Before a SaaS/Cloud vendor establishes a Customer Success Management group, it’s vitally important to set the foundation for winning by clearly defining how the performance of that team is to be measured in both of its purposes. The first purpose of the CSM group is the real benefit experienced by the customers. The second is the value brought to the…
There's an ugly little secret about the software business that is ripe for a change. The average user of a software application, at best, taps less than 10% of its features & functionality. As the SaaS sea-change continues to unfold, the implications of this simple fact for the software industry are very powerful. The dramatic success of Apple's iTunes is about enabling people to easily buy a single song instead of the entire album the music industry would like to force consumers to purchase. Vendors of bloatware, applications full of unwanted and unused “features,” would do well to consider the iTunes lesson. If given a choice, buyers are not slow to vote with their dollars and to overthrow entrenched industry patterns in the process. Will SaaS vendors seize the “iSoftware” opportunity for industry leadership?
Success in the SaaS/Cloud ecosystem requires a new approach to every aspect of software manufacturing. There is no excess margin in the SaaS model to cover organizational inefficiencies. Support can no longer be seen as a separate function; it necessarily must be a core aspect of the relationship product.
One of the key indicators of a SaaS / Webware company that is struggling over the role of their Support teams is confusion over whether or not to charge extra for support services. Here's why: "Tech Support" needs to go away. It's time for true Support to take its proper role in the overall company profitability strategy.