MSP Business School

Today we start our Interview Series with our first guest Matthew Bookspan talks to us about the launch of Blacktip IT.  He did this at a time where most of us would be avoiding risk. Holding a six-figure job and with a baby on the way, Matthew and his wife made the decision to start and IT company and he has never looked back.

Matthew starts by telling us the story of his launch and his decision process to make the jump becoming and IT Service provider.  Not only did he take a big risk for himself and his family he went a step further focusing Apple Solutions at a time where Apple could only be termed as 'hyperniche".

Matthew takes us through his journey of going from startup to a multi-million dollar service provider.  His story is a great one as he shares the focus and strategy he used to drive growth, keep costs in-line and even fire 200 clients on a single day.

Today we start our Interview Series with our first guest Craig Skevington, the founder of Steadfast IT. Steadfast started as a traditional break-fix house, moved to managed services and then took the bold step in focusing on multi-location companies with remote workforce.

Craig shares with us the steps his company took to drive success. This included building a portfolio and driving customer acquisition. Craig discusses how their focus is over delivering to their client base.

By focusing on service analytics and searching to the repeatable issues that affect their clients to streamline support. This yields an 8 minute ticket response goal, and leverages skill based routing for support. This approach increases client happiness and drives referral business.

We then move into Craig's story about the process he took in order to "hook a whale", an extremely large deal his organization has in their portfolio. He discusses the sales process, how critical it is to listen and find the pain, and then use that to drive the solution.

He shares what the sales process looked like, the time investment required to land the opportunity, and what your should expect from the prospect. Additionally, he expands on the concept of prospect obligation and how to get the client to "put skin in the game" which may not need to be monetary. We close with how to manage the "whale".

Today we start our Interview Series with our first guest Craig Skevington, the founder of Steadfast IT.  Steadfast started as a traditional break-fix house, moved to managed services and then took the bold step in focusing on multi-location companies with remote workforce.

Craig shares with us the steps his company took to drive success.  This included building a portfolio and driving customer acquisition.  Craig discusses how their focus is over delivering to their client base.

By focusing on service analytics and searching to the repeatable issues that affect their clients to streamline support.  This yields an 8 minute ticket response goal, and leverages skill based routing for support. This approach increases client happiness and drives referral business.

We then move into Craig's story about the process he took in order to "hook a whale", an extremely large deal his organization has in their portfolio.  He discusses the sales process, how critical it is to listen and find the pain, and then use that to drive the solution.

He shares what the sales process looked like, the time investment required to land the opportunity, and what your should expect from the prospect.  Additionally, he expands on the concept of prospect obligation and how to get the client to "put skin in the game" which may not need to be monetary.  We close with how to manage the "whale".

On this episode we do another virtual case study on using sales metrics as a source of sales rep motivation.

Brian kicks off the conversation talking about a rep he took on through an acquisition. This rep was a textbook salesperson with a mission. We go into how this mission will drive success

From a metrics perspective this rep was consistent, and his sales metrics reflected that consistency. Knowing how he operated he needed less of a sales manager and more of a sales coach. Someone to keep on track.

We discuss sales DNA and learning what a sales rep looks like based on their DNA. Once this DNA is recognized, it becomes easy to pull the right levers to move the needle.

Robb talks about to provide reps with systems and support in the sales operations process. What tasks should the rep own what tasks should belong to others? We discuss how to approach this.

We then discuss the activities that are required and how you can use ConnectWise sales activity points to manage the Business Development efforts.

We also discuss one critical trait that successful sales people have and how that supplements motivation and drive.

On this episode we do another virtual case study on using sales metrics as a source of sales rep motivation.

Brian kicks off the conversation talking about a rep he took on through an acquisition.  This rep was a textbook salesperson with a mission.  We go into how this mission will drive success

From a metrics perspective this rep was consistent, and his sales metrics reflected that consistency.  Knowing how he operated he needed less of a sales manager and more of a sales coach.  Someone to keep on track.

We discuss sales DNA and learning what a sales rep looks like based on their DNA.  Once this DNA is recognized, it becomes easy to pull the right levers to move the needle.

Robb talks about to provide reps with systems and support in the sales operations process.  What tasks should the rep own what tasks should belong to others?  We discuss how to approach this.

We then discuss the activities that are required and how you can use ConnectWise sales activity points to manage the Business Development efforts.

We also discuss one critical trait that successful sales people have and how that supplements motivation and drive.

