In the realm of customer success, the ownership and management of renewals can vary across organizations. While some customer success teams do handle renewals, others may have a separate team dedicated to this task. In this article, we will explore the different approaches to ownership of renewals within customer success teams and discuss the factors that influence this decision.

Ownership of Renewals in Customer Success Teams:

Integrated Approach:
In some organizations, customer success teams take full ownership of renewal processes. They not only focus on driving customer adoption and satisfaction but also play a vital role in ensuring successful contract renewals. This integrated approach allows customer success managers to maintain a holistic view of the customer’s journey, leveraging their deep understanding of customer needs and priorities to secure renewals.

Dedicated Renewal Team:
Other organizations opt for a specialized renewal team that solely focuses on managing contract renewals. This team collaborates closely with customer success managers, gathering relevant information about the customer’s engagement and success metrics. By having a dedicated team, organizations can ensure that renewals receive the necessary attention and expertise to maximize retention rates.

Factors Influencing Ownership:

Company Size and Complexity:
The size and complexity of an organization may impact the decision on renewals ownership. Smaller companies with fewer customers may find it more feasible for customer success teams to handle the entire customer lifecycle, including renewals. Conversely, larger enterprises with extensive customer bases may benefit from a dedicated renewal team to efficiently manage the volume and intricacies involved.

Customer Relationship Dynamics:
The nature of the relationship between the customer success team and customers can also influence renewals ownership. If customer success managers are deeply involved in nurturing long-term relationships and are familiar with customer-specific goals and challenges, they are well-positioned to advocate for renewals. On the other hand, if the sales team has established a closer relationship with customers, they may take the lead on renewals.

Organizational Structure and Strategy:
The organizational structure and overall business strategy can impact renewals ownership decisions. If the company places a strong emphasis on customer success as a strategic differentiator, it is more likely that customer success teams will be entrusted with managing renewals. Alternatively, if the organization has a distinct focus on sales-driven revenue growth, renewals may fall under the purview of the sales team.

Industry and Customer Lifecycle:
Industries with complex products or longer customer lifecycles may require specialized expertise for successful renewals. In such cases, having dedicated renewal teams with deep product knowledge and experience in contract negotiations may be more effective. Conversely, industries with simpler offerings or shorter customer lifecycles may find it suitable for customer success teams to handle renewals.

Conclusion:
The ownership of renewals within customer success teams can vary depending on several factors, including company size, customer dynamics, organizational structure, and industry-specific requirements. Whether customer success teams directly manage renewals or collaborate with dedicated renewal teams, the ultimate goal remains the same – ensuring customer satisfaction, retention, and continued business growth. Determining the most effective approach requires careful consideration of these factors and aligning the organization’s strategy with the customer success objectives.