The Customer Success Manager (CSM) is often considered to be the key contact for a customer... once the sale has been made. The CSM takes over from the sales representative, who has negotiated and obtained the signature of the contract.
Yet, as the guarantor of the customer experience, the CSM should be involved as often as possible, from the very first exchanges between the company and the customer. His or her involvement in the pre-sales phase is essential to deliver an effective customer success strategy. Find out why in this article.
No pre-sales CSM: a strategic error?
It's a challenge that all Customer Success Managers face at one time or another, sometimes on a daily basis:
How canwe be sure that the value promised during the pre-sales phase will actually be delivered afterwards?
This is a legitimate question. The entire customer journey is based on the expectations created by the sales team, and the promises made in the pre-sales phase.
Quite a responsibility for Sales! And for the CSMs too...
Yet they are rarely involved in the discussions and negotiations that precede the sale. Many CSMs meet the customer after the contract has been signed. This strategic error has a number of consequences... including the loss of information, which is detrimental to the experience delivered.
Often, CSMs involved only in after-sales don't have all the data about the customer, his expectations, the promises made to him. So how do you deliver an aligned, tailored and memorable experience? How can we deploy a customer success strategy that guarantees satisfaction?
When two teams work in silos, it's hard to answer these questions. This has a negative impact on the end customer. For my part, I chose to focus on pre-sales projects, because I believe that the Customer Success Manager has undeniable assets to contribute during this phase.
By being present from the outset, he can see for himself which aspects of the service are essential for the future customer. Do they need a particular feature delivered before a company-critical deadline? How do employees plan to use the product? These are just some of the promises the company will be making before signing the contract, and whose fulfillment will be closely linked to future customer satisfaction.
Participating in demonstrations and gaining insight into the customer's business needs, as well as better access to decision-makers, will significantly improve project completion. And the long-term retention of the contract.
This is the ultimate goal, and the figures confirm it: retention is a key driver of growth... Especially in times of crisis. In 2023, companies that succeeded in retaining their customers in this hostile climate grew 1.8 times faster than their peers (source: SaaS Benchmarks Report ChartMogul, 2023). But to achieve this kind of growth, thanks to a good B2B customer experience, and then optimal retention... Let's go back to the starting point: the involvement of CSMs right from the pre-sales stage.
Why involve a CSM in the pre-sales process?
I'm convinced that companies have everything to gain by installing a CSM, at least for strategic accounts.
At a time when artificial intelligence is on everyone's lips, and taking on an ever-greater role in the world of work, humans still have their say.
It's not uncommon for a major customer to criticize the company for lacking guidance, or for having to repeat information already stated during initial discussions.
There are many advantages to having the CSM on board right from the pre-sales phase.
These include :
- Enhanced customer value
Bringing value to the customer, again and again.
Help them make the most of the service they have purchased.
This is the sacred duty to which all CSMs are dedicated as soon as they take up the mantle of Customer Success Management. By being present from the very start of the business relationship, his task will be made a little easier.
This is because they can more quickly identify the criteria that define "value" for the customer. The notion of "value" can take many forms, from the efficiency with which the CSM's teams take charge of the project, to the speed with which results are delivered, to the personalization of the support offered.
The sooner the CSM becomes involved in the customer relationship, the better the value can be identified and delivered. It's a real virtuous circle!
- Enhanced customer satisfaction
By ensuring the presence of the CSM from the beginning of the service through to its implementation, we create a very positive common thread for both parties.
This gives the company selling the service a sense of responsibility, since the person who has made certain commitments from the outset will always be present afterwards. For the buyer, it's an added security.
" You can remind me of all these promises during the course of the project," CSM tells his new customer.
By better aligning customer expectations with what the company can deliver, the CSM plays a "balancing" role. On the one hand, the CSM is concerned with customer satisfaction, and on the other, with signing and renewing the contract when it comes to an end.
In my professional experience, this came into play when I introduced myself to the customer during the pre-sales phase, before I "took up my post" as CSM. For example, if the customer mentioned a point on which he had high expectations, I was able to tell him that I would be there for the rest of the project. And so, he could remind me of the personal commitment he'd made two months earlier. So, no repetitions, no forgotten information... And greater satisfaction.
