Three Organizational Models to Describe How Sales and Support Can Cooperate

Three Organizational Models to Describe How Sales and Support Can Cooperate

Sales and support staff often work with the same customer accounts, but not always in coordinated and cooperative ways.

How Sales and Support Cooperate

ServiceXRG has identified three organizational models to describe how sales and support can cooperate.

Sales and Support Independent Operation

Technical resources exist within both Sales and Service organizations. Technical resources operate independently from one another with objectives that are not typically coordinated and may conflict (e.g. Sales provides services otherwise entitled through a service contract).

Sales and Support Cooperation

Technical resources from Sales and Service are organized within a single customer facing organization or are aligned by similar or common engagement polices and performance metrics.  Coordinated customer engagement for larger accounts is common.

Sales and Support Coordination

Customer facing technical resources exist within a single department with coordinated responsibilities for both pre-sales and post sales technical engagement. Skills specialization may exist, but account engagement is coordinated, and all touchpoints are aligned to meet common performance objectives.

Recommendations

  • Select an organizational structure that can deliver an efficient and effective customer experience across the entire product ownership lifecycle.
  • Create a bench of technical resources that can be deployed to both pre and post-sales activities. This may include a “team” of Sales Engineers and Support Experts.
  • Coordinate account management across Support and Sales functions.
  • Established shared goals and objectives that transcend Support and Sales teams.
  • Make certain that everyone is incented to retain and expand customer relationship value.
  • Create training and career advancement opportunities that span Sales and Service functions.

Featured: The Transformation of the Service Organization

ServiceXRG examines the current state of service organizations and the forces at work that are driving organizational transformation. This study reveals how the isolated service silos of the past need to evolve into unified entities to drive Customer Success.

Log-in to get your copy.

Login to Access the Full Report

If you don’t have an account, create a free* membership.

We are pleased to offer you complimentary access to this report.

We are pleased to offer you complimentary access to this full report as part of your Trial Membership.

Login

*Membership level determines your access to ServiceXRG research and other member services. Paid memberships include access to research and playbooks. Free memberships include access to some reports and discounts to others. Please visit our membership page for a list of available membership programs.

Related Articles

How Productive is Your Support Organization?

How efficient and effective is your support organization? Do you measure how efficiently staff are handling core support activities? Do you meet or exceed industry performance benchmarks? The process of delivering support is labor intensive and costly. It is imperative that you establish and measure support productivity. Learn How.

read more

Three Service Organizational Structures

Three Service Organizational Structures

ServiceXRG has defined the following types service organizational structures. Which one best describes your current state?

Siloed

  • Individual service functions operate independently from one another. (Support, Education, Professional Services).

  • Distinct service silos may report into different parts of the business.

  • Little to no formal coordination across customer accounts.

  • Service activities may be also performed outside of Service departments (e.g. Sales Engineers).

  • Service success metrics are not shared across service departments (silos).

Unified

  • Individual service functions operate separately from one another. (Support, Education, Professional Services) but are organized within a common Service department.

  • Increased cooperation and coordination between service functions.

  • Emergence of resource pooling and unified service offerings.

  • Service success metrics are coordinated within a common Service department.

Integrated

  • Fully integrated service capability organized within a common Service department.

  • Siloed organizational structures are replaced with resource pools from which skills may be drawn to deliver services.

  • Service offerings transcend traditional service disciplines and offer customer-focused enablement.

  • Common goals and measures of success shared across all services roles and functions.

Recommendations

  • Select an organizational structure that can deliver an efficient and effective customer experience across the entire product ownership lifecycle.

  • Create a bench of technical resources that can be deployed to both pre and post-sales activities.

  • Coordinate account management across all Service and Sales functions.

  • Established shared goals and objectives that transcend all Service and Sales teams.

  • Make certain that everyone is incented to retain and expand customer relationship value.

  • Create training and career advancement opportunities that span Service and Sales functions.

Featured: The Transformation of the Service Organization

ServiceXRG examines the current state of service organizations and the forces at work that are driving organizational transformation. This study reveals how the isolated service silos of the past need to evolve into unified entities to drive Customer Success.

This report is FREE. Register or Log-in to get your copy.

[et_pb_df_wc_restrict_content_open_tag admin_label=”Not Logged In – Open” shortcode=”wcm_nonmember” start_after_trial=”off” _builder_version=”3.0.100″]

[/et_pb_df_wc_restrict_content_open_tag]

Login to Access the Full Report

If you don’t have an account, create a free* membership.

[et_pb_df_wc_restrict_content_close_tag admin_label=”Not Logged In – Closed” shortcode=”wcm_nonmember” _builder_version=”3.0.100″]

[/et_pb_df_wc_restrict_content_close_tag]

[et_pb_df_wc_restrict_content_open_tag admin_label=”All – Open” shortcode=”wcm_restrict” plans=”success-enterprise-plan, success-team-plan, success-trial, success_plan” start_after_trial=”off” _builder_version=”3.20.2″]

[/et_pb_df_wc_restrict_content_close_tag]

[et_pb_df_wc_restrict_content_open_tag admin_label=”Not Logged In – Open” shortcode=”wcm_nonmember” start_after_trial=”off” _builder_version=”3.0.100″]

[/et_pb_df_wc_restrict_content_open_tag]

Login

*Membership level determines your access to ServiceXRG research and other member services. Paid memberships include access to research and playbooks. Free memberships include access to some reports and discounts to others. Please visit our membership page for a list of available membership programs.

[et_pb_df_wc_restrict_content_close_tag admin_label=”Not Logged In – Closed” shortcode=”wcm_nonmember” _builder_version=”3.19.8″]

[/wcm_nonmember]

[/et_pb_df_wc_restrict_content_close_tag]

Related Articles

How Productive is Your Support Organization?

How efficient and effective is your support organization? Do you measure how efficiently staff are handling core support activities? Do you meet or exceed industry performance benchmarks? The process of delivering support is labor intensive and costly. It is imperative that you establish and measure support productivity. Learn How.

read more

Pin It on Pinterest