October 31, 2014

Key Success Factors For Managed Product Support Service Providers

My intent behind penning this blog post is to help Product Support service providers understand the key success factors at each phase while implementing managed Product Support services. This could be of great help to service design specialists and senior operations management executives who are exploring the idea of implementing managed product support services in their organizations and are willing to carve their presence as a ‘Successful Managed Product Support Service Provider.’

The key attributes for making a successful SERVICE STRATEGY are:

  • Service provider should get full support from the key stakeholders within the service provider organization.
  • It needs to be ensured that the selected services in service strategy are marketable/sellable and attractive to the targeted industry vertical.
  • Selected services offer business value for the product support provider that may be involved in the final delivery of the service.
  • Selected services bring business value to the product support service provider as well as the customer’s business operations.
  • Selected services are capable of being successfully delivered even in light of any predefined constraints.

The key attributes for making a successful SERVICE DESIGN are:

  • A successful translation of the business vision statement from service strategy into a service design package.
  • The creation of agreements that affiliate with the intended product support services and protect the service provider while delivering value to all respective stakeholders.
  • Quantitative measurement and management systems, with supporting processes, to ensure that a baseline for continual service improvement can be defined and measured.
  • A scalable and risk mitigated approach should be adapted to ensure a predetermined level of operational performance and high-availability of the system and services.
  • Acceptance and confirmation from all parties that business goals specified in service strategy are still achievable while the process moves to the service transition phase.

The key attributes for making a successful SERVICE TRANSITION are:

  • A well-defined service transition process where all parties are well aware about the objectives and are actively encouraged achieving them in a collective manner.
  • A well-defined and compatible change management process, supported by an effective Change Management System.
  • A well-defined acceptance checklist for the support services as agreed during the service design process and to make sure that respective tests are executed under a strong validation and testing process.

The key attributes for making a successful SERVICE OPERATION are:

  • A well-defined and adjoined set of processes governing each of the key service operation processes. Each process must be conforming to ITIL (known as Information Technology Infrastructure Library) values.
  • Implementation of strong event management solution, where the implemented solution must adhere to the agreed business objectives of the product support service.
  • An efficient problem management by proactive product support service approach.

The key attributes for making successful CONTINUAL SERVICE IMPROVEMENTS are:

  • A trusted quantitative measurement and reporting solution that is well aligned with business objectives.
  • A well aligned and encouraging education program with shared goals for all stakeholders.
  • Customer buy-in to allow the product support service provider to benefit from driving improvement.


In recent years managed product support services in the IT sector have often been applied to commercial service management engagements and when all key attributes covered in this article are kept in mind, then the entire activity will lead to fruitful outcomes for all stakeholders involved. 
Managed product service organizations that fail to adopt these key attributes may find themselves being disqualified from lucrative business opportunities. They will also become incompatible with other managed product support service providers who deliver to the same customer and end up failing to capitalize on the delivery efficiencies of the aforementioned approach of managed product support services.

Managed product support service providers who have previously acquired businesses by using ‘Managed Services’ as a marketing tool are now being exposed by better educated buyers who are demanding true evidence of robust service management disciplines and showing a willingness to reward those providers based on shared business success. The wealth of knowledge pointers and key success attributes for managed product support services covered in this article and other public domain sources may ensure a rewarding path to opportunity and managed product support service success.