In today’s video, Steve Riley, talks to us about one of his passions, the area of the business called Support. “I’ve been seeing a migration or an evolution, from our traditional service model to the support model,” according to Riley.
In the article, It’s All About Support Part One: The Overview, Riley discusses the five necessary steps for integrators that intend to provide Support.
One of his top recommendations is to organize and track the products you sell as systems, rather than projects. As individual systems, such as a huddle room, or Executive Briefing Center, you can assign them unique System IDs. This allows integrators to track each system, or SID, individually. Furthermore, at project closeout, when systems documentation is stored by SID, it makes it much easier for integrators to reference in their service ticketing system.
However, this capability is not available on all software platforms. “I’ve noticed that most of the ERP software systems out there haven’t caught up to what support is really all about,” says Riley. “To be organized with System IDs, and be able to transfer from a tiered escalation structure, isn’t possible with most ERP software.”
“I actually did a major deployment of Solutions360 when I worked for an integrator,” says Riley. “The System ID functionality was why we chose it.”
System IDs allow you to identify individual systems by a unique number, defined as a list of serialized assets that belong within the system.
“Having the ability to perform asset tracking, track serial numbers, and being able to provide that empirical data to your customer is really what support is all about,” Riley concludes.
Watch the video below, and for more information on the value of System IDs, email Navigate at firstname.lastname@example.org
Steve Riley has twenty-two years of experience in system integration in a wide range of roles and responsibilities. He has amassed a working knowledge of every aspect of system integration business operations. He is expert in handling tough internal issues like culture, staff leadership, business-unit profitability, technical documentation standards, project process improvement, service and support business, and departmental and IT infrastructure. Steve has a proven track record in finding the right balance to ensure business success.
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