enterprise Customer Success.


Customer Marketing (Cases/Multi-threading)
During this session, we only had three participants – Custify, Verifone & Oracle, however, it was still as insightful as the rest of our sessions. Moderated by Cristina Moise,the discussion highlighted a clear contrast between two approaches. On one side was Oracle, which adopted a bureaucratic strategy for multi-threading, engaging a multitude of users within an account. On the other side was Verifone, where a single point of contact managed multi-threading, with interactions concentrated within one specific function of the company.
In our Start-Stop-Continue framework, we concluded the following:
🟢 START:
Engage multiple stakeholders by reaching out to various decision-makers within customer organizations to strengthen relationships. This approach navigates situations where influential contacts act as information gatekeepers. Implement multi-channel outreach using diverse communication methods, such as email and webinars, to connect with different audience segments. For example, involving field sales and account managers can lead to warm introductions. Invest in marketing automation tools to enhance campaign efficiency.
🟠CONTINUE:
Personalize content by tailoring messages to your audience’s specific needs and interests. Align sales and marketing teams to ensure consistent messaging and effective strategy execution. Build strong customer relationships through regular engagement and value-added interactions like quarterly reviews and informal meet-ups. Adapt your communication style to suit customers’ preferences, utilizing methods like phone calls or WhatsApp. Stay updated on industry trends to maintain relevance.
🔴 STOP:
Stop relying on a single point of contact within customer organizations, as changes can disrupt relationships. Discontinue one-size-fits-all messaging that doesn’t resonate with specific stakeholder needs. Avoid working in departmental silos, leading to inconsistent messaging and customer confusion. New Customer Success Managers (CSMs) should refrain from mimicking previous CSMs’ styles that may not fit their persona or the current customer dynamics. Embrace adaptability for genuine connections.
Join our events and be a part of our group of Customer Success Professionals. Benchmark ideas, learn about the new trends, and keep yourself updated on the latest happenings in the market.
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