I’ve been in this business a long time, and I can honestly say that many MSPs lack a concrete sales process structure. That’s pretty worrisome because, let’s face it, you have to have a plan in order to succeed at just about anything. Imagine you’re an engineer working on server maintenance or a network infrastructure build—you wouldn’t do that without a plan, would you? Your sales strategy should be handled no differently.
Dos and Don’ts for your Sales Process
First, let’s talk about some don’ts. Avoid taking a call and immediately giving a quote over the phone, as well as going straight to the customer site to conduct ad hoc assessments and sales presentations in the same breath. To build value, you need to stretch this into multiple touches, by which I mean multiple meetings. Sure, that’s more work for you up front, but it’s crucial for establishing trust with the client. You need to open and sustain a dialog about their needs so you can tailor a unique solution for them, without diving right into a pitch. By leading with careful consideration and attention to their needs, you can begin building a lasting relationship and, eventually, bring them a better offering.
Here’s how I recommend you structure your process.
Schedule an on-site strategy session with your client.
Meeting with a prospect face-to-face will demonstrate your investment in a trust relationship. Now, you have to listen to them. Don’t lead with a pitch. Let them tell you what their problems are, pay close attention to them as they express their needs, and take note of all their pain points.
This is also the ideal opportunity to truly grasp of whether the demands are excessive or unreasonable for your capabilities. Each relationship you enter into with clients is a partnership that comes with shared responsibilities. Be more than a fulfull/deliver shop.
Perform an in-depth assessment and discovery.
You need to discover everything that’s on the client’s network and assess exactly where they stand. Don’t do this on the same day as that initial meet; schedule a second one. Take the extra time between the meetings to prepare more specific questions that will delve more deeply into the needs your prospect expressed. This will help show the client that you’re invested in their unique challenges.
When you come back, bring an engineer or assistant with you. You need someone with you who can interview different staff members and find out about the specific issues they face. Ask basic questions to understand how the employees feel about where the company’s IT stands, like: What kind of issues are you having?; What do you see wrong with your computer network?; How could your network be improved?; and What things would you like to see change?
As you’re doing your assessment and discovery, make sure to bring cybersecurity into the discussion. Managed cybersecurity is often a poor experience, so this is your chance to feel out how else you can alleviate their pains (and set yourself apart from their current provider.)
And, finally, book the third meeting.
Make the pitch.
Ideally, your third meeting would be at your location. If there’s some reason you can’t do it in your own shop, take the prospect off-site for lunch at a restaurant that has private meeting rooms. Essentially, you want to avoid doing the presentation in their office, where they can easily get interrupted.
In this case, it will pay to be overly prepared. Again, if you listened closely, the prospect would’ve already told you what to focus on to help them succeed. Use that knowledge to craft the right message to deliver during this meeting.
Start by walking through the pain points they and their employees revealed. Talk over anything else you found in your discovery/assessment that could be improved. Have an itemized list, and then ask them if they agree with all the issues you’ve found.
Once you get agreement, then you can go into your sales pitch and present them with a well-tailored offering that can actually solve their challenges and help them grow.
Ultimately, by listening to your prospect, exhibiting an understanding of their needs, and demonstrating your level of commitment to providing value and nurturing the relationship itself, you’ll be well on your way to building a meaningful, successful business partnership.