Broadcom Contracts: SLA & Escalation Negotiation Tactics
Introduction – Support Quality Is a Negotiation Point
Broadcom’s standard support package is not something to take at face value.
When your enterprise runs mission-critical systems on Broadcom-owned software (such as VMware, CA, and Symantec), the quality of vendor support can make or break your operations. Smart CIOs and IT leaders treat support commitments as negotiable contract terms, just like pricing or licensing.
In every Broadcom support SLA negotiation, support quality is a key battleground.
You need to secure guaranteed support response levels and escalation paths up front – not hope for the best after signing. The message is clear: Never assume Broadcom’s default support will meet your needs without a fight.
For the ultimate guide, read Negotiating Broadcom Support & Maintenance: How to Secure Better Support Terms.
Why Broadcom Defaults Fall Short
Broadcom has a reputation for “baseline” support that may fall short of what customers enjoyed before the acquisition.
After Broadcom acquires a company (such as VMware, Symantec, or CA), it often streamlines support services and reduces costs.
This can mean fewer support engineers on call, longer wait times for responses, and stricter processes. In other words, the default support Broadcom offers is usually the bare minimum.
If you stick with the out-of-the-box support terms, you might get vague assurances instead of concrete guarantees. Broadcom’s standard SLA (Service Level Agreement) often lacks specific response or resolution times.
It’s typically “best effort” with broad promises – not enough for a 24×7, mission-critical environment that demands guaranteed support response from Broadcom.
Many customers have noticed a decline in hands-on assistance and responsiveness following the acquisition.
Smaller enterprises especially report slower responses unless they pay for premium tiers. Even large Global 2000 customers can’t assume they’ll get top priority simply because of size – you must put it in writing.
In short, Broadcom’s default support is optimized for their efficiency, not your uptime. That’s why negotiating stronger support terms is essential.
You need to clearly define the level of service you expect – and ensure Broadcom is contractually obligated to deliver it.
Read about Unified Support vs Individual Support Contracts: Making the Right Choice with Broadcom.
Critical SLA Terms to Push For
When crafting your Broadcom agreement, don’t rely on general promises – pin down specific, measurable support SLAs.
Here are critical SLA terms to negotiate into the contract:
- Guaranteed Response Times by Severity: Define the response times required by Broadcom for support tickets of varying priority levels. For example: “Priority 1 (Critical) incidents will have a support engineer assigned and begin troubleshooting within 30 minutes, Priority 2 within four business hours,” etc. Ensure that 24/7 coverage is explicitly included for critical issues if your operations require it.
- Restoration/Workaround Targets: It’s not enough to get a quick acknowledgment; you need an action plan. Negotiate a target for how soon Broadcom will provide a workaround or restore service for critical problems. For instance, a P1 issue might have a temporary fix or mitigation in place within 4 hours of issue detection. This creates pressure to resolve outages faster, not just log them.
- Continuous Effort on P1 Incidents: Include language stating that for Priority 1 incidents, Broadcom support will work around the clock until resolution is achieved. This ensures they don’t pause at the end of the business day if your system is down. It formalizes the expectation that critical issues get full-time attention until they are fixed.
- Service Credits for Missed SLAs: As a remedy, request financial or service credits if Broadcom consistently fails to meet these SLA targets. For example, if response times or fix times are missed repeatedly, you may be eligible for a credit against support fees or an extension of support at no additional cost. Broadcom will resist monetary penalties, but introducing service credits shows you mean business about support quality. Even if they negotiate it out, you’ve signaled that SLA adherence is a priority.
- Explicit 24×7 Support Language: Ensure the contract states that support for Sev-1 issues is 24×7, 365 days a year. Broadcom’s literature might assume this for premium support, but don’t leave it ambiguous. If you require round-the-clock assistance, please specify this in the SLA section.
By pushing for these concrete terms, you turn “support” from a fuzzy promise into a clear vendor obligation.
