More than ten years ago, Ken Shevock, then the VP of Worldwide Support Operations for Cisco, commented “Nobody is really "winning' at Support. We're all doing the same things to try to keep up, but to get to the next level, we're going to have to do something new.” From the beginning of the technology industry, Support / Service â€” Customer Care â€” whatever the name â€” has been about reacting to problems reported by customers in their use of technology products. If ever we are to win, we need to recognize that how the industry has defined Support is inherently flawed. Invited to speak to a consortium of Support & Service executives in Bellevue, Washington, about The Redefinition of Customer Support, my presentation focused on why winning, under the current definition of the profession, is impossible -- and a vision of that something new.
Thinking that the act of restoring lost functionality in exception situations is somehow of the same stature as the value-purpose for buying the product in the first place is unfortunately all too common, but it's still flawed. No one buys a product in order to experience a breakage and then getting it fixed. Business products are purchased because they offer the potential for increased productivity and profitability to the purchaser. The real economic value exchange is: I give you an amount of money so that I can use the product to make much more money for myself. If Support is to become a true profession, it will be found in being perceived as a necessary component of that value expression. The new Mission Statement for Support needs to be: “We directly contribute to making more sustainable profitability faster/better for our company and yours -- and we can prove it.”
Every day, every hour, customer support / service contact center reps exercise one of the few powers they unquestionably possess -- the power to lose a customer. What's worse, their use of that power is invisible, for no one is ever held accountable for the loss. Who gave the Support team members such authority? How did they come to have such a significant impact upon the company's profitability? For the answers, we have to look well above the pay-grade of anyone in the center itself.
CEO's of SaaS companies are beginning to notice a couple of vital aspects of their customer support operations. Their first wake-up call is the realization that they can't afford to staff their support team in the traditional way. The economics of an incremental income stream profits-realization model has no room for a cost-center support operation. The second realization is that they don't need as much of a support team. But in the space between those two realizations, there is a significant risk of a lost major opportunity. The SaaS model can indeed have a dramatically lowered product support burden for the manufacturer. It can also offer a powerful transition into customer centricity for those wise enough to take advantage of it.