The moment you introduce a CSM to a new customer, you are setting the ceiling for that relationship.
If you set the bar at "support," you will never reach "strategy.”
Here’s how not to introduce your CSMs to customers:
"This is your white-glove support."
"This is your escalation point."
"This is your one-stop shop."
When you use this language, you are training the customer to view the CSM as a reactive problem solver. You are telling them: "This person is here to fix things when they break."
A Better Approach
If you want your team to drive value, you must frame them as an asset to the customer's business, not just a fixer of your product.
Introduce them as:
An Advisor & Consultant: Someone who understands the broader industry, not just the button clicks.
A Product Expert: Someone who can maximize ROI, not just troubleshoot bugs.
An Expansion Specialist: Someone who helps them grow, not just maintain the status quo.
A Relationship Manager: A partner in their long-term success.
The New Script
How you define the role makes a difference. Try setting the expectation like this:
"Our CSMs are here to facilitate meaningful interactions. Their job is to help you move toward specific usage, value, and expansion milestones."
This sets clear boundaries and clear goals. It tells the customer that the CSM will meet with them several times per year (rather than being on call 24/7), connect them to resources and best practices, monitor their usage and outcomes, and consult on how to improve their ROI.
Don't accidentally pigeonhole your CSMs into the support queue.
How do you introduce your CSM team?
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