Handbook: renewal context in handover notes + trial credits for new products

contents/handbook/growth/cross-selling/cross-sell-motions.md

@@ -294,6 +294,19 @@ You may want to consider expanding usage of the same product within the same tea
 ## Trial/Evaluation incentives
 If we want customers to use more products, we should incentivize new product adoption. This could be in the form of credits for a specific timeframe to cover adoption and usage of the specific product. For example, if a customer wants to try out data warehouse, we offer 2-3 months of credit for any data warehouse usage as they figure out how they would use it and where it provides additional insight.
 
+### How much credit is reasonable?
+
+Credit retroactively rather than upfront. We don't have per-product credits, so an upfront credit pads whatever the customer's next invoices are, whether or not there's any usage of the new product on them. Let them use the product, then credit back what it cost.
+
+That shapes the sizing:
+
+- **Timebox it** – usually 2-3 months of usage, so the trial ends with a decision point.
+- **Cap it** – agree an upper limit up front, scaled to the account, so trial usage of a metered product (e.g. Replay Vision) can't blow up our infra or margins.
+- **Run the comfort test** – if you'd hesitate to post the number and your reasoning in a public Slack channel, the offer is too big or the reasoning isn't there yet.
+- **Loop in the team that builds the product** – they know what realistic usage costs, and for new or pre-GA products there may already be an official alpha/beta credit offer. Check before inventing your own number.
+
+The mechanics of actually adding the credit are covered in [giving credits to customers](/handbook/growth/revops/credits).
+
 We have opportunities to get creative with how we incentivize new product adoption with users. A few ideas are: 
 
 - Bring them over at competitor pricing for X months

contents/handbook/growth/revops/credits.md

@@ -4,7 +4,7 @@ sidebar: Handbook
 showTitle: true
 ---
 
-Sometimes we might want to offer a customer one time credits to cover an upcoming invoice, for example when accommodating a trial for a new product or offering compensation for a recent incident. Here’s how to do that.
+Sometimes we might want to offer a customer one time credits to cover an upcoming invoice, for example when accommodating a trial for a new product or offering compensation for a recent incident. Here’s how to do that. If you're deciding how much to offer for a new product trial, see [trial/evaluation incentives](/handbook/growth/cross-selling/cross-sell-motions#trialevaluation-incentives) first.
 
 - Go to <PrivateLink url="https://billing.posthog.com/admin/billing/credit/">Billing Admin → Credits</PrivateLink>
 - Click Add Credit at the top right.

contents/handbook/growth/sales/account-allocation.md

@@ -85,7 +85,7 @@ TAM removals generally happen at the end of the quarter. Accounts can be added t
 
 The CSM stays on, so nothing about the customer relationship changes from their side. But the TAM knows things the CSM doesn't, and that context has to land somewhere before they leave:
 
-- **A handover note in Vitally** covering: what expansion plays were run and how they went, commercial context (discounts given and why, anything promised, credit terms), open threads, and who the real decision makers are. Use the [handover note skill](https://github.com/PostHog/skills/tree/main/skills/team/product-led-sales/account-handover).
+- **A handover note in Vitally** covering: what expansion plays were run and how they went, commercial context (discounts given and why, anything promised, credit terms), open threads, who the real decision makers are, and who on the customer side owns the renewal (champion or procurement, and how the last one went). Use the [handover note skill](https://github.com/PostHog/skills/tree/main/skills/team/product-led-sales/account-handover).
 - **A 15 minute call with the CSM** to cover what's not in the data. Politics, sensitivities, what you'd try next if a new opportunity shows up.
 - **The Slack channel stays open.** The CSM keeps it. Don't archive it. Channel archival only applies when an account exits managed coverage entirely.
 - **Removing the TAM in Vitally.** Once the note and call are done, the team lead removes the TAM and the `AM Managed` segment from the account, with Ben's approval.
@@ -229,7 +229,7 @@ The incoming TAM should prepare by reviewing the following in Vitally and SFDC b
 #### Self-serve research (do this first)
 
 - [ ] **Vitally account overview** – MRR, ARR, health score, segments, paid products, usage traits
-- [ ] **Billing & contract details** – annual plan dates, credit balances, discounts, renewal date, billing limits
+- [ ] **Billing & contract details** – annual plan dates, credit balances, discounts, renewal date, billing limits, valid payment method on file (in Stripe)
 - [ ] **Product adoption** – which products are they paying for? What's underutilized?
 - [ ] **Usage metrics** – active users, project count, Feature Flag requests, Session Replay volume, insight/dashboard engagement
 - [ ] **Support history** – recent tickets in [PostHog Support](https://us.posthog.com/project/2/support/tickets), tags, priority, resolution status
@@ -263,6 +263,7 @@ This is the most valuable part of the handover – relationship context doesn't
 
 - [ ] **Open proposals or negotiations** – anything in-flight that needs immediate follow-up?
 - [ ] **Renewal strategy** – what's the plan? Any risks?
+- [ ] **Renewal ownership** – who on the customer side owns the renewal, the champion or procurement? How long did the last one take?
 - [ ] **Discount/credit context** – why were discounts given? What was promised?
 - [ ] **Budget & procurement** – annual budget cycle, procurement process, finance contacts
 - [ ] **Expansion potential** – realistic growth ceiling? New teams, new brands, new products?