With market pressures to grow retention and expansion revenue, a growing number of SaaS companies are making their customer success managers (CSMs) quota-carrying sales reps. But questions persist on what that means for the customer advocate role traditionally played by CSMs. What are emerging best practices?

The Big Shift 

SaaS businesses once relegated CSMs to a purely service-focused function while account executives owned commercial outcomes. But now many expect CSMs to actively influence renewals, upsells, and cross-sells. Some allot a percentage of expansion revenue to CSM quota while others assign defined new business quotas. However, does making CSMs “mini-sales reps” undermine the trusted advisor role so vital to retention? Finding the right balance is key.

Best Practice #1: Maintain a Retention Component  

While introducing commercial accountability, a portion of CSM quota (e.g. 15%) should remain tied to baseline account renewal and retention. This sustains engagement on overall customer health and success.

Best Practice #2: Involve Sales Engineers  

CSMs are relationship stewards, not technically savvy closers. Sales engineers should remain involved for complex solution sales while CSMs quarterback expansion strategy. This also prevents overburdening CSM capacity.

Best Practice #3: Foster Collaboration

High-performing sales and success teams have shared incentives driving mutual revenue growth. Shared quota credit and commissions on account expansion encourages tight collaboration between roles that convert and retain customers. 

As the role of customer success continues to evolve, the industry is learning how to effectively integrate revenue responsibilities without compromising the essence of customer advocacy

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