The goal is to make support performance measurable and enforceable. If Broadcom agrees to a 30-minute response time in writing, you have grounds to hold them accountable (or seek recourse) if they don’t hit it.
Escalation Language That Protects You
Even with strong SLAs, things can go wrong. That’s why you also need robust escalation clauses in the contract.
Escalation language ensures that if a serious issue isn’t being resolved quickly enough, it automatically receives more attention up the chain.
Key escalation terms to negotiate:
- Timed Auto-Escalation: Set triggers for when an issue is bumped to higher-level support. For example: “If a P1 incident is not resolved within 4 hours, it must be escalated to Broadcom’s Tier-3 engineering team and a support manager.” This type of clause forces rapid escalation without requiring you to request it. It can also specify that a support director or VP is notified if a critical outage remains unresolved for 8 or 12 hours.
- Frequent Status Updates: Ensure regular communication during critical incidents. A sample contract snippet could be: “Vendor will provide hourly status updates on all Priority 1 issues until a resolution or workaround is in place.” This guarantees you’re never in the dark about what’s happening. It also pressures Broadcom to show progress regularly.
- Named Escalation Contacts: Require that Broadcom provide a clear escalation path with names/roles. For instance, your contract can append an escalation matrix: Level 1 Support Engineer -> Level 2 Specialist -> Support Manager -> Head of Support. Include names or at least titles and phone numbers for escalation. That way, your team knows exactly who to call if a case is stagnating.
- Executive Oversight for Chronic Issues: In severe situations, you want the option to reach very high up. Negotiate the right (in writing) to escalate persistent or catastrophic issues to a Broadcom executive sponsor (like a VP or Executive Support Liaison) if lower-level support fails. This ensures that the most significant problems receive top-level visibility. It’s a safety valve: Broadcom’s leadership should be aware if their support organization is struggling to resolve your issue.
Having these escalation clauses means you won’t be stuck at the mercy of a slow support queue. If the SLA is breached, the contract itself requires Broadcom to take action.
You effectively build a “lifeline” into the agreement that pulls your issue out of the bog and into higher attention. In a crisis, it can save precious hours (or days). The peace of mind is worth every bit of effort in negotiation here.
TAM/DSE Negotiation Strategy
One of the best ways to improve support quality is securing designated support personnel for your account.
Broadcom offers high-touch services, such as Technical Account Managers (TAMs) and Designated Support Engineers (DSEs), typically at a premium price.
A savvy negotiator will bundle a TAM or DSE into the deal rather than paying extra later.
What are TAM and DSE?
A Technical Account Manager (TAM) is like your personal support concierge at Broadcom. They know your environment, understand the business impacts, and coordinate support issues from end to end.
A Designated Support Engineer (DSE) is a dedicated technical resource, deeply familiar with your systems, who will actually handle most of your support tickets instead of random pool engineers.
In short, these roles assign named individuals who take ownership of your cases and expedite solutions.
Negotiation tactics to get a TAM/DSE:
- Bundle into the Enterprise Agreement: If you’re signing a large Enterprise License Agreement (ELA) or a significant renewal, request that a TAM or DSE be included at no additional cost. For example, “For a three-year deal of this size, we expect a dedicated Technical Account Manager to be assigned to our account.” Broadcom is more likely to concede on support resources if it means closing a multi-million dollar deal.
- Leverage Your Spend: Use your spending commitment as leverage. If Broadcom wants a larger sale (or a multi-product bundle), consider offering enhanced support instead. E.g.: “We’ll consider adding product X or extending to a 5-year term, but we need a Designated Support Engineer included who knows our setup.” By tying your money to their support, you create a win-win situation: they generate revenue, and you receive higher-touch service.
- Emphasize the Mutual Benefit: Remind Broadcom that having a TAM/DSE will streamline communications and reduce support delays for both parties. These roles help resolve issues faster, which makes Broadcom look good and keeps you running. It’s not a one-sided ask – it improves the partnership. Use this angle to justify why it should be part of the base deal.
