Good Customer Support- Skilled, Helpful, And Available

The central tenets of good customer support are for the people providing it to be skilled, helpful, and available. With Altvia, you get exactly that: comprehensive support for our suite of Private Equity products and access to a team that rivals the best technology consulting firms.

At Altvia, we assist you throughout your technology journey—from your initial inquiry about solutions for data management to a GP-LP engagement platform all the way through your implementation and beyond. 

We understand that even with the most intuitive of systems, attentive customer service from team members who thoroughly understand the product and are committed to seeing an issue quickly and fully resolved is essential to success.

“Our market is so relationship driven—we really get to know our business partners and understand their needs. With Altvia, it’s clear that they value having a relationship that comes along with the software.” Michael Painter, Managing Partner, Co-founder, Plexus Capital. 

THE FIRST ELEMENTS OF CUSTOMER SUPPORT: ONBOARDING & TRAINING

Altvia customer support takes you through the sales process into onboarding and then to the ongoing technical assistance your firm needs to succeed. 

As an Altvia customer, you receive comprehensive care for all your products, including implementation insights, training, solution adoption services, growth evaluations, ongoing technical support, and 24/7 access to our knowledge base.

As a result, you get up to speed rapidly and start seeing process and productivity improvements almost immediately. 

ONGOING CUSTOMER SUPPORT

Our team members solve problems, but that’s just the beginning. They also empathize with our customers, learn from them, and advocate for them. 

We approach every interaction as an opportunity for our team to engage with yours to enhance your experience and maximize the value of our solutions. 

We strive to leave you in a better place than before you reached out. That’s the Altvia customer support difference: We don’t just resolve issues—we use them as springboards to help you get ahead. 

CUSTOMER SUPPORT AS THE KEY TO SUCCESS

Our team works directly with your firm to build a roadmap for ongoing success. We understand the challenges you’re facing and are here to help you achieve your specific goals.

We can do that because we make it our mission to understand your business. Working exclusively within the private capital ecosystem, we realize that a multi-family office is different from a middle-market buyout fund. 

And we know how to customize your system to reflect those differences. This ensures you gain ongoing value from our solutions and get the most from your technology investment. 

THE ALTVIA HELP CENTER: SELF-DIRECTED CUSTOMER SUPPORT

We offer the Altvia Help Center as a place for you to find helpful information, tips, and tricks that enable you to get even more from our products. 

Within the Help Center, you can access instructional videos, how-to articles, and trailheads for users that want to expand their knowledge of our products and services.

The value that exceptional customer support can provide to an organization can’t be overstated. We work tirelessly to ensure our services help empower our customers to achieve their business objectives and more.

A traditional crm was built for general ‘customer’ scenarios

Software platforms have made the world a better place by making work a better place. Indeed the world is better off when people enjoy their jobs even marginally more, and workplace applications on big CRM platforms like Salesforce.com have done that and much more.

But the potential that platforms like these offer presents diminishing returns: once the platform provider has engineered too many industry specific components into its platform, its usefulness for other industries begins to be threatened, and with that so do the usefulness of the component tools built into the platform.

So it is with the CRM category that Salesforce.com has defined: it is generic enough to work for many industries, and yet still offers the potential for others to round off the edges and nail more vertically-oriented and extremely tailored software solutions.

Private capital markets are actually a great demonstration of this dynamic. Where generic CRM platforms simplify — appropriately so — to assume there’s a business, a customer, a sale, and service of that customer, there are a few industry-specific pieces that are missing.

Take for example, that investors become customers by investing through legal entities the GP raises. It’s a subtle but important nuance that just doesn’t make sense at a platform-as-a-service level (because it’s overly complicated for a simple one-time sale that many industries require), but which can easily be added without 10 years or software engineering. Once provided, the rest of the platform’s components become tremendously powerful again and you’re set to take over the world.

As a traditional CRM in our pillars methodology, these nuances must be present to properly account for investors in these legal entities, potential target companies and which are owned by these entities, the context of all interactions with these parties (as well as the appropriate overlap, ie co-investments), and how you’re arriving at finding these opportunities on both sides of the equation, such that you’re able to piece together what’s effective and what’s not. Not just because we say so, but because these are the very relationships and data that are key to the motivation behind a CRM in any industry.

It’s critical, too, that the valuable publicly-available information that helps to enrich CRM systems and save users painful steps of entering it themselves is fully-integrated at the platform level.

Again, look no further than the 3,000+ pre-built integrations that Salesforce.com — the creator of the CRM platform concept — has at a platform level to do so, and which only exists by way of holding just short of overly-specifying certain industry workflows that would present challenges to properly integrate.

Stakeholder reporting and communication (investor relations) draws on a range of datasets

The traditional “customer service” model of CRM systems once again makes overly-simplified assumptions about the customer relationship when applied to private capital markets.

In fifteen years I personally have yet to hear the terms “warranty” or “service call” in this market because it’s just not the same. But make no mistake, as uncomfortable as it may be to say aloud, customer service is more important now than ever and it’s constantly happening; the industry is, after all, considered to be a financial “service”.

As it turns out, that service is primarily information-based — it’s driven by data and takes the form of reports and analysis that drive decisions, and then end up again in investor-facing reports and analysis.

The foundational elements of a private capital markets CRM must be built such that they accommodate this data (like we discussed above), but so too that it can accommodate additional supporting data that investors (customers!) need in the context of service.

Oftentimes this supporting data — financial metrics and time-based values, for example — is believed not to meet the traditional definition of CRM and the natural thought is “well, better do this in Excel!”.

While I happen to believe Excel is still the greatest software application ever built, its introduction to this value chain we’ve discussed herein actually creates the problem many firms suffer from: key data needed to provide customer service (again: effectively the entirety of a firm’s reports and analysis) is now in disparate systems and detached.

Both of those dynamics are important and distinct: not only is this supplemental data disparate, but when brought together there is no logical association that can be made between the two data sets.

Allow me, then, to make the point very simply: not only can this financial and time-based value data (you may be thinking about is as “portfolio monitoring” or “accounting”) be a part of a CRM, it is arguably the most important part of a CRM because it’s at the core of what providing service to the customer entails — information that comes out of data!

Firms need a digital method to engage stakeholders (ie investor portals)

Investor portals are not new; in fact, for many of us — including myself — they conjure up horrifying nightmares in which we’re aimlessly guessing at folders to find the newest document we need.

So in lies the opportunity: not only have the portals we’ve come to hate not simplified the process of acquiring information, they’ve failed to create an entirely new experience that is “customer service” driven.

To be fair, this is not a B2C market where you’d be long out of business for not having focused on customer service and thus the customer’s technology-driven experience. But don’t expect to be around too much longer if you aren’t thinking about this shift.

Today’s institutional investors increasingly expect this same consumer-like experience, and a massive opportunity is being missed by not providing it. It’s not about providing them the experience they desire; it’s more about the ability to measure engagement that is had in return.

Put simply: what’s keeping the market from providing this experience is the availability of the information that’s required to create the service that provides the experience.

If you’ve hung in this long, you know that by focusing on your CRM, you have the data that’s required to manage the customer relationship and the technology-driven experience through which that information is shared to create a differentiated and opportunistic customer experience.