2. Organization of a support team for which its primary focus is attend requests of live accounts.
3. Economics of support. Its currently a struggle in some accounts for determining whether is a
sage bug, an configuration error or a user error, including in those numerous accounting or
process issue. This last category usually is fought with the discovery document on hand and
some are won, some are lost.
In the few instances where the customer and the consultant were covered with either a pre-
paid support block or better yet with a yearly contract for limited or unlimited support, it
relieved the pressure of determining what Ive stated above, and in most of the cases we work
better.
6. This support is a service that can be a revenue stream to SCS as much as new sales,
implementation, development and maintenance fees. If well organized and oiled, the service
can even be outsourced to other SAGE Partners, even market directly to customers if we brand
it as a separate line from our main SCS line.
Im sure that 90% of the business partners are having the same issues that we do: after the
implementation the customers request support, dont want to pay for it, dispute hours, etc.
Even SAGE support is not usually satisfactory, usually not timely responses or are too generic for
the end users.
We have a knowledge reservoir very strong that we can use outside the SCS customer base
boundaries.