It is common knowledge within the MSP industry that the reactive ‘break fix’ approach to IT support is not a sustainable practice. Like the firefighters of centuries ago, MSP’s have learned that waiting and hoping for the call to put out a ‘fire’ so they get paid and keep their firehouse in business is NOT the best practice for the MSP industry or the clients they serve.
An aging telecommunications channel is rapidly morphing into an innovative technology marketplace. Leading carriers, pure cloud vendors, ISVs are making indirect channel a priority as 60% of all technology purchases are made through an IT consultant. Business lies with the person that has the customer relationship, those IT consultants (referred to as agents in the indirect channel) have the proverbial keys to the castle.
Selling professional services is tricky business. There is nothing tangible in the conversation. No product to pick up, turn over, and closely examine for quality and functionality. What clients are buying is you and your expertise.
An MSP owner realizes that two of his newest team members aren't going to make it to the ninety-day mark. Should he dread replacing those employees, or relish the chance to dramatically improve his business?
One of the notable highlights of Admiral Nelson’s win at Trafalgar is that he believed his better trained forces would be superior in a battle against overwhelming opposing odds, and he was correct. The more educated the workforce, the greater the productivity: we all know this, or we should.
Businesses turning to MSPs have no shortage of options in the marketplace, making the solution provider’s ability to distinguish itself crucial to its long-term viability. In my opinion, perhaps the surest path to differentiating a managed service is providing expertise that goes beyond simply delivering technology, and gets to really helping clients navigate the real-world complexities that govern how technology must be applied.
ARRRGH! No, this is not me living my fantasy as a swashbuckler, though as a fencing instructor (a healthy and fun diversion of mine), it would not be too far from reality. Rather, it is an expression of angst when I hear Enterprise Resource Planning (ERP) systems reduced to being called “accounting” or “financial” systems. I let the rather defamatory term slide when it comes from the chief financial officer or vice president of finance at a client of mine: hey, I am pretty picky about most things but even I have my limitations. But I cringe when I hear it from the reseller, because I know that this is a reseller with a myopic focus.
Forrester is reporting that 65% of technology decisions are influenced and/or made by line of business executives. It's predicted that this number could rise to 90% by the year 2020. Here's how VARs should adjust their pitch accordingly.
As you plan for growth of your SaaS company in 2017 and beyond, it’s important to consider how to improve your direct and indirect sales channels. Based on industry research within the SaaS sector by Softletter.
The term “Digital Transformation” is de rigueur: it is often highlighted in news stories and ongoing corporate communications globally and is even the subject of recent TED talks. However, as IDC often points out, Digital Transformation is a journey and there are five stages to being fully optimized.