Handoffs in the Customer Lifecycle Journey

Handoffs are an integral part of the customer lifecycle journey. From pre-sales to sales, to implementation, customer success, and finally, to renewal teams, a customer interacts with numerous people and departments within a brand to fully benefit from its services.

Throughout this journey, sales—the team that closes the deal—and customer success managers (CSMs)—who onboard and retain customers—play pivotal roles.

However, multiple handoffs are prone to information loss. Much like in the game of “Chinese whispers,” the expectations a client had during the sales process can get diluted or altered by the time they reach the renewal stage.

These handoffs are critical moments that can significantly impact the value delivered to the customer. Let’s break down some key scenarios to understand how seamless handoffs can elevate customer success.

Pre-Sales to Sales Handoff:

The first handoff happens between the demand generation team and sales. The demand gen team qualifies leads, and the pre-sales team steps in to match the brand's offerings with the client’s requirements. Due diligence at this stage is crucial for ensuring a high customer conversion rate.

If not handled properly, the pre-sales team might miss important client nuances that need to be addressed during the sales conversation. A clear transfer of information, backed by documentation, sets the stage for a successful relationship.

Sales to Implementation Handoff:

Once the deal is closed, the baton is passed from sales to the implementation team. This handoff is critical because, often, sales teams may have made unspoken promises or reassurances to the customer. In the excitement of closing the deal, there’s a temptation to say, "We can figure it out in Phase 2" or "We'll handle it later."

In this phase, it's essential to have clear documentation of the project scope. Teams such as legal, finance, and customer success should also be in the loop to avoid any surprises down the road. The implementation team needs to ask the tough questions to ensure there’s no case of mis-selling or overpromising. A transparent transition here can prevent future headaches.

Implementation to Customer Success Handoff:

Once the implementation phase is complete, the customer success manager steps in as the client’s main point of contact. In this relay race, the baton must be passed seamlessly. The CSM needs to be fully aware of any customizations, the customer’s unique use cases, what was critical in Phase 1, and what’s expected in Phase 2. If this information isn’t clearly communicated, the CSM will struggle to deliver value from day one.

Just like a relay race, if the pass between implementation and customer success is smooth, the team can keep up the momentum. If the handoff is clumsy, it slows everything down and leaves the customer wondering if they made the right choice.

CS to KAM Handoff:

As the customer progresses towards the renewal stage, the relationship between the customer success manager and the key account manager (KAM) becomes more of a partnership. The CSM’s deep knowledge of the client’s needs can help the KAM uncover new opportunities for subscription upgrades or expansions. This handoff should be a collaborative effort where customer intelligence is leveraged to drive renewal and expansion.

When done right, this partnership not only retains the client but also opens doors for bigger and more progressive ARR (Annual Recurring Revenue) opportunities.

CSM Transitions Handoff:

Change is inevitable in any organization, and customer success is no exception. When a CSM leaves or is reassigned, the transition should be smooth and well-planned. The process shouldn’t rely solely on the outgoing CSM’s immediate manager or the client to provide key details. Instead, there should be a tool or system in place that maps the entire customer lifecycle journey and captures key information about the client.

If the new CSM can come in prepared and pick up where the previous one left off, the customer will feel reassured. No client wants to repeat what’s already been communicated multiple times. A seamless internal handoff shows the customer that they are valued and that the brand is committed to providing consistent, quality service.

Ways to Better Drive Handoffs in the Company

1. Create a Standardized Handoff Process Build a formal handoff process that is documented and easily accessible to all teams. This should include detailed templates for what needs to be covered during each handoff stage (e.g., sales to implementation, implementation to CS, CS to KAM).
2. Cross-Functional Alignment Encourage regular cross-functional meetings or workshops that help align sales, implementation, customer success, and key account management teams. The more all departments understand each other's objectives, the smoother the handoffs will be.
3. Use Handoff Tools and Technology Implement a unified customer relationship management (CRM) tool or customer success platform that tracks every customer interaction from pre-sales to renewals, making it easier to transfer relevant data between teams.
4. Have Joint Calls During Transitions Invite the outgoing team and the incoming team to participate in a joint call with the client during transitions. For example, when transitioning from implementation to customer success, the implementation lead can introduce the CSM and highlight critical milestones or upcoming phases.
5. Handoff Playbook with Key Metrics Develop a handoff playbook that includes important KPIs for each phase. For example, sales might provide a document outlining the customer’s initial goals and success metrics, while implementation would detail specific deliverables and deadlines.
6. Ownership and Accountability Ensure that every handoff has clear ownership. For instance, during a transition from sales to implementation, the sales team should remain involved in the early implementation phases to clarify any nuances. Having designated owners for each handoff phase improves accountability and reduces gaps in communication.

Handoffs are critical because every transition represents both a risk and an opportunity to add value to the customer’s journey. The more synergy internal teams have, with well-defined processes and access to the right tools, the better the overall customer experience.

For companies looking to enhance their handoff processes, synergy between internal teams, clearly defined processes, and the use of robust tools are non-negotiable. Each handoff should be treated not as the end of one phase but as the beginning of the next chapter in a customer’s lifecycle.

The question every team should ask themselves is: Are our handoffs a barrier or a bridge to success?