GFI Max: Delivering on MSP Business Goals

1. 1
Autotask Community Live
17th October 2013
Colin MacKenzie
Sales Director, EMEA

2. 2
The Growth Challenge
• Many of us are often “too busy” with day-to-day challenges to plan
for the future
• It’s not easy, but how do you set a clear vision for your business to
make sure you’re doing the “right things”?
• What are you selling?

3. 3
Vision
•
Getting this right is tough, and the bigger they are, the harder they fall.
•
What business did Nokia think it was in? Maybe their vision was:
“Be the world leader in mobile phones”
•
But they needed a vision like:
“Be the world leader in enabling customers to view and process information and
communicate, wherever they are”
•
This is “Marketing Myopia”, where you don’t really understand what
business you’re in.
•
There are big losers every time there is a fundamental shift in technology,
which happens all the time in IT.

4. 4
Defining Your Business
• What business are you in? Be clear with yourself and your
customers what you really offer.
• “We provide our customers with managed IT services”, or
• “We help our customers to grow their business”
• Which one is more likely to help you see the big picture?
• Do customers want “IT services” or do they really want a
productive IT environment?

5. 5
Maslow’s Theory of Human Motivation
•
We strive to reach the
top of the pyramid
•
We progress upwards
only once the previous
level is satisfied

6. 6
MSP Customer’s Hierarchy of Needs
“Our IT provider works with us to understand
what we need to be as productive as
possible, so that we can get on with running
the business”
Your
opportunity is
to help them
move up
“IT is a necessary eviI, and at worst
it could do a lot of damage to my
business”

7. 7
Hierarchy of Service Opportunities
•
Security
•
•
•
•
Availability
•
•
•
•
Email delivery and archiving
Backup and DR
Performance
•
•
•
Monitoring
Proactive maintenance
Remote access, including command-line
Continuity
•
•
•
Patch management
AV
Mail security
Asset management (h/w and s/w upgrades)
Proactive automatic maintenance
Anywhere
•
•
Laptops
Mobile devices
New service opportunities
= Increased value
= More revenue

8. 8
New Versus Existing Customers?
•
All the business research says it’s more profitable to keep existing
customers and sell them more than to spend money acquiring new
customers
•
Also, the more services you sell someone the stickier they become:
•
•
•
The “switching costs” increase
It’s harder for competition to match your offering
We all need new customers too, but have you harvested all the
opportunities with your existing customers?
8

9. 9
Summary
•
Be clear what your customers are really buying
•
Take the time to define and communicate your vision so that customers
and your own team know what you offer
•
Before you look for new customers, could you do more for existing
customers?
•
Don’t become the next Blackberry!
9

10. How to turn Engaged
Customers into Really
“Sticky” Ones

11. Dan Scott
Operations Manager

12. Some Numbers
Nottingham
Peterborough
Oxford
High Wycombe
London
Bristol
Swindon

13. What we are (To Our Clients)
“CIT is the IT department within our business.”

14. What we do
• Provide IT Support Agreements
• Provide Hardware & Software to our
contracted clients
• Provide additional Technical
Consultancy to our contracted
clients

15. Our Vision....
 We have a clear vision
– To become recognised as the leading national provider of local IT
support services.
– To be the logical IT partner of choice for SME organisations by
providing IT support and services that they value
 We have a clear strategy to achieve our vision
– Win more clients
– Keep our existing clients
– Increase the spend of existing clients by introducing products and
services they will find valuable

16. How do we retain those clients – “Sticky”
• Provide GREAT IT services and solutions that they
find valuable
AND
• They enjoy working with you

17. How do you make those services GREAT
• Deliver what you are meant to – technical expertise is
taken for granted
• Communicate
– Understand what is important to the client and not
what is important to you
– Build relationships
• Stakeholders
• Users

18. Once GREAT – how do get to the next level
With regular QUALITY Contact
• Don’t just get your head down
and plough on…
• Hold Structured review meetings
• Build that relationship - with the
right “fit” team

19. The “Sticky” Steps…
Commodity Product Good Product
Service/ Support Business Issues Partner
Merely a provider of a
commodity, little
differentiation, highly
competitive and focus
on price. Little
influence over Client.
In addition to good
products you
provide a level of
special service and
support that they
recognise in
comparison to
competition.
1
Provide good,
relevant products
that are different to
competitors. Can
be replicated by
competitors easily.
2
3
You now have a
deep
understanding of
their business and
help them resolve
day to day issues
in the business. You
are a partner.
4
You are seen not as a
supplier or partner, but as
a part of their business.
Your are a trusted advisor
and seen as an asset of
their business.
5

20. Consider the Value Pots
1.
2.
3.
4.
5.
6.
7.
Improving Clients product or service
Improving performance levels – efficiency
Improving the Clients image
Reduce Costs
Saving Time
Reducing Risk
Increasing Sales

21. Client Showcase – Blenheim CDP
• Inherited a 6-7year old neglected infrastructure Dec
2011
• First Month 300 helpdesk calls
• Adopted consultative approach with planned
roadmap, with short term wins and long term strategic
objectives
• Consolidated and repurposed existing equipment to
maximise current investment
• Positioned in house services to strengthen client reliance
and built trust through defined deliverables

22. Client Showcase – Blenheim CDP
2013
• Complete infrastructure refresh
• Helpdesk calls halved
• Focus is on the “making the boat go faster rather than
keeping it afloat”
• CIT is now part of the team
• NOW – Level 5 Partner!!!!
Super Sticky Client with many of our services

23. How we retain those clients – “Sticky”
• Find more services that they find valuable
• Look for services/solutions that are continuously
valuable
• Listen to your clients
• Look at your competitors
• Talk to your Vendors
• Think from your client’s view and not yours

24. Q&A