The only problem was that we did not optimize our return for this great level of support. We provided great support to everyone, no matter how much they were paying or how much the support cost. This often meant that we were losing money on deals. Unfortunately I was not able to accurately track our profitability with regard to specific customers to offer them the appropriate amount of support. But optimization of support levels should be a tenet of any small business.
Optimization is a door that swings both ways.
You will want to give special treatment to the customers who are your big spenders, because they are usually the ones who provide you the greatest margins. You don't want to lose these profit centers, and you should spare no effort to keep them in your stable. On the other end of the spectrum are the customers who bring you less profit. These customers should probably not be given the extra perks. This idea of preferred and deferred treatment for different customers is already in practice in certain industries.