Leveraging Existing Customers to Find New Revenue Streams

Transcription

1 ChannelCon.org

2 Leveraging Existing Customers to Find New Revenue Streams

3 Session Expediter Colleen Howley Vice President, Business Development Marathon Deployment

4 Presenters Mark DiGregorio Tolt Solutions Sean Poston Collabarance Cary Goldman VS Networks Amy Hodge ConnectWise Ron Alphin Distribution Management

5 Examine Your Customer Base Sell New Services to Existing Customers Mark DiGregorio Vice President Tolt Solutions

6 Why sell new services? To grow revenue To deepen relationships with current customers To protect your company from a changing landscape To keep your competitors out Your company started as an entrepreneur, so to continue to be one you must change! Copyright (c) 2014 CompTIA Properties, LLC. All Rights Reserved. CompTIA.org

7 Two options for new services Fill a need for your customer End of life / end of service New cutting edge technology without an established service network (the internet of things) Support moved to IT now that it is IP based Current service provider failing Introduce a new service/product your company offers Strategic strategy to expand your company Broader catalog to become more sticky with additional customer penetration Any service that is difficult for others to provide Copyright (c) 2014 CompTIA Properties, LLC. All Rights Reserved. CompTIA.org

8 Where to start Success in current business Regular established communication More than going over past results LISTEN TO YOUR CUSTOMERS! Sales and Account Management must be in sync AM s must become the advocate for a customer, trusted advisor Sales is there to bring the products to the customer Both teams must be incentivized Each role must be well defined, and have a process Commitment from your senior leadership Research spend the money Financial backing (it may take time) Copyright (c) 2014 CompTIA Properties, LLC. All Rights Reserved. CompTIA.org

9 Case Studies at Tolt Solutions Counter Scales Client driven due to issues with OEM OEM claimed nobody can fix our equipment but us Support was driven by the customer Over 10% of our current volume Self Checkout Same issues as above Over 5% of our current revenue CCTV (Security) Internal Strategy to grow into new sector Under 1%, but just won pilot service in 100+ sites Copyright (c) 2014 CompTIA Properties, LLC. All Rights Reserved. CompTIA.org

10 First Things First Exceed expectations with your current work Establish an Account Management Process Create a defined link between AM and Sales Incentivize Sales to go after strategic sales Do your research Build a detailed plan, and budget Get Senior Leadership support Copyright (c) 2014 CompTIA Properties, LLC. All Rights Reserved. CompTIA.org

11 New Revenue Streams Sean Poston Director, Product Development, Collabarance

12 New Revenue Streams Sean M. Poston Director, Product Development

13 Technology Stack Your catalog of solutions that addresses customer technology needs

14 SMB Technology Needs Support Hardware Communication Software Data Protection Security

15 Technology Stack Your catalog of solutions that addresses customer technology needs One vendor per solution Applied across all customers Lays foundation for customer experience

16 Technology Stack Benefits: Service Provider Increased customer penetration Increased margin Increased customer entanglement

17 Technology Stack Benefits: Customer + + Influence with suppliers Top-level certified technicians Deep product knowledge Better support & faster resolutions

18 Finding New Revenue What is in your Technology Stack? What is missing? Customers Tradeshows Publications Peers

19 Vendor Vetting

20 Vendor Vetting Need identified Candidate list Evaluation Criteria

21 Evaluation Criteria Technical Attributes Business / Programmatic Attributes Going Concern Market Position / Installed Base Culture and Support Risk mitigation

22 Implementation Select Vendor Legal Revision & Acceptance Program Creation Training Go-live

23 Other Considerations Codify your technology stack Formally document it Incent sales and engineering to enforce Resist shiny object syndrome Do not apologize for charging what you are worth

24 Example MSP Tech Stack Need Hardware Software Communication & Collaboration Security Data Protection Support Product / Service Manufacturer specific: server, desktop laptop (tablet), managed switch, UPS; IaaS Server OS, desktop OS, hypervisor Hosted , file synchronization Unified Thread Management, AV, DNS filtering, wireless, mail filtering, mail encryption BDR, file-level backup, mail archival RMM (NOC), Service Desk

25 Digital Signage Cary Goldman Vice President Sales VS Networks

26 Agenda What is Digital Signage? Where is Digital Signage Effective? How Do I Implement Digital Signage?

27 Digital Signage: What Is It? Most think of Digital Signage as... Four Key Values Awareness Engagement Entertainment Time It s time we stopped thinking in terms of signage, and started thinking about solution.

