We’re all too well aware of the enormous amount of work that goes into the preparation phase of every client IT project. From the idea stage (we need to replace the server architecture) to actually being able to send a proper quote ($18,500 with labour cost) the MSP spends dozens of hours coming up with the IT project plan and the numbers. The hours are tracked as “sales” hours spending time on those quotes but at the end of the day most of those projects never take off. Everybody is bummed, the client calls off the opportunity, the team writes off the time to a “lost opportunity” category and life goes on. However there is a totally legitimate, battle-tested sales tactic that a few MSPs use to cut this unproductive and morale-draining busy work. Let's get into the details.

Although client meetings are getting shorter due to the remote environment, account managers need to pack more into each session. Flooding the client with too much information in a short amount of time leads to an overwhelmed audience, a lack of decisions and countless unorganized follow up meetings. The key is to be able to define all the talking points with the client and spread them out logically over the year. This sets a predictable rhythm for the account manager and the client so they can discuss all salient points and make decisions one step at a time. In this blog we review how to best distribute the topics over the year and the critical points of developing your Annual QBR Playbook.

Your QBR Annual Playbook is your game plan to specify the different topics, decisions and engagement over the year on the different QBRs. This playbook is developed internally and shared with the client to engender alignment.

Different playbooks should be developed for different client segments. If you have only one meeting with a client for a year (as they are small and have no budget for more meetings) you cannot really have a playbook with them. However if they actually have 2 or more meetings a year then a playbook can come in quite handy. We are going to review a 4 meeting QBR formula as this can be applied to medium and larger clients as well.

Without the ability to meet in person and present your ideas, it may be difficult to keep your clients engaged in IT support services. Spending on IT may not be seen as essential when your clients are struggling. But when has technology ever been more relevant to the success of business and the economy?

How will you communicate your value and the relevance of your services or are you prepared to risk losing MRR right now?

In speaking to our members we have learned what makes a client meeting engaging while working remotely. I put together a quick guide for you outlining the most effective features they have been using in remote client meetings.

Thoughts from our Covid-19 Remote Work Readiness Webinars

We're certainly living in unprecedented times right now. With many businesses looking to stay productive while sending staff home to work, there's never been a time when technology has been so crucial to the economy. Now is the time for MSPs and IT Solutions Providers to leadership with technology solutions that will save their clients. 

Are you spending all your Account Management resources on your noisiest clients? Does this mean some clients are being overlooked and underserved? What’s the best way to segment your clients and assign the appropriate resources?

Have you always wanted to sit down and design a great budget spreadsheet that clearly explains IT spending? One that your clients will understand, complete with pretty graphs?

Here you go!

There’s no arguing that interactive experiences are a lot more fun than just being handed a pre-canned report. The best meetings all share 1 inherent quality: They tell a story that the audience wants to participate in. Now you can structure an impressive, engaging client meeting and consolidate lots of great information in a relevant way using 3rd party applications.

Today let’s investigate how to deliver incredible client experience in your meetings. But first, we have to inspect what we expect from the meeting. 

There are collectors, like Jamiroquai singer Jay Kay with exotic cars, Imelda Marcos with shoes and Donald Trump with golf courses, but most of us try to economize, and don’t go shopping for something we already own.

How many clients can a vCIO viably service, and what is the utilization rate? How much revenue does a virtual CIO need to generate? What is the W2 goal rate for a virtual CIO? Many questions like these need to be examined if we want to structure our virtual CIO services successfully. Let's use the vCIO calculation sheet to figure it out!

This week's question: How do I become a virtual CIO when I'm “just a tech?”  This week Denes and Myles Olson discuss a path to transition to the virtual CIO role. You may be more comfortable in the server room, but now you're needed in the boardroom.