As MSP's work with their clients' it is easy to get complacent and work exclusively through your primary point of contact. What happens when then contact is not the sole decision maker and has an equal partner who has equal say in your renewal decision. Can you be at risk?

Robb and Tim share a real-life case study of a client who ran into the exact issue described above. The client had been a long-term relationship of the MSP, but primarily in a break-fix fashion. The relationship to date had been primarily reactive. Also, client had added a Level 1 tech making this an even more difficult renewal.

The MSP walked into the renewal finding out that the client that "who loved them":

• Had been educated to the concept of Managed Services by a competing vendor who provided a proposal.
• The proposal was much lower than his existing fees.
• The other partner liked his model and price.

Tim and Robb then share how the customer worked the deal, and the good, bad, and ugly of the final outcome.

As MSP’s work with their clients’ it is easy to get complacent and work exclusively through your primary point of contact.  What happens when then contact is not the sole decision maker and has an equal partner who has equal say in your renewal decision.  Can you be at risk?

Robb and Tim share a real-life case study of a client who ran into the exact issue described above.  The client had been a long-term relationship of the MSP, but primarily in a break-fix fashion.  The relationship to date had been primarily reactive.  Also, client had added a Level 1 tech making this an even more difficult renewal.

The MSP walked into the renewal finding out that the client that “who loved them“:

• Had been educated to the concept of Managed Services by a competing vendor who provided a proposal.
• The proposal was much lower than his existing fees.
• The other partner liked his model and price.

Tim and Robb then share how the customer worked the deal, and the good, bad, and ugly of the final outcome. 

Today's conversation focuses on client engagement, especially when things are slow in the relationship and things are working and we have moved to cruise control.

Brian kicks this one off with a discussion around relationship building and how it is critical to not neglect the relationship or take it for granted. So, how can we start this conversation when we don't have much to say? It's all about ice breakers and asking questions about the clients business. This conversation needs to go beyond the point of contact and you need to engage with all key stakeholders in the process.

We discuss how there are always changes going in the client environment. Personnel changes, customer wins, budget changes. These forces can change the client view on our relationship and we need to stay in front of our client so we can see opportunities and problems that may be coming.

We can do this through live touch points, CSAT or NPS surveys and gain information we can use. The challenge is most Account Mangers fall down on touching their client in between sales. These resources need to schedule time to contact each customer to stay in tune with the customer and build the relationship.

Robb speaks about the past, present, and future model and how the AM's often struggle with the future, or strategy, piece of the puzzle. Brian goes into detail on approaches for junior reps to get the process started. If we manage the relationship consistently over time we become the sherpa guiding our clients. The result happier clients with improved sales velocity.

Today's conversation focuses on client engagement, especially when things are slow in the relationship and things are working and we have moved to cruise control.

Brian kicks this one off with a discussion around relationship building and how it is critical to not neglect the relationship or take it for granted.  So, how can we start this conversation when we don't have much to say?  It's all about ice breakers and asking questions about the clients business. This conversation needs to go beyond the point of contact and you need to engage with all key stakeholders in the process.

We discuss how there are always changes going in the client environment. Personnel changes, customer wins, budget changes.  These forces can change the client view on our relationship and we need to stay in front of our client so we can see opportunities and problems that may be coming.

We can do this through live touch points, CSAT or NPS surveys and gain information we can use.  The challenge is most Account Mangers fall down on touching their client in between sales.  These resources need to schedule time to contact each customer to stay in tune with the customer and build the relationship.

Robb speaks about the past, present, and future model and how the AM's often struggle with the future, or strategy, piece of the puzzle.  Brian goes into detail on approaches for junior reps to get the process started.  If we manage the relationship consistently over time we become the sherpa guiding our clients.  The result happier clients with improved sales velocity.

Today's we break down the prospecting process, how to get organized, focused, and targeted in your plan.

Robb kicks off the conversation with the concept of the Dream 250, a process OSR Manage and their sales teams live by. This process helps you get laser focused and find those valued relationships each sales rep requires.

Tim discusses tactics to get to those target prospects. We dive into a multi-channel approach to sales prospecting and using cold-calls as intelligence gathering. It's not easy to get to your best prospects and the process helps you make each step a valuable exercise on the way to engaging your target.

We then engage on how to qualify MSP clients so prospecting time is not wasted on low value targets. We discuss the information you need to obtain and when to cut a prospect loose.

We also address the common sales gripe, "the leads are no good and I don't have enough". The truth is not the leads, but your approach and mindset will really dictate success. Most reps give up on a lead to early and we discuss what the proper expectation should be (psst....its not 3 calls).