Aligning Sales and Customer Success

Customer Success

Hello everyone, I’m Fernanda, Customer Success at Reev, and today I’m going to talk about the process of aligning sales and Customer Success.

Aligning Sales and Customer Success: Where to Start?

If you are a salesperson today and already apply Sales Engagement within your business practice, you will not feel too strange when people comment on the need to carry out a consultative sale within your process.

So, today when you receive a lead, or when you start prospecting those leads, you already know exactly that you need to assemble a strategy for the most latent pains within the process of that lead you are trying to prospect, or trying to make a qualification, if it is a lead that came through inbound.

Anyway, within Sales Engagement, a concept that we have very clear, is precisely the attempt to remain engaged with that contact, within my sales process.

In order to actually guarantee that return from that lead, whether positive or negative, but it is good to have this return, even to understand the position of the lead in the process.

However, one of the great shortages that has happened within this process is precisely a lack of alignment within the baton passes that has occurred throughout this qualification of that lead within the commercial funnel.

This prevents the buyer from having a good shopping experience and having meetings with sales team of smart city lahore that are not as productive as they could be.

And your customer’s success must be the responsibility of everyone in your company.

Lincoln Murphy (one of the biggest references in customer success) has a phrase, one of his main phrases including, to describe the Customer Success Management process:

Customer success is achieved when your customers achieve the desired result through their interactions with your company. (Lincoln Murphy)

You see, Lincoln Murphy is keen to make it clear that this success, which your buyer is looking for, will only be really achieved when there are interactions with the company that bring this success.

The focus is on all interactions your customer has with your company; starting from the first marketing and sales touch points, through closing and onboarding, and continuing the entire lifecycle with you.

It is important that the customer is inside the ICP

This is exactly what is important for us to measure and even change within our process.

When we focus on bringing a more consultative sale from the first moment, making a better-targeted diagnosis, from the first contact with the SDR, and even making a baton handover that is well-aligned with the closer.

So that he can even touch these same points, that is, bring a qualification meeting where the solution will be presented, including those points that will generate more value for the buyer.

It’s really necessary that we have all this alignment during the buying and selling process so that my lead can see all this value in the solution to be delivered.

The survey of the list of leads will be better addressed if you are within an ideal customer profile as the communication can be conducted targeting an audience that we know can be more successful with our solution.

The seller needs to know the most common friction points

In addition, the sales team of Capital Smart City focuses on another point as well, which is the initial moment to post-sales.

When you finish making the sale, everyone is happy, the 3 main people involved in the process, which are: salesperson, manager and the lead who became the customer, are also satisfied.

They’re all excited, the seller has hit the target, we’re really seeing progress in solving the buyer’s problems and the customer can’t wait to really start seeing the contracted solution and actually putting it into practice.

However, this is one of the main points that we need to pay attention to.

The first point is to align the expectations that the buyer has with the interaction with the CS team.

This prevents the customer from entering with expectations far beyond what the team is able to deliver.

If this context is not passed on to the CS, which will continue with the customer, friction points may arise at the beginning of the iteration, harming the shopping experience and even turning into a cancellation.

the baton passing

It is also important to remember that it is not only about bringing the data to the CS staff, to provide continuity, but also about correctly demonstrating the use of the product to the customer.

During the lead education process, it is natural for him to be able to see the value (benefits) of commercial interactions.

But when he makes the transition to the CS team, he needs to be tangible about how the product solves those pains to generate the benefits that were dealt with in the education process.

Furthermore, while in the seller position, you gain a lot from doing this education process that demonstrates the practicalities as it facilitates the buyer’s confidence in solving problems.

For the CS team, customer expectations become even more aligned.

The customer needs to understand the structure of how delivery is made

There is a lot of value throughout the sale and it is reinforced when I make a correct baton pass to CS.

In this way, the CS team is able to focus on actually delivering success to that buyer in the form of First Value in the Onboarding process.

First Value is the first result that the customer needs to achieve and that was agreed upon during the sales process.

When we know what the most common First Values ​​are, then we can actually redirect the attempt to achieve it according to what was defined within the delivery planning.

Keeping in mind that the more targeted towards an ICP, the easier it becomes to deliver First Value to customers, as well as increase the retention rate.

In addition to delivering more value to customers, it is possible to actually show this higher rate of expansion in numbers, as they will have value delivered continuously.

We also achieved through this shopping experience, which will generate this memorable value for the customer, generate evangelizers for your brand.

It’s easy to see that the purchase experience starts during prospecting and goes beyond the closing process, right?

It will be in the customer success process that he will know that he feels comfortable referring this service to other companies, other companies that have a similar profile to him because he trusts that your solution can also help him.

At this point, it may be that the salesperson or CS team executes a referral flow with that customer and receives good opportunities.

Today, here in Reev, when we carry out this closure, we make a baton passing, based on this information that the closer makes from the diagnostic survey.

Team support and monitoring within Ongoing

After validation of the information that has been collected takes place, then the client is forwarded to the onboarding team to start these first meetings.

In these meetings, it’s where I start to align expectations and where I’ll sometimes better understand some points that can improve that customer’s experience and success.

We know that while executing the sales process, sometimes we don’t qualify all the sticking points that the buyer may have, so it’s in the seller’s interest to mention this for the successful team to prepare and resolve before it becomes a problem.

So it is important, in addition to being alerted to all expectations, that the client’s success team is also warned about other peculiarities that may come to be important and need to be further investigated.

As each customer has its own process peculiarities, strategic challenges and preference for the type of interaction, the Customer Success team must adapt to ensure the correct delivery.

Several commercial processes are now adjusted according to the existing product dynamics – Reev.

But this is not barred due to the structure of the product and this is also part of the adaptability of the solution.

So it’s always important to align this with the lead, that this will all be better handled with these follow-ups from my onboarding team, which will help you in this first step by step on how to have the best optimization.

And last but not least, it is necessary to always keep aligned with the lead what are the next steps that we are going to take.

Whether at the micro-level, what will be the theme of the next meeting or what should be done until the next iteration or even at the macro level, what are the next strategic actions in using the product.

It is necessary that he continues to have this buying experience, including in some repurchase contexts, and that it remains memorable, consultative and close, really according to the lead context

And all this is only possible if there is a close alignment of that customer scenario with well-adjusted communication and aligned with his team.

If you now intend or are curious to understand what are the main positive points of having a CS team within your company, you salespeople can even talk about the benefits of the CS team, which are:

One of the reasons is to avoid clawback, which can happen if your customer is having a problem and the seller can’t help him because he’s focused on selling more.

In addition to the clawback issue, the idea is to ensure that the client will not be left adrift, that is, that he will not be left without close monitoring.

The objective of the CS team is to be ready to give this support to accompany that client, during all phases of doubts, of adapting to the new solution that he bought into his scenario.


Passing the baton between teams is very important to maintain the quality of customer service, so that they have the best possible experience in their journey of acquiring the



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