Three Organizational Models to Describe How Sales and Support Can Cooperate

by Feb 27, 2019

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.

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