When customer service costs more than you earn

And managing post-sales consumes all margins

Do you recognize this situation?

• You spend more time handling complaints than selling
• Every problematic client erodes the project's margin
• The team is always in "firefighter" mode
• Returns, disputes, requests: a continuous flow
• In the end, some clients "cost" more than they pay

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The paradox of customer service that devours profits

You sell, you collect, but then the nightmare begins.

The client calls, asks, disputes, complains.
Hours of phone calls, emails, problem management.
The product was right, but the client always has "something".

And in the end, that client consumed more resources than they paid.

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What happens when post-sales is out of control

On the economic front:

• Margins eroded by time spent in assistance
• Hidden costs: people dedicated to "putting out fires"
• Returns and replacements that weigh on the balance sheet
• Client who pays 100 but costs 150 in management

On the operational front:

• Team always reactive, never proactive
• Energies consumed in emergencies instead of growth
• Widespread frustration: "we work for nothing"
• High turnover: no one wants to do customer service

On the brand front:

• Negative reviews because problematic clients are the most vocal
• Damaged reputation despite majority being satisfied
• You attract other problematic clients who see "here they always listen"

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Why it happens

It's not that customer service isn't needed.
It's that you're serving the wrong clients in the wrong way.

Client who pays little but demands a lot: not a client, it's a cost.
Client with unrealistic expectations: acquisition problem, not service problem.

And you, instead of selecting upstream, try to please everyone downstream.
But pleasing everyone means zero margins.

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The (wrong) path many try

Apparent solution: Hire more people for customer service

But if the problem is structural (wrong clients, mismanaged expectations, inefficient process), more people = more costs, not solution.

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The 5-step method:

1. Segment clientele by "service cost"
   → Who consumes more resources than they pay?
   → Data-driven analysis, not impressions
2. Upstream prevention
   → Clear pre-purchase communication
   → Educate the client on what to expect
   → Reduce unrealistic expectations
3. Self-service and automation
   → FAQ, knowledge base, chatbot
   → Client solves common problems alone
   → Team intervenes only on complex cases
4. Clear and applied policies
   → What's included, what's not
   → Defined response times
   → No continuous "we'll make an exception this time"
5. Say no to clients who cost too much
   → Some clients need to be let go
   → Either you raise the price to cover real cost
   → Or you stop serving them

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What changes after

Customer service returns to sustainable.

You serve well those who deserve and pay fairly.
The team is no longer in continuous emergency.
Margins are protected.

And paradoxically, good clients are more satisfied, because they receive better attention when you don't disperse it on those not worth it.