On thinking about support models in terms of effectiveness and cost

What has worked well for me in medium-sized accounts is
time to have both a delivery interface and a business interface.
First, there needs to be a point of contact for customers to call with questions/concerns about the service.
For this role, you need to be proactive in communicating how the infrastructure you are managing is working.
For this purpose, you may want to appoint a senior level 3 engineer to this role.
You can also assign another delivery manager to the account. Since they usually have a lot of accounts
They can be the point of contact for the customer.
Let’s say a client’s delivery manager has 15 to 20 accounts. Then 5 to 15 would be ideal.
Of course, depending on the level of activity required for each account, a delivery manager would be better suited for this role than a level 3 engineer.
However, either is fine.
In addition, each of the medium-sized accounts will need their own business interface to facilitate up-selling.
This customer management role is essentially similar to that of a farmer.
Each rep will have 5 to 15 accounts, depending on the size and activity of the customer.
Geographical proximity also plays a role in determining each person’s level of responsibility.
How much support will be needed to maintain the accounts, and
how much support is needed to maintain the account, and how many sales opportunities exist in the existing medium-sized account.
How much support is needed to maintain the account?
For these accounts, you may have too little or too much resources, and you should not have too little or too much.
So the most important thing is to think about your support model in terms of effectiveness and cost.
Choosing the right model for your business is definitely the key to success.