The Design of Microsoft® Support Network 1.0

Microsoft Corporation Microsoft Corporation The Design of Microsoft computer backup Network 1. 0 1. What factors suggest that Microsofts PSS Division pauperisations a to a greater extent comprehensive and plastic approach for its service offerings? Admittedly, Microsofts render got serve were not as trade good as those offered by some(prenominal) competitors. Several factors contributed to the nondescript nature of Microsoft services. previous(prenominal) accept service policy had been determined at the product level. Annually, from each one product manager negotiated with PSS over the type, extent, and pricing of services to be offered to customers on with their products.Because Microsoft had 150 products, the result was a hodgepodge of service offerings. Some products had no support services, some offered unlimited bleak service that was accessed by scream via a toll number, and still others provided extensive telephone service for tippytoe. For customers, particula rly those that owned and used several Microsoft products, the service offerings were confusing because it was nasty to know which service came with which product. Moreover, expert users felt that they were paying for services they didnt hire on basic applications.At the same time, they could not get cultivate support services on some of Microsofts newly introduced line of handingly technical advanced systems, even if they were resulting to pay extra. 2. Based upon the eliminatelines that old management has provided to Trish May, what product support scheme has Microsoft envisioned? Before the PSS business force started its work in December 1992, Patty Stonesifer, Trish May, and key team up members, along with the input of Bill Gates, Steve Ballmer, and Mike Maples, devised a set of goals that were to guide efforts and serve as the basis for all technical support programs.These include Microsoft technical support services should reinforce and enhance the high grapheme of Microsoft products. Bill Gates insisted on this goal. He maintained that Microsoft needed to sack out a comprehensive offering to the marketplace that was comprised of both high shade products and support services. Gates was willing to invest signifi finisht resources into technical support services to improve their overall quality and customer perceptions of them. Choice, Quality, and Simplicity should qualify all technical support programs.Based upon several market seek studies and experience, the task force concluded that customer satisfaction would be carry on by turn outing technical support that met customer needs in leash ways. First, support programs should offer customers a choice. Those who did not lack to pay for support they didnt need should be able to buy softw atomic number 18 alone, at a price that did not include service bes. At the same time, customers that treasured more support and were willing to pay extra for it could also do so.Second, all technical support provided by Microsoft should meet or exceed industry standards for quality. Third, all technical support programs should be marked by simplicity that is, customers should have little difficulty understanding Microsofts offering and how it use specifically to their needs. Technical support services should be a cost center for the Microsoft Corporation. On this point, thither was uniform agreement in the company. As managers saw it, Microsofts core competence was its technology.Though important, technical support services were not seen as a potential source of corporate profits. Instead, Microsoft was inclined(p) to invest in them in the short run, with the eventual goal of breaking even. The Microsoft Corporation should be the technical service provider of last amend. Microsoft managers took progressive steps to leverage the work of PSS engineers. First, the learning group busy in continuous efforts to make all software as user-friendly as possible. Resulting reductions in user difficultys would lower demand for service.Second, managers initiated special efforts to lapse customers tools and propoundation, so that they could resolve as many problems themselves as possible. Third, the firm would inform customers about and encourage them to use third party service providers (e. g. , VARs, dealers, ISVs) in their communities and industries. Finally, if the first three methods proved ineffective, then managers would actively directed customers to PSS personnel. 3. How should the Microsoft Support Network 1. 0 matrix be structured in footing of rows and columns?Early on in their analyses, the task force hit upon the paper of using a matrix to summarize the various service offerings. Members referred to it as the Microsoft Support Network 1. 0. The rows of the matrix would consist of major service groupings, era the columns would capture the differences in those services across product or customer segment categories. In turn, each element in the mat rix would imbibe a specific service offering and include a tip structure. To avoid customer confusion, the group concluded that 4 rows and 4 columns should be the largest size of the matrix however, no research had been done to confirm this.Although the theory of a service-offering matrix received enthusiastic and universal approval among Microsoft managers, there was widespread disagreement over the make-up of the rows, columns, and elements. Trish noted that the matrix could be constructed in several ways. Each had distinct advantages. 4. What implementation problems should PSS managers anticipate? How can PSS managers successfully overcome them? Main problem to offer some free services for its software and if yes which ones.Such services should be implemented and delivered to customers, some for free and some for a little fee. Also there populate many different competitors who offer rivalry products for the better terms. For example adobe brick gives its customers some cards on which they get bonus points and then have the opportunity to exchange them for the service delivered. Company also has a problem with communication and making its customer to understand what they are selling. There are cases when customers did not clearly understand what they are paying for or what problems will this software solve for them.Management first of all should allocate priorities, establish on the overall corporate goal of the company. As far as I can see from the case company management clearly understands that they need something to change, they know that this something is the new support system more much working one. Also hey know that this would need investment and are nominate to pay for it, because the most important they understand that without that system harmonic development of the company would be almost impossible. So as I envisage Microsoft first should listen to heir customers understand their needs clearly and deliver the value that way, cause withou t clear understanding what your customer wants good, workable strategy will be impossible to implement. And the last one Microsoft should understand that they do not need complicated software with many gadgets and etc. neither they are the experts (all of them) in the field of IT, so the one thing they want in easier solving of problem. If Microsoft will manage to this by better communication, more user friendly programs etc. it does not matter for the customer. Customer need problem solving not the exact product.