- Alternate Approaches: If Broadcom won’t provide a full-time TAM, negotiate access to a “Premier Support” queue or an escalation manager at a minimum. Ensure that the contract includes a consistent point of contact for support concerns. Even naming a “Customer Success Manager” for your account is better than being an anonymous ticket number.
Bottom line: Securing a TAM or designated engineer is one of the most effective ways to guarantee quality support.
Don’t view it as a luxury – for large enterprises, it’s a necessity. Negotiate it upfront when you have maximum leverage (before signing the contract), rather than after you run into support problems. It’s much harder to add these later; get them included from day one.
QBRs & SLA Monitoring Clauses
Negotiation shouldn’t end once the ink is dry. By incorporating Quarterly Business Reviews (QBRs) and monitoring mechanisms into your Broadcom contract, you establish an ongoing accountability loop.
Here’s how to make sure Broadcom’s support remains up to par throughout the contract term:
- Contractual QBRs: Specify that Broadcom will conduct quarterly service review meetings with your team. For example: “Vendor shall facilitate a Quarterly Business Review to assess support performance, including SLA compliance and support case trends.” During these QBRs, you review metrics such as average response times, the number of incidents by severity, and the percentage of tickets meeting SLAs, and discuss the root cause analysis of any major incidents. Having this in the contract forces Broadcom to face the music every quarter and address any shortcomings proactively.
- SLA Performance Reports: Negotiate for regular reports or dashboard access that show how Broadcom is performing against the agreed SLAs. Ideally, you want a monthly or quarterly report detailing each severity-1 case, how fast it was responded to/resolved, and any SLA breaches. Some Broadcom support tiers may offer an online portal with these statistics – if so, ensure you’re entitled to it. This data enables you to verify compliance (trust, but verify!) and identify negative trends early.
- Continuous Improvement Plans: It’s wise to include a clause stating that if support metrics fall below the target for a consecutive period (e.g., two quarters), Broadcom must present an improvement plan. In the QBR, they should outline how they plan to adjust staffing, training, or processes to address the issues. This keeps the onus on them to not only acknowledge problems but also commit to solutions.
- Stakeholder Participation: Insist that the right Broadcom people attend the QBRs. Your contract can state that your TAM, a support manager, or even a product specialist will join these meetings. If SLA adherence is poor, having a Broadcom executive present during the QBR may be required. This ensures accountability at a higher level and ensures that your concerns are heard by those with the authority to address them.
QBRs and monitoring clauses essentially highlight support performance. They prevent Broadcom’s support organization from becoming “out of sight, out of mind” after the sale. Instead, there’s a built-in forum to review promises vs. reality.
This not only helps you enforce the SLA, but it also justifies the money you’re spending on support by regularly showing what you’re getting (or should be getting).
In summary: what gets measured gets managed – so ensure the contract allows you to measure Broadcom’s support delivery.
Continuity Demands Post-Broadcom Transition
When Broadcom takes over support from an acquired company (e.g., VMware or CA Technologies), there’s a risk of service disruption during the transition.
New support processes, new personnel, possibly even new ticketing systems – all these can cause hiccups. You need to negotiate protections that maintain continuity of support during the transition, so your operations are not disrupted.
Consider the following demands:
- Knowledge Transfer from Legacy Support: If you’re switching from the original vendor’s support to Broadcom’s, you require a formal knowledge transfer plan. For instance, “Broadcom will engage with Customer’s previous support provider (or staff) for a handover period to absorb product and environment knowledge.” This could involve retaining certain key engineers (e.g., former VMware support experts) for the first few months of your contract or, at the very least, having them consult. The goal is to avoid the “learning curve” drop in support quality.
- Transition SLA Guarantees: Negotiate a special transition period SLA that acknowledges the change in support and guards against degraded service. For example: “During the first 90 days of support under Broadcom, support response and resolution times will meet or exceed the levels provided under Customer’s previous contract.” Essentially, Broadcom commits that the switch in support organizations will not result in slower responses or unresolved issues. If they fail, you may trigger escalation or consider extending the transition period as an option.
