Technology service programs are evolving to offer new value and benefits such as use and adoption assistance and resources to help attain successful outcomes. As technology service programs change service marketing must evolve beyond selling the initial service engagement and focus on sustaining and growing relationship value.
Scaling Support Delivery requires the digital transformation of support and an increased use of digital technologies to improve and extend core support processes and enable new service capabilities. Digital transformation includes human-assisted, self-assisted and fully automated support transactions. This article defines and introduces key characteristics of the digital transformation to scale support delivery.
Half of the organizations we surveyed executed on LESS than half of these core Customer Success actions. How does your company stack up — and where can you improve?
The journey from Technical Support to Customer Success requires more than a name change or the addition of a team of Customer Success Managers. To fully embrace Customer Success, Support and Service teams must rethink their role and adopt new ways to engage, retain and grow customer relationships. This article introduces four key milestones to help you define essential Customer Success capabilities.
The industry is buzzing with talk of customer success, what does it mean for Services? Service organizations are in a unique position to drive customer success initiatives. Who better than Services to understand the challenges customers face in using products and the gratitude that can be earned by helping them. It is time for Services to take a leadership role in driving the principles of customer success across the company.
A well-defined CX strategy combined with an effective Customer Success (CS) operating model can yield significant and tangible benefits including retention and expansion of existing relationships and the strengthening of your product and service reputation.
Service and Success programs are a significant source of revenue. To assure that they yield their maximum revenue potential, treat service portfolios as strategic offerings in the corporate portfolio by assigning dedicated program management resources.
Salesforce Trailhead offers an excellent example for how to develop customer proficiency. Trailhead is a self-paced, online learning platform provided for free to anyone. The platform offers learning on a growing portfolio of Salesforce topics, as well as a variety of other non-Salesforce-specific skills individuals need to be successful in today’s technology landscape.
The digital transformation of support is defined by an increased use of digital technologies to improve and extend core support processes and enable new service capabilities. Digital transformation includes human-assisted, self-assisted and fully automated support transactions. This article defines and introduces key characteristics of the digital transformation of support.
Setting the correct price for your support programs begins with a baseline understanding of what your market will bear but ultimately the price must be based on the type and level and entitlements offered. The average prices for support programs range from 15.6 percent for a basic level of support to more than 26 percent for a high-end premium offer.
Support and maintenance portfolios have been the foundation of many post-sales service offers, yet Support offers alone are no longer adequate to sustain and growth customer relationship value. Modernization of support portfolios and the evolution to customer success-focused programs and offers is the future of post-sales service portfolios. This article will help you to determine what type of post sales service portfolio you need.
If your support demand is on the rise and exceeds your current ability to handle it through assisted channels, let automation and self-help share the load. Whether you have well-established self-help capabilities and just need a tune up, or if you are about to launch a new initiative to introduce automation capabilities this article provides resources and insights to help.
Geographically distributed teams are common for many industries and companies, but recent events have created the necessity for more individuals to work from home. For support and service operations that rely on centralized call centers the shift to a distributed workforce introduces new challenges – both technical and administrative. Here are some of the things to consider for effectively managing distributed support and success teams.
Support has been the foundation of post-sales customer engagement for decades. New licensing models and recognition that customer retention is essential has led to enhanced approaches to engage and retain customers. Support must find ways to contribute to the execution of CX and CS strategies and practices. Core support practices will persist but Support as we know it will evolve.
The ability to provide automated interaction with customers by chat has been available for years. The power and potential of today’s chatbots offers a wide array of customer service and technical support opportunities. For many companies the question is not if they should deploy chatbot automation for technical support, but rather, how to make chatbots successful. In 2020 ServiceXRG conducted a study to assess the use and effectiveness of chatbots for support. Here are the highlights: