Most IT managed services providers are heavily dependent on some form of network assessment practice during their MSP sales process. They gather information on all the prospect’s devices, identify problems and performance-related issues, and then present a comprehensive report, with an action plan that aims to fix those problems.
Although this practice can surely help win over new clients, it also can be the single most important obstacle they face down the road, in terms of further work with them.
The mistake is that the network assessment puts the MSP into the "techy slot". This is a matter of the client's perspective; executives put potential vendors into this slot to make their busy livese easier and simplify their world. There are slots in the executives' minds for many things: roles as consultant, service provider, software company or industry, HR, IT, or accounting.
I’ve been talking with a fellow MSP entrepreneur recently about sales. He’s been suffering the inability to find the right someone for MSP contract sales, so he or the other directors are saddled with the sales work.
This is actually the usual situation among IT managed services providers... I see it all the time. The directors, CEOs and company presidents, are doing the sales for MSP services and neglecting their bailiwicks...developing the business.
The problem however is not HR, but the nature of the operation. Usually, when you find yourself unable to hire someone, and the high level staff are stuck doing it, you only see that symptom and not the root cause. In this case, the operational problem is causing the HR problem. The process is so complex that it narrows your field of potential hires. Only those with the most experience can manage it, and those people are most needed in other roles.
