Service and support departments use to be ran by people who promoted up in the ranks and learned from their predecessors. Service and support departments were not treated as profit centers, and there is a good reason for that. (will skip those details)
What they decided to do was hire MBAs with Six Sigma certifications to run these service and support divisions, and these people thought they could take some cookie-cutter approach to generating revenue like some corporate office environment like they are at a place like Dunder Mifflen. What happen is that customers with 20 year relationships with BD were caught off guard and when nickeled and dimed over an endless stream of profit-pettiness, they took their business elsewhere.
That was my observation during my 10 years there.
I think @2m6+1jv40nwrb got it right. This cost us many customers for no good reason.