The HotLine Magazine Archives
For The Profession of Cloud/SaaS Product Support
Beginning around 1980, with the proliferation of threaded-message discussion forums on CompuServe covering a variety of hardware and software technology products and companies, to today’s multifaceted social media, the concept of tapping a customer base / community for customer support purposes has a long history.  Some companies have been very successful, and others have seen the opposite outcome.  Along the…

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In the course of The SaaS & Support Project research, I began asking companies about two related roles that have been popping up in organizational charts of all sized firms for some time:  Customer Retention and Customer Success.  I’ve found that Customer Retention managers tend for the most part to be “firefighter” positions, called in when a customer…

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What is the SaaS Support Model? is a question that brings visitors from around the world to The HotLine Magazine every day.  There are several variations seen in the search strings:
  • SaaS Support Structure
  • Tracking SaaS customers
  • saas customer support
  • support model for a SaaS product
  • customer advocacy and support saas
  • A complete answer to the question must address several…

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    There are vital clues and indications in the search strings that bring readers to The HotLine Magazine from around the world every day. “What is the Definition of Customer Support?” “What is the profitability of customer retention?” “Define the SaaS support model.” “Usual customer retention rate for a SaaS company?” “How to profit from SaaS support?” All of these are indicators of the same fundamental problem. Every so often, an inquiry comes along that goes to the heart of the issue and begs for an immediate reply. “Fixing a broken customer support group” is a perfect example, prompting two immediate questions in return. What do you mean by “broken?” And how would you define “fixing?” Almost invariably, the source of serious problems with a customer support group is external to the group itself; they are inevitably strategic errors. Until the senior management team and the support executive or manager understand each other, and work together, producing a truly effective and lasting resolution for the broken group is unfortunately unlikely.

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