- Prioritize Open and Critical Issues: Make sure any open support cases or chronic issues from the previous support provider are clearly identified and addressed in the new contract. Broadcom should agree to take over those existing issues with equal or greater urgency. You don’t want to lose traction on a problem because “the team changed.” Have them list critical ongoing issues in an attachment and promise to treat them as P1 until resolved.
- Temporary Dual Support (if possible): In some cases, you might negotiate a short overlap where the old support and new Broadcom support work in tandem. This might be tricky if the old vendor’s contract ended, but if you have any say, overlapping support for a month can act as a safety net. Alternatively, push Broadcom to ensure that veteran product specialists (perhaps individuals from the acquired company who have joined Broadcom) are assigned to your account during the early stages.
- Communication of Process Changes: Broadcom should be required to communicate any changes to the support process upfront (such as new portals, case severity definitions, or contact methods) well in advance of the transition. This can be written in as: “Broadcom will provide Customer at least 60 days’ notice and training on any new support portal or procedures introduced as part of the transition.” Clarity here prevents confusion when you suddenly have to file a ticket in a new system during a crisis.
The overall aim is to maintain a consistent level of support quality when Broadcom takes over. Transitions are when things fall through cracks – your contract should proactively fill those cracks.
By negotiating these continuity clauses, you send Broadcom a message: “We will not tolerate a dip in support during the handover. You need to carry the torch seamlessly.” In turn, this protects your business from becoming a casualty of the acquisition shuffle.
Product-Specific Support Needs (VMware, CA, Symantec)
Not all software is supported equally. Depending on the Broadcom product line your enterprise uses, you should customize the support requirements in the contract. Different products (and their use cases) have unique support needs.
Here’s how to address VMware vs. mainframe (CA) vs. security (Symantec) products in your negotiation:
- Mainframe / CA Technologies: Mainframe software and legacy CA products often run core banking, finance, or critical transactional systems. Downtime here is extraordinarily costly. If you rely on Broadcom’s mainframe tools (formerly CA), consider negotiating for on-site support or, at the very least, rapid expert access. For example, stipulate that for any Severity 1 on mainframe systems, Broadcom will dispatch a specialist on-site if remote resolution isn’t achieved within X hours. Also ensure support staff have mainframe expertise – possibly by naming a specific mainframe DSE for your account. Mainframe clients may even negotiate for proactive health checks or tuning advice from Broadcom, given the high stakes. The key is to get a support model that mirrors the 24/7 attention a mainframe requires, including local presence if needed.
- VMware Suite: VMware environments (vSphere, vSAN, NSX, etc.) underpin entire data centers and private clouds. Under Broadcom, you should demand support akin to VMware’s original Mission Critical Support offerings. This means guaranteed fast response (15-30 minutes for P1), and a designated team that understands your virtual infrastructure topology. Ensure the contract confirms global, follow-the-sun support – if you have data centers worldwide, Broadcom must hand off issues between regions so support never stops. It’s also wise to include a clause for hardware/software interoperability support (since VMware issues can involve underlying hardware or other software – Broadcom should coordinate as needed). If you used to have a VMware TAM, push to keep that continuity under Broadcom. In short, treat VMware outages like the emergencies they are and get Broadcom to commit resources accordingly.
- Symantec Security Products: Security software (endpoint protection, DLP, network proxies, etc.) demands an especially urgent support response. A breach or outage in a security system can expose your company to real-time threats. Negotiate accelerated SLAs for security incidents: for example, a suspected critical security incident should trigger a 15-minute response time and immediate engagement from Broadcom’s security response team. You might include language like: “Vendor will provide emergency support for security breaches or severe security incidents, including immediate access to senior security specialists.” Additionally, ensure the contract covers critical updates and patches: if a major vulnerability is discovered, Broadcom should guarantee a patch or workaround within a short window (e.g., 24-48 hours). Essentially, make Broadcom your partner in risk mitigation – their support should function almost like an extension of your cyber defense team when things go wrong. If needed, negotiate for incident response assistance, where Broadcom’s experts actively help contain and analyze any security breaches related to their software.
