In my previous blog post, I discussed how to change how you measure technical staff, sales/marketing and help desk staff benchmarks. However, while it’s important to set measurable benchmarks, that’s not enough.

You also need a plan to overcome obstacles that could prevent you from meeting or exceeding your goals. Let’s discuss three best practices to succeed in this new managed IT services business model.

1. Ensure an Operationally Sound Business.

After a few measurable quarters, evaluate how your company is running with your new managed IT services business model. Be sure to keep in close touch with clients, and remember to frequently check in with employees. Ask how they’re doing and if they have run into any hurdles. Ensure that both employees and customers understand why you are making business changes. Ask for their trust and buy-in.

It’s important to practice what you preach, especially when it comes to that buy-in and trust. This means more than paying “lip-service” to employees and clients. I have mentioned this in previous blog posts — you need to show them that you’re serious about making positive changes, rather than just telling them. One way to start is to tailor your marketing and sales messages. “What am I trying to sell?” Any of your vendor partners can help kick-start rebranding and re-messaging. The better your messaging matches your target markets, the more positive responses you’re likely to receive.

2. Act on Measurable Results.

Evaluate results after you have one quarter under your belt with the new model. Metrics and staff are in place, so now what’s next? Start by keeping a close eye on answers to the following questions:

• Are employees and customers truly buying in? Are employees getting acquainted with selling services rather than a break/fix model?
• Do employees have the sales tools they need to close new business and upsell to current clients? Many IT management platform vendors equip their clients with remote monitoring and management (RMM), backup and disaster recovery (BDR) and cybersecurity sales success kits. If you’re a Continuum partner, you’ve likely already leveraged these to win new business.
• Am I setting up quarterly performance reviews for employees?
• Are customers happy to sign services contracts for one or two years, or are they hesitant because they think it’s too much of a financial commitment?

Most importantly, consider the whole picture. You must be prepared to take a hard look at your company and come to terms with components that might not be working with the new business model; these will vary depending on company and customer base. This can also be a good exercise to expose weak areas, such as process or employee breakdowns, that might be holding your business back. It’s a simple equation in that both employees and customers are committed to embracing change (or not).

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