Minimizing Support Costs through Tagging

Companies often assume Support is a fixed-cost that rises linearly with the growth of their customer base. This is a fallacy, but one that can persist operationally at companies for many years. It’s doubly tragic because those in budgeting and operations are often unaware that this is not so. Instead, they regularly approve the hiring …

Customer Support Goals, Objectives, Strategies, and Tactics

Here is a basic outline of an organization’s customer support goals, objectives, strategies, and tactics. Use this as a template to refine your message and to deliver the right results at the right time. Your finished product here should be 3-4 pages.* GOAL Our Goal at _______ is to help grow our business, increase its …

Why Zero should be your Daily Ticket Goal

If you have read through some of my favorite sayings, one might stand out to you: “Our Daily Ticket Goal is Zero”. This usually raises eyebrows. Often instead you’ll hear ‘goals’ of “less tickets”, or “let’s reduce tickets in half”. Recall that goals should be S.M.A.R.T: Specific, Measurable, Achievable, Relevant, and Time-Bound. When it comes …

Favorite Sayings

Below are some of my favorite sayings. These are all mine, but I have been inspired by many others. If they work for you and your department, feel free to use them. Your Knowledge Base is your Best Worker. Think about it. It never sleeps, never takes a day off, doesn’t get injured, doesn’t complain, …

Four Quality Principles of Tone and Style

When replying to customers by email, chat, or speaking with them on the phone, always utilize these four principles in terms of your tone and style. The tone and style of words convey knowledge, intent, understanding (empathy), and standing. All four work together to quickly help customers resolve concerns, while also curtailing unnecessary pushback from …

Trusted Advisors for or to customers

A Customer Success consultant recently wrote that it’s a common belief that Customer Success Managers should be trusted advisors to customers. However, CSMs should be trusted advisors for customers. Else we conflate Customer Success with Account Management, or even Customer Service. This is not uncommon in organizations. The first idea—being advisors to customers—is common in …

Know Your Product

“Know your Customer” is intrinsically tied to “Know your Product/Service”. When a team says they need to know their customers better (usually at the behest of using a new tool, reshuffling team structure, or outside consultants), the bigger problem could be a lack of understanding of the company’s own product. To test this, I run …