Customer Service Sales Representative (Customer Service Sales Rep)

The call comes in as a service question and ends — ideally — with a sale or an upgrade. You're handling the customer's actual issue first, then looking for an opportunity to retain, cross-sell, or upsell before the call ends. This is the model at telecom, cable, and utility companies where retention and revenue are both metrics. Doing it well requires genuinely resolving the service question first — the customer who still has a problem doesn't want to hear about an upgraded package.

You'll work in a call center environment, typically on phone, with real-time performance dashboards showing handle time, CSAT, and sales revenue simultaneously. The tension between service quality and sales velocity is real and by design: a longer call that thoroughly resolves the issue and then surfaces a meaningful offer does better on every metric than a rushed call that doesn't resolve the problem and then asks for an upgrade. But in the moment, it can feel like you're being asked to do both faster than either is possible to do well.

The sales element requires a different skill than pure customer service. It's not about finding a pitch for every call — it's about recognizing when the customer's situation is relevant to a product, asking a question that surfaces the connection, and making an offer that they can hear as genuinely useful rather than as an add-on tacked onto a service call. The reps who navigate that well tend to have better satisfaction scores, not worse, because customers leave the call feeling like they got more than they came for.