This planning may be easier if the documentation and training staff belong to the same organisation and more challenging if they do not, especially if training is considered to be a profit center but documentation is not. In that case, you need to agree on what information can be charged to the customers and what information is given for free, since documentation is typically included in the price of the product. Unfortunately, the divisions between documentation and training are all about internal costs and resource allocations, plus office politics, none of which should be the user's concern. If we keep in mind what is best for the user and the customer, we hope a solution can be found that will increase customer satisfaction. Delivering documentation and training through the Web, or in some other online medium, gives us possibilities that were not there when documentation was all on paper and training was done in a classroom. We should take advantage of these possibilities, not just because they exist, but because we can see a clear customer benefit in using them. …show more content…
When companies do not have to spend time studying the programming languages and code of their programs and develop training manuals and troubleshooting guides, they tend to save money, especially when the business can focus more on sales. Of course, this depends on the prices that vendors charge for offering computing support, but in most cases it tends to be a cost-saver. Many vendors include computing support, at least for a certain number of users or programs, as part of their overall packages with discounts for the service included. This allows the business to save even more money on the outsourcing project. Also, the vendor typically has knowledgeable support staffs; many of whom have experience working with the vendor's programs and know how to help users with familiar problems. The business itself does not often have such