In our design of the new Quarterly Business Review tool we wanted to ensure that MSPs can find business opportunities with existing clients, enhance the quality of their engagement, become a business partner and demonstrate the value they provide all at once. Achieving those multiple goals in the midst of commoditization of traditional infrastructure management services requires finding a balance among five different strategies. Let's check those success factors to make sure you deliver timely and engaging QBRs.
We’ve identified several common mistakes managed services providers are making during the QBR process, leading to less and lower quality client engagement, over complicated processes and too much work. We wanted to create a tool that’s straightforward, easy to use, and guides the service provider to optimal client engagement.
Every IT managed services provider wants to convert as many Time and Material clients to MSP contracts as possible. However not every client can benefit from the advanced services of the proactive MSP model.
Based on our experience, our clients, and our ITCq research, we’ve found there are certain types of companies that could not consume the MSP recurring services.
Identifying these companies is always a struggle, so here are a couple of tips to properly selling the MSP services.
Yes, even the MSP industry seems to be growing, and the majority of indicators are positive. While every statistic from analytics has varying reports of industry growth, all of them are very optimistic.
However, when we talk to individual IT managed services providers with fewer than 20 people the picture does not seem so rosy. They’re reporting problems with sales, cloud adoption, and transferring time & material (T&M) contracts to IT companies.
The IT world has undergone fundamental changes, and clients are not knocking on managed services providers' doors anymore. The most common report is the struggle with sales.
I’ve been talking with a fellow MSP entrepreneur recently about sales. He’s been suffering the inability to find the right someone for MSP contract sales, so he or the other directors are saddled with the sales work.
This is actually the usual situation among IT managed services providers... I see it all the time. The directors, CEOs and company presidents, are doing the sales for MSP services and neglecting their bailiwicks...developing the business.
The problem however is not HR, but the nature of the operation. Usually, when you find yourself unable to hire someone, and the high level staff are stuck doing it, you only see that symptom and not the root cause. In this case, the operational problem is causing the HR problem. The process is so complex that it narrows your field of potential hires. Only those with the most experience can manage it, and those people are most needed in other roles.
MSP 2.0 blog
The BLOG discusses more about the future of doing managed services in the Cloud era. Design, develop services, create value propositions, manage the sales funnel, deliver the services, create a world class team, and win.