Service · Managed IT services

Service desk

Once a firm grows from thirty to ninety employees, support is no longer a matter of goodwill but one of leadership: is it working, and what evidence do we have? Consider an electrical wholesaler headquartered in Wiener Neustadt with a satellite warehouse in Graz. Warehouse staff feel ignored, head office sees it the other way round, and nobody can back either view with data. This is where a service desk brings order. A catalogue spells out what is delivered and how fast, priorities reflect genuine business impact, approvals leave an audit trail, and the leadership team gets hard numbers rather than hearsay. The model works both when we run all your IT and when we sit next to an internal IT team, freeing them to focus on projects.

Catalogue
what gets done, and by when
4 levels
priority driven by impact
SLAs
measured by software, not estimated
Dashboard
yours to view at any time

Everything this covers

ITIL serves as a compass, yet we only adopt what brings real value to an organisation of fifty to two hundred people. Seven building blocks have proven their worth.

Settle the details with an engineer

Service catalogue

A written list of every service, each with a deadline, an owning team and, where needed, an approver. When someone wonders whether a new monitor or access to the supplier portal is “included”, this is where the answer lives.

Priority matrix

Two questions set the level: how many people are unable to work, and which process has ground to a halt? Invoicing, dispatch and customer contact weigh heavily; the rank of whoever raised the ticket does not.

Self-timing deadlines

Response and resolution targets run within agreed service hours for each level. When a case waits for you or a vendor, the counter pauses, and shortly before a target expires the team gets a warning.

Approval workflows

Access to the payroll folder, an additional licence, a guest login for a fitting contractor: the request lands automatically with the responsible manager and is actioned the moment they click approve.

A knowledge base grown from real tickets

Recurring questions turn into short portal articles, from resetting your own password to setting up a company phone. Written for your environment, not lifted from a generic manual.

Announced changes

Larger interventions such as replacing a firewall or upgrading the inventory system are announced ahead, with a time window, affected teams and a rollback plan. No more unpleasant Monday-morning surprises.

Metrics for leadership

First-contact resolution rate, open tickets by age, targets met per site and satisfaction after every closed ticket. When a fault keeps recurring, it is tracked as a problem with its own owner until the root cause is eliminated.

Our working method

Configuring the software is quick. The real effort lies in getting department heads to agree on catalogue and priorities, and we deliberately leave room for that.

01

Three months in hindsight

We analyse what requests came in over the past quarter by email, chat or word of mouth, as far as they can be reconstructed. That yields a first draft of the catalogue.

02

Agreement across departments

Across two or three video sessions, department heads settle deadlines, approvals and priorities. Where they disagree, the managing director has the final word.

03

Launch at one site

A single location or department goes first, typically the outlying warehouse. After several weeks of live tickets, deadlines and categories get sharpened.

04

Wider launch and quarterly review

Remaining departments join in stages. Every quarter we sit down together to cut services nobody uses, fix unrealistic deadlines and spot what could run automatically.

Rank by impact, not by job title. In plenty of firms the boss's request is sorted in seconds while the warehouse, where ten people cannot pick a single order, waits its turn. That may feel natural, but it is expensive. Our matrix considers only how many people are affected and which process is stuck. Senior managers get something different in exchange: a report proving whether support is serving the entire company.

Frequently asked questions

As a rule of thumb, from about fifty employees or as soon as there is more than one site. Below that, a helpdesk that simply resolves requests is usually enough. A service desk layers rules, measurement and improvement on top, so support no longer relies on what individuals happen to remember.

Yes, provided it can track deadlines and handle approvals. Otherwise your staff use our portal, which comes as part of the package. The brand of software matters far less to quality than a sound catalogue and realistic targets.

After every closed ticket, a five-point rating plus an optional comment box is sent out. Results appear in the monthly report, broken down by site and category. We read each poor rating individually and get back to the person concerned.

If your organisation counts as an essential or important entity under the NIS2 Directive, clearly documented security incidents and written procedures are strong evidence towards the competent authority. We help you assemble that documentation. Whether and how far your business is in scope is best confirmed with legal counsel.

It stays in our system while we escalate to the vendor, internet provider or host and keep chasing. The report shows third-party waiting time on its own line, so it is obvious where the holdup really is. Organisations with roughly 50 workstations or more can reach us for coordination at b2b@apply.at.

Put numbers on your support quality

Explain how requests reach your IT at present and who deals with them. We will suggest a catalogue, priority rules and a tool that delivers figures from month one.

Availability
Monday to Friday, 8:00-17:00 Austrian time (CET/CEST), reply within one working day
Meetings
By video on Microsoft Teams or Google Meet

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