# Csm Expansion Play

> Identify and pitch an upsell or cross-sell expansion grounded in realized value and account signals.

- Skill: `matrixx0070/csm-expansion-play` (Agent Skill)
- Install (CLI): `npx skillmds@latest add matrixx0070/csm-expansion-play`
- Raw SKILL.md: https://api.skillmd.com/api/skills/matrixx0070/csm-expansion-play/raw
- Safety review: pending (external: skill-scanner PASS, skillspector PASS)
- Works with: Claude Code, Claude.ai, OpenAI Codex
- Category: Coding & Dev Tools
- Author: Matrixx0070 (https://skillmd.com/u/matrixx0070)
- Updated: 2026-09-08
- Page: https://skillmd.com/skills/matrixx0070/csm-expansion-play

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## When to use

Use this when a healthy, adopted account shows signals it could get more value from additional seats, tiers, or products. Reach for it when usage is bumping limits, new teams are asking for access, or a QBR surfaced an unmet need you can serve.

**Not for:** at-risk accounts (stabilize first with csm-churn-save); pure new-logo selling (that is sales); accounts still fighting to reach first value (see csm-onboarding-plan). Expansion is earned by delivered value, never forced onto a struggling account.

## Method

1. Verify the account is healthy and has realized value — expansion on an unhappy account backfires. Decision point: if health is Watch/At-risk, stop and route to stabilization.
2. Identify the expansion signal: seat/usage limits hit, a new team or use case, feature requests that map to a higher tier, or a stated goal a companion product serves.
3. Quantify the value of the expansion in the customer's terms (time saved, revenue enabled, risk reduced), not in features.
4. Confirm the buyer and budget path. Decision point: if the economic buyer differs from your sponsor, enlist your sponsor to open that door before pitching.
5. Build a lightweight business case: current value delivered → the gap/opportunity → the proposed expansion → expected outcome and rough ROI.
6. Time it to a value moment (post-QBR, after a quick win, at a successful milestone), not to your quota calendar.
7. Propose a low-friction next step: a pilot, a trial of extra seats, or a scoped proof — reduce the leap.

## Example

Account: marketing agency on the base tier, 18 of 20 seats active, two new client teams onboarding. Signal: seat pressure + new teams. Value framing: each client team saves ~10 analyst hours/week using the platform. Buyer: VP Ops (sponsor is the marketing director — enlist her to introduce). Business case: current value proven on 20 seats → 2 new teams need ~15 more seats → proposed tier upgrade + 15 seats → expected ~150 hours/week saved. Next step: 30-day trial of 15 seats for the new teams.

## Pitfalls

- **Pitching before value is proven.** Upselling a customer who isn't succeeding accelerates churn.
- **Selling features, not outcomes.** "More modules" doesn't move a buyer; quantified business value does.
- **Ignoring the real economic buyer.** A sponsor who loves you but can't sign stalls the deal.
- **Quota-timed, not value-timed.** Pushing at your quarter-end instead of the customer's value moment reads as self-serving.

## Output format

```
EXPANSION PLAY — <account>
Health check: <Healthy — value realized>
Signal: <seat pressure | new team | tier-fit request | new use case>
Value delivered so far: <proof point>
Opportunity: <gap in customer terms>
Proposed expansion: <seats/tier/product>
Expected outcome + rough ROI: <metric>
Buyer/path: <economic buyer — how sponsor opens door>
Timing hook: <value moment>
Next step: <pilot/trial/proof — scope>
```