Customer Success Representatives (CSRs), and any member of a post-sales team, are often reluctant to sell.

CSRs may assume that attempting to gain more business from the customer would weaken their relationship. They assume that they will need to battle with the customer and engage in a zero sum game in order to close the sale.

There’s another perspective: if a customer is seeing results from a product and believes that the CSR has their best interest in mind, then there won’t be a battle. Instead, closing another contract (and ideally a larger one) becomes a natural step in the customer-vendor relationship.

CSRs are product experts and they know how to build trusting relationships with enterprise customers. These two skills make this team the perfect group to own renewals and expansions. Customer Success understands the unique problems faced by your customer and the CSRs are able to identify how your company’s products can help solve these problems. Plus, your customer trusts their CSR.

With the proper sales training, the Customer Success team can begin to breakdown their assumptions about sales conversations and their stereotypes about salespeople. They’ll understand how the skills that make them a successful CSR transfer to selling.

In order to be effective, this training needs to meet these reluctant sellers where they are. It needs to address CRSs assumptions about sales and offer time for CSRs to practice applying their existing skills. Practice should include uncovering customer needs by listening and proposing solutions that will help the customer to achieve their desired outcomes.

CSRs already have the skills to be effective sellers. They just need to know how to apply them and believe that they can do this without damaging their relationship with the customer.

Receive Owner’s Manual’s weekly article by subscribing here.