When pipeline pressure turns into blame-shifting and turf wars.
Revenue targets are tight, and your sales team claims they’re “too busy dealing with post-sales tasks” to pursue new ACV. Suddenly, your CSMs get dragged into renewal negotiations or upsell conversations for which they have no quota or training. Meanwhile, customers aren’t sure if they should reach out to a Customer Success Manager or an Account Manager to discuss product roadmaps or contract terms.
The Familiar Scenarios
Sales Missing Quota: When pipeline stalls, sales quickly points to post-sale responsibilities as the culprit, casting ambiguity on what CSMs actually do.
Customers Are Confused: One day it’s the AM emailing them about usage, the next day it’s a CSM discussing renewals. Nobody’s sure who’s in charge.
Internal Finger-Pointing: If a key client churns, the blame passes around. “Was it Sales’s responsibility?” “Should CS have intervened?”
The Core Issue: Fuzzy Role Definitions
Organizations often grew up with Account Managers handling “everything post-sale.” As Customer Success emerged, few drew a bright line between “commercial” vs. “value delivery,” leaving a chronic gray zone. CSMs aren’t aligned on quotas, and AMs might not focus enough on product adoption.
Why It Matters
Without clear accountability, expansions slip through the cracks, churn forecasts remain off-base, and resentment brews between teams. It’s a morale killer—and customers eventually sense this lack of coordination, undermining brand trust.
Next Steps
Ready to set the record straight? Our White Paper offers detailed strategies and case studies on how leading SaaS companies define CS vs. AM responsibilities. Download it to establish firm boundaries, streamline commercial conversations, and unify your team under shared metrics that foster collaboration instead of conflict.