By tailoring the support terms to the product line, you acknowledge that one size doesn’t fit all. Broadcom might not volunteer these nuances, so you need to spell them out.
The result is a contract that reflects the reality of your environment: for example, your mainframe clause might save you hours (and millions of dollars) during an outage, or your security clause might be the difference in stopping a breach at 2 AM.
Don’t hesitate to be very specific here – it’s better to over-prepare in writing than to assume Broadcom will “do the right thing” for your particular product scenario.
Negotiation Levers
To get Broadcom to agree to the stronger support terms above, you’ll need to apply some pressure and be willing to give/take.
Here are effective negotiation levers and tactics to secure the support quality you need:
- Bundle Support Guarantees with Spend Commitments: Broadcom is eager for large, long-term deals. Use that to your advantage. If you’re considering a multi-year contract or adding more products to the deal, make improved support part of the package. For example: “We’ll sign a 3-year agreement and include product X, but we require Premier Support SLAs and a dedicated TAM included.” By attaching your $$ to specific support conditions, you create a powerful incentive for Broadcom to comply. They want the bigger sale; you want better support – tie them together.
- Trade Concessions for a Designated Engineer: Sometimes, Broadcom might balk at giving you a free TAM or DSE. If so, consider trading something non-essential. Perhaps you could agree to a slightly higher license fee or a longer subscription term in exchange for the designated support resource. Another tactic: if Broadcom offers a premium support tier at extra cost, negotiate a steep discount on that premium tier or have them include it for the first year free. Let them save face by framing it as a trade-off rather than a giveaway.
- Leverage the “Switching” Card: Broadcom needs to believe that you have alternatives if they can’t meet your support needs. Subtly remind them of your willingness to explore other options. This could involve evaluating competitor products in the future or even utilizing third-party support providers. For instance: “Our leadership is concerned about support. If we can’t secure the quality we need from Broadcom, we may have to consider other platforms or support options.” This isn’t a direct threat to dump Broadcom immediately (that might not be feasible in the short term), but it signals that you won’t be a captive customer tolerating poor service forever. Broadcom knows that post-acquisition, many customers are eyeing alternatives; use that undercurrent as leverage to get what you need now.
- Bring Third-Party Support Quotes: In some cases, consider getting a quote from independent support companies (for VMware, firms like Rimini Street or others offer third-party support). Having a benchmark price for external support can strengthen your position. You can say, “If Broadcom can’t match these SLA commitments, we have an option to engage third-party support at $X cost with similar coverage.” The goal is not necessarily to switch, but to push Broadcom: they’ll realize they must either step up on support or risk losing the support revenue. It’s a potent negotiation chip, especially if Broadcom’s support fees are high – why pay top dollar for subpar support when a third party offers better terms? Broadcom will be more likely to sweeten its own support offer to keep you.
- Use Escalation During Negotiation: If your Broadcom sales representative is stonewalling on support terms, don’t hesitate to involve higher-level personnel on both sides. Engage your CIO or another executive to communicate directly with Broadcom’s sales leadership, emphasizing the critical importance of support quality to the deal. Broadcom’s team will recognize that this is a deal-breaker issue with visibility reaching your C-suite. They, in turn, may bring in a support executive or make exceptions to appease a valuable customer. In negotiation, showing that your top brass cares signals to Broadcom that they can’t brush off the support asks as “minor details.”
- Timing and Renewal Leverage: If you’re negotiating a renewal or new purchase at a time when Broadcom has quarterly or yearly sales targets, use that timing. Vendors often bend more when they need to close deals by quarter-end. You might secure better support terms by finalizing at a strategic time. Conversely, plan to avoid falling into a last-minute renewal trap (Broadcom sometimes attempts to rush renewals, which weakens your leverage). By starting early, you have the freedom to push forward without a ticking clock. Broadcom’s fear of you walking away is your leverage; don’t let a tight timeline remove that fear.
