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This is a story about a company struggling to pay expenses and stay afloat. It was an unusual story because the company had been in business for years and had never been in financial trouble before. The owner couldn't figure out what was going wrong with the business, but he knew he needed help soon or he would be forced to shut down. He decided to hire an outsider who could do an unbiased analysis of the company's situation and advise him on how to fix it. The consultant studied all aspects of the business before coming up with any recommendations, so that she could come up with a complete picture of what was wrong and how it should be fixed. Although the business had never been in trouble before, there were warning signs that should have been seen before things got so bad. The business should have noticed an increase in the number of repeat service calls, for instance, and known that there was a problem with support. And although customer calls were infrequent, calls about problems with the training material were extremely common. Something was clearly wrong with the training material. Ultimately, it turned out that users were having problems not because of any fault on the part of the company but because they weren't using the software correctly. The company had produced excellent software; it just hadn't trained its users properly on how to use it. The company was not only losing money but customers as well. It had lost its best-voted user training videos to another company. When support calls were made by users, the call center representatives couldn't solve any problems; they weren't trained or experienced enough to know how to handle even basic issues that didn't require technical knowledge of the software. A new hotline was set up for users to call for help with any problems they encountered outside the product itself. Because of this, most calls weren't being handled properly by the company's own employees, so many were being referred elsewhere. A lack of experience and training among the call center representatives was the reason why most calls weren't being handled properly. They didn't know how to handle issues like hardware problems, one-time questions, and requests for help with new features. A lack of training was also the reason why they couldn't explain features adequately to users. A new support person hired with a large amount of technical expertise was unable to train the existing support staff on how to use that excellent software properly. The company needed a new generation of people with both technical and customer service skills who could lead the redesign and training process for their software and train all those who would be using it in future projects. The company decided to hire a new chief product officer to lead the redesign of their current products and to ensure that all future products would be properly designed, tested, and supported before release. Because the company had traditionally sold its products in very large packages that were easy to use but didn't provide enough training for users who needed help beyond the basics, the only way it could survive in the long term was by selling smaller packages with both technical features and customer service features built in. A new chief product officer—a former customer of the company—was brought on board. The company turned out excellent software, but it hadn't included enough training materials or services for customers. cfa1e77820
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