Earlier quoted context omitted.
I was a back channel route to engineering at a company I worked for a while. A few of the engineers trusted me and a couple select customers / sales guys knew they could come to me to run a bug by me 'in theory' and if we had enough information I could unofficially run it by engineering without going through the song and dance of the typical support channels. I could get a quick ya or nay form them on some things and…
This exists in almost every company by design. Engineering teams wouldn't make any progress towards their mission if they are constantly dealing with outside interruptions, but at the same time there are things which should be qualified. Customer support is a cost center and the focus is on mitigating the cost of providing that support. If you fail to do this you can burn through a lot of cash quickly. What managemen…
For us, great customer support is one of our stronger sales arguments. In fact we've not had to push hard on sales due to our customers calling former colleagues who moved to a competitor to tell them "you have got to get this software". Having great support has been key to this experience.
Most of our support people have been recruited from our customers, so they know not just our software well but the processes and regulations around it, allowing them to quickly understand the issue at hand and offer relevant help.
So while it might look like a cost center on paper, I'm quite certain it's a massive net gain overall.
Of course as you say, we work hard to mitigate the cost of providing that support, like routinely looking at implementing changes that'll reduce repeat support issues. Maybe as simple as reworking a dialog text, to adding more automation.