Each of these levers adds to your negotiation power. The overarching principle is to make Broadcom understand that quality support is non-negotiable for you – and that you’re prepared to adjust other deal elements to achieve it.
Whether it’s committing to more volume, signing a longer-term agreement, or hinting at alternatives, ensure Broadcom understands that without the support guarantees, there is no deal (or at least not at the value they want).
By using these tactics, you can often obtain concessions that the “standard contract” would never include.
Checklist of Must-Have Support Protections
Before you finalize any Broadcom contract, run through this checklist to make sure you’ve covered all the critical support protections.
These are the must-have clauses and terms that savvy negotiators include to safeguard support quality:
- ✅ Documented SLA Response & Restore Times: All key severity levels have clear response-time guarantees (e.g., “P1 response in 30 min, P2 in 4 hours”) and, where applicable, resolution or workaround targets. No vague wording – it’s specific and measurable.
- ✅ 24×7 Critical Support Coverage: The contract explicitly states that Priority 1 emergencies are covered 24 hours a day, 7 days a week, year-round. If your business requires it, ensure lower severities are covered after hours as well (or at least that you can declare a P1 any time).
- ✅ Defined Escalation Path: An escalation process is laid out in writing. This includes time-based triggers (e.g,. “if P1 not resolved in 4 hours, escalate to Tier-3/Engineering”), plus contact details or titles for each escalation level up to an executive sponsor. You know exactly how a stuck issue will be elevated.
- ✅ Technical Account Manager / Designated Engineer Included: Your agreement secures named support personnel dedicated to your account (such as a Technical Account Manager or Designated Engineer) at no extra fee or bundled into the overall cost. This person/team will be familiar with your environment and expedite your cases.
- ✅ Quarterly Service Reviews (QBRs): As per the contract, Broadcom is required to hold QBR meetings to review support performance and address any issues. You’ve ensured SLA monitoring and reporting is part of the service – including delivery of support performance reports and discussions of any SLA misses or improvements.
- ✅ Service Credits / Remedies for SLA Breaches: While not always easy to get, you have at least attempted to include a clause that chronic failure to meet SLAs results in service credits, extended support, or other compensation. Even a symbolic credit (or the right to terminate support for cause) gives you recourse if Broadcom consistently underperforms.
- ✅ Transition Assistance (if applicable): If you are coming from a legacy support arrangement, the contract includes transition period guarantees. This may be a carryover of existing support levels, the involvement of experienced (pre-acquisition) support staff, or special oversight during the first few months to ensure continuity.
- ✅ Customized Support Terms for Your Key Products: The contract reflects any special support requirements for the specific software you use. For example, on-site support for mainframe systems, faster response for security incidents, or global support coordination for VMware – whatever nuances you need are written in, not assumed.
- ✅ Audit and Transparency Rights: You have provisions to audit support performance or, at the very least, receive transparency. Broadcom can’t quietly change support policies on you – the contract either freezes the support policy as of signing or requires mutual agreement for any changes that would degrade service. You won’t be subject to a unilateral policy update that weakens your support entitlements.
- ✅ No Penalty for Seeking Alternatives (Optional but Ideal): As a forward-looking protection, ensure the contract doesn’t penalize you for not renewing support or for using third-party support down the road on perpetual licenses. You retain the right to use your software licenses even if you decide Broadcom’s support isn’t worth the cost. While this isn’t directly about support quality, it prevents Broadcom from holding you hostage to their support in the future and provides an ultimate escape hatch.
These checklist items are your safety net. Suppose you can check all (or most) of these boxes.
In that case, you’ve successfully negotiated a support arrangement where Broadcom is obligated to deliver high-quality service — and you have tools to enforce it.
Missing any of these leaves a potential gap that Broadcom’s default terms could exploit, so it’s worth the time and effort to get them addressed now, before the contract is signed.
Read about our Broadcom Negotiation Service.
