Thanks everyone for the feedback. Can someone give an example on how i can calculate $ value from improving a product/service usability and servicability? I am trying to categorize what we offer :
1) Improve customer experience 2) Reduce service deployment time 3) Improve service availability Regards Kim On Friday, February 15, 2013, Siegel, David wrote: > There is no such thing as a generic business case that can be applied > across all companies in an industry. Every business is unique in its > product definition and organization structure, but each question is also > unique and therefore the analysis must be done every time. > > The way to begin is to ask this manager what he believes the possible > outcomes are (downsize your group, eliminate your group, re-define your > group, etc.) and then work with each of the key stakeholders that you have > to estimate the impact of those outcomes. For example, if 1st line > operations indicates that eliminating your group would result in decreased > customer satisfaction and missed SLA's, ask them to quantify it as much as > possible and go to take the numbers back to your business people to have > them estimate the impact on revenue. > > The analysis should be constructed and presented in standard finance terms > (like NPV) so I would suggest that you make friends with someone in finance > to assist you with the preparation. You can also take a short two-day > course like this > http://executive.mit.edu/openenrollment/program/fundamentals_of_finance_for_the_technical_executive/16that > will teach you how to build up these analysis yourself (I have taken > the one referenced and I recommend it to all managers with budget > responsibility). > > The outcome from these discussions often has surprising but positive > outcomes for everyone...maintaining the status quo is not always the best > possible outcome despite the biases we usually have when we begin the > analysis. :-) If you work closely with all of your stakeholders, everyone > will learn and benefit from the experience. > > Dave > > -----Original Message----- > From: Kasper Adel [mailto:karim.a...@gmail.com <javascript:;>] > Sent: Thursday, February 14, 2013 2:16 PM > To: Andrew Latham > Cc: NANOG list > Subject: Re: Quantifying the value of customer support > > I used to think that these kind of situations take place when a manager > was never an engineer so he does not understand how things work but i was > surprised when i faced these from managers with an intense engineering > career so i gave up on trying to give conceptual excuses and want to just > give them the dump tables and numbers that they are looking for. > > Kim > > On Thursday, February 14, 2013, Andrew Latham wrote: > > > On Thu, Feb 14, 2013 at 3:52 PM, Kasper Adel > > <karim.a...@gmail.com <javascript:;><javascript:;>> > > wrote: > > > Hello, > > > > > > We are a 2nd level of escalation in a service provider, trying to > > > put a $ value on the support we give to our NOC and other > > > implementation teams, when they email us about problems they face. > > > But we are merely bits and bytes engineers that cant quantify and > > > justify the value of what we do to the management team. I guess > > > these smart suits want to see an excel sheet with a table of how > > > much they save or gain by the support we do. We > > respond > > > to technical questions and simulate problems in a lab. > > > > > > Can anyone help me with an idea or any material i can reuse? Templates? > > Has > > > any one been in a similar situation. > > > > > > Thanks > > > Kim > > > > Kasper/Karim/Kim > > > > Your job is customer retention. Your value is maintaining all company > > income. Write the yearly revenue on a piece of paper and hand it to > > them. > > > > > > -- > > ~ Andrew "lathama" Latham lath...@gmail.com <javascript:;><javascript:;> > > http://lathama.net ~ > > >