- A more qualitative customer relationship
With this method of pre-sales involvement, the CSM will have easier access to decision-makers. It's to them that we make the presentations at the beginning of the process. And it's also with them that it's vital to maintain a relationship of trust, before the project starts.
However, when the CSM's role is limited to after-sales, its access is also limited to operational contacts or the internal project manager... Only. Discussion with decision-makers is limited, depriving the CSM of a certain vision.
And yet, to weave the most qualitative customer relationships possible, the CSM has every interest in forging links with all its contacts. From decision-making positions to operational teams. This maximizes the project's chances of success. Global expectations are identified more quickly. And action is more easily taken.
Especially when it comes to key accounts, where affection, trust and the quality of the relationship are all the more important for the success of the project and the renewal of the contract. And there's no secret about it: this trust is established before signing and onboarding, in the presence of the CSM.
- A better corporate culture
If politics plays an omnipresent role in your company, watch out for the consequences. For example, if each team tries to pull the rug out from under the other, in pursuit of its own objectives, regardless of whether or not achieving them is beneficial to the company's overall goals... Beware of the consequences on productivity, internal understanding, and above all, the degradation of the corporate culture.
To avoid this, one solution is to create a winning Sales / CSM duo. This approach of working in "tandem" rather than "silo" reinforces an essential element of corporate cohesion: Accountability. In other words, the responsibility that each team, each individual, bears for the accomplishment of their actions.
Example: if I get a customer to sign a €100,000 contract, knowing full well that there is a huge risk that the service will not be suitable for him, I must be held responsible. The €100,000 signed could turn into €300,000 in losses if this trapped customer lets other players in the sector know that the service provider is unreliable.
The presence of the CSM right from the pre-sales process can help curb this type of bad decision. It also strengthens internal cohesion, by putting the different teams on an equal footing. It's no longer every man for himself... but all together.
By defining common objectives and a common framework, Sales and CSM will be better able to work hand in hand. They will all be aiming for the same goal: to guarantee the company's economic profitability, without sacrificing customer satisfaction and value.
On the other hand, this strategy opens the door to increased skills within the team, as well as improved loyalty. Since not all employees wish to progress vertically within the company and become managers, involvement in pre-sales offers new prospects for development.
And speaking of involvement...
How do you involve a CSM throughout the customer relationship?
As we have seen, a CSM involved in pre-sales is a winning strategy. However, this involvement cannot take place without optimal communication between the different teams. To facilitate the sales-CSM tandem, here's our recommendation: define clear, detailed processes.
Among the processes that facilitate communication, sales and CSM teams can rely on the RACI matrix. This tool visualizes the roles and responsibilities of everyone involved in a project:
- R for Responsible: who is responsible for carrying out the task?
- A for Accountable: who validates and approves the task?
- C for Consulted: who needs to be consulted during task execution?
- I for Informed: who should be informed when the task is completed?
During the acquisition phase, sales staff are usually the main players in the relationship. Then, once the contract has been signed, the CSM (who was a spectator in the pre-sales phase) takes over. This handover moment is crucial. It's called "Sales Handover".
Here again, a clear, detailed process facilitates the exchange of information and the transition between teams. At Customerz, we recommend following the SPICED matrix (yes, another useful acronym!). This matrix groups together 5 essential pieces of information, which sales reps must pass on to CSMs, to ensure a frictionless transition from pre-sales to post-sales:
- Situation: who is the customer (company size, activity, sector, main contact, etc.)? How do you describe them?
- Problem: what's the main "pain point"? Your customer's problem? What difficulties have been expressed or encountered so far?
- Impact: what value does the customer expect? What are the benefits? Why did they choose our solution?
- Critical Event: how urgent is the project? The ideal timing for the customer?
- Decision: How are decisions made? What does the customer's "RACI" look like? Who decides and who executes?
Some SaaS B2B companies choose to digitize the transfer of this information, via a CRM. Others rely on meetings that place the human element at the heart of exchanges. At Customerz, we believe that tools and a more "human" approach are compatible, to reduce the silo effect while maintaining traceability of customer data.
Thanks to their involvement right from the pre-sales stage, and the right Sales Handover in the after-sales phase, CSMs finally have everything they need to concentrate effectively on their mission: guaranteeing customer success.