28 Digital Signage: Where Is It a Fit? The real question is: where is digital signage not a fit? Start from the problem, and ask how the four key values can help to alleviate it. One Example Client: Superior Tech John Deere attachment supplier fighting for foothold in crowded dealership environment Problems: Product visibility, employee knowledgeability, competitive equipment, stocking/customer access Solution: John Deere Showroom Digital Media Targets all Four Key Values: Awareness, Engagement, Entertainment, Time Functionality extends beyond initial project lifecycle original investment creates new value over time

29 Digital Signage: How Do I Implement It? A digital signage solution isn t simply affixing a screen to a wall. The Digital Signage Continuum Identify the roles you can successfully fulfill, and find a provider who will help you fill in the gaps.

30 What Does Content Look Like?

31 Physical Security Amy Hodge Director of Community ConnectWise

32 What is Physical Security?

33 What is Physical Security? Low Tech Locks Protective barriers, Natural surveillance Warning signs Security Lighting Hi-Tech Fire and burglar alarms Video surveillance Access control Advanced Home automation Smart automation Copyright (c) 2014 CompTIA Properties, LLC. All Rights Reserved. CompTIA.org

34 Who s Buying It?

35 Top Three Residential Markets Offering the Best Growth Middle-market homes (existing) 47% High-end homes (existing) 20% New construction (custom-built) 18% Copyright (c) 2014 CompTIA Properties, LLC. All Rights Reserved. CompTIA.org

36 Top Five Commercial Markets Offering the Best Growth Education: schools, colleges, universities Commercial office space Retail Hospitals, healthcare Government facilities Copyright (c) 2014 CompTIA Properties, LLC. All Rights Reserved. CompTIA.org

37 What is the Opportunity?

38 Physical Security Market Surpasses $50B Revenue (in Billions) % Increase 12.2% Increase Copyright (c) 2014 CompTIA Properties, LLC. All Rights Reserved. CompTIA.org

39 Company Revenue by Type of Product Integrated commercial systems 11% Home systems 7% Other 5% Video surveillance 28% Access control 12% Fire alarms 14% Burglar alarms 23% Copyright (c) 2014 CompTIA Properties, LLC. All Rights Reserved. CompTIA.org

40 Company Revenue by Type of Service Home systems installation 7% Monitoring/lease: RESIDENTIAL 8% Hosted, managed, cloud-based services 4% Other 4% Non-residential sales/installation 36% Monitoring/LeaseN ON-RESIDENTIAL 11% Service & maintenance 15% Residential security sales/installation 16% Copyright (c) 2014 CompTIA Properties, LLC. All Rights Reserved. CompTIA.org

41 RMR Growth $700 RMR Dec. 31 ($ millions) $641.9 $600 $500 $400 $300 $200 $321.6 $348.1 $385.1 $409.6 $413.1 $439.1 $466.3 $510.7 $552.3 $100 $ Copyright (c) 2014 CompTIA Properties, LLC. All Rights Reserved. CompTIA.org

42 How Do I Get Started?

43 Vendor Management By having your managed service provider be the owner of all IT vendor relationships, your technical issues will be resolved quickly and accurately.

44 Print Ron Alphin Director of Shared Services Distribution Management

45 New Revenue Stream - MPS What is it, Why, and what is the Opportunity? MPS Defined - "the active management and optimization of document output devices and related business processes." Revenue per 48 Port switch=$1,300/month Revenue per User $14-$20/Month We see Resellers making anywhere between 30-50% on average in GP

46 New Revenue Stream - MPS What does it take to implement? Education Start talking to your existing customers Decide if you want to manage yourself or outsource Develop Processes

47 New Revenue Stream - MPS Which business types might this fit? All, but paper intensive verticals that move documents & print a lot of paper!

48 THANK YOU.