VECTERIS - Vecteris Blog Posts

Stop Firefighting: How to Turn Customer Support & Managed Services into a Scalable Revenue Stream

"Our customer support services for our offerings are underperforming because they are always a fire drill. It's impossible to predict how to staff for it. When requests come in, we can't get the budget to proactively do things for our customers that we know will help them and prevent future support calls."

This is the reality for many B2B services firms. Support and managed services teams operate in an unpredictable, reactive model—delivering time-and-materials (T&M) engagements, answering sporadic customer requests, and constantly adjusting staffing to keep up. The result? Underfunded teams, inconsistent service, and a function that remains a cost center instead of a strategic revenue driver.

But there’s a better way.

A Smarter Way to Evaluate Technology Partners: Think Big, Start Small

Choosing the right technology partner is a critical decision that can make or break your product strategy. Whether you're implementing a new SaaS platform, integrating AI capabilities, or modernizing your infrastructure, the process of evaluating technology partners requires a structured and strategic approach.

Building a Playbook for Productization

We have many organizations come to us who are excited to start on their productization journey and see it as an avenue for growth and strength. When starting to work with these customers, I often hear them state the following goal:

“I’d like to create a playbook so we can have a repeatable innovation process at my company.”

The Power of Bottom-Up Market Sizing for B2B Productization

Because productization can require significant investment, market sizing is often an important first step in testing the viability of an opportunity because business leaders need confidence that the investments have a good chance of paying off. Too often, B2B organizations rely on top-down market sizing to drive investment decisions. There seems to be an all-too-common practice of showing an opportunity is viable by arguing that you just need to capture a small percentage market share of a huge market segment in order to have a booming business. But this common top-down approach ends up misleading organizations into poor decisions because the models are designed mainly for direct-to-consumer businesses to make assumptions about vast markets. And these types of results provide no answer about near-term potential revenue.