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In most (tech) companies it is extremely easy to distinguishthe support area from other business functions in the office. The block ofcubicles that most resemble a garage is likely to be the place where thesupport hot-line is routed to. There is at least one naked girl on the cubiclewall, at least eight vulgar jokes are told per hour and the dress code is jeansthoughtfully combined with an old T-shirt (in many cases also displaying avulgar joke). Contrast that with the shiny suites of the sales team. The resemblance with a garage is not coincidental. Just likethe mechanic that fixes expensive Lexus-Nexus cars, these support guys know themessy reality under the hood of the cutting-edge technology that is being sold.These guys see the log files, the cluttered databases and know the CPUutilization of the main server. As with many things in life, it is often betternot to know too much. While this may seem just outward appearance, it in factreflects the corporate attitude and philosophy regarding support. According tothis philosophy, support is regarded as an expense rather than as a source ofrevenue. Support is deemed necessary to sustain the company; but is notperceived as contributor to growth. There are several aspects in business where this philosophy isreflected. For instance, CEOs regularly send out emails complimenting the salesteam on new deals. Also the brilliant technological breakthroughs of thedevelopment teams are publicly celebrated. But how often are the achievementsof the support team shared with the entire company? When hiring a new technical support engineer, the humanresource department will usually search for ticket-closing monkeys - peoplewith just enough technical skills to solve the most common problems and sufficientcommand of English to communicate the resolution. It is obvious that such attitude and philosophy leaves avast amount of business potential untapped. Just imagine what could be achievedif every single support call is regarded as a sales opportunity or source ofvaluable business intelligence. Even a call to the support team to re-set apassword, could develop into an intelligent conversation regarding the use ofthe product, possibly unveiling interesting customer insights. However, theticket-closing monkeys that HR hired, lack the skills or interest to realizethe potential of support calls. Your support team is the finger on the pulse of each of yourclients. Treat them as such! Hire support people with the skills set ofpre-sales engineers, give incentives to the support team for extractingvaluable business intelligence and share successes of the support team with therest of the company. Youll see that the inappropriate pictures will disappearfrom the cubicle walls, the support dress code will improve and ultimately yourbottom line will reap the profits.
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