Customer success managers' involvement in sales: Taxonomy, frictions, and implications

Abstract

In recent years, several organizations have implemented customer success (CS) management to maximize customers' value in use. Despite the acknowledged benefits of CS management, challenges persist, particularly in understanding the involvement of CS managers in sales. Drawing from qualitative interviews with CS managers, this study reveals variability in CS managers' involvement in presales activities and responsibility for up- and cross-selling. These insights have led to the development of a taxonomy outlining different types of CS manager involvement in sales. This taxonomy provides more nuance to the analysis of CS managers' involvement in sales than previously assumed in the literature. Additionally, this research uncovers three CS manager-perceived sources of friction: short-term sales focus, conflicts over customer ownership, and poor handovers. These insights contribute to understanding the complexities of CS managers' involvement in sales and offer practical implications for improving alignment between both functions.