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Transforming Your Business into MSP V2

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Transcript of Transforming Your Business into MSP V2

You may or may not make money.

You may have to find new skilled labor.

There’s a learning curve.

It didn’t come with built-in marketing.
TRANSFORMING YOUR
BUSINESS INTO AN MSP
HOW?
VISION FACTOR
WHY
NOT a good reason for WHY
NOT a good reason for WHY
Is there
market demand
?


Will clients see
value
in the new service or capability?


Does it fit into your
strategic plan
and
vision
?


Is it
“sticky”
, or is it

“glamorous”
?

FOR
WHOM?

Do you have
clients
?
Can you

create a direction
?

You need a
playbook
HOW?
Here’s the equipment or technology


Here’s the people


Here’s the marketing presence


Here’s how we’ll sell it

Set expectations, milestones, and timeline and take these into consideration
Culture eats strategy for breakfast.

Peter Drucker
STRATEGY & PLAN

CULTURE OF OPEN-MINDEDNESS

EAGER ACCEPTANCE TO GROW
A
B
to become a
core competency
a strategic move
OR
Everything has a cost to it now – and it’s more than just the investment – it’s your reputation.
sales volume
profitability
number of existing clients using the new service
number of new clients on board because of adding the new service
MSP
is sort of a nebulous term.
creative services
Remember...
nobody can follow you if they don’t know where you’re headed or how you’re getting there.
Direct mail, marketing brochures, sell sheets, product literature, conference
or tradeshow materials


Anything that has to do with
promoting

or communicating

about a business.
1
2
3
You didn’t have a plan
You didn’t commit to see it through
You missed the mark in identifying if your customers would buy this
INTENTIONAL vs CIRCUMSTANTIAL
You can’t build the future on
HOPE.
“Way back”

time machine
What was this supposed to
look like
?


What
had to happen

for that to be the

reality

today?

What’s
not working
?

What
assumptions

did we make that were
wrong

and

how do we change

it?
Is sales
not selling it
?


Do you need
specialized sales people
?

Does sales need to be
trained on it
?

Does sales

understand the applications

of it?

Are you identifying the
right opportunities
?

Is marketing putting out
effective consistent messaging
to

the right people?

Intentional Marketing Communications Provider or MSP
FYI
The size of the company doesn’t matter.
The size of the check you can write doesn’t necessarily make the purchase or the decision any more successful.
If you build it they will come.
If you build it, marketing will tell everyone we have it and how wonderful it is.
If you build it, sales will sell it.
1
2
3
Secure Data Management
print-on-demand
wide format
There has to be direction, and thought given to:
Reps staying in their comfort zone

Reps migrating towards certain types of customers

Reps embracing the new service or technology
mailing services
Do we have the clients that we can profitably sell these new services to?
how are we going to acquire them?
Scodix
There’s got to be a game plan
It has to be
100% customer focused.

with a variety of nice services floating around the perimeter of your core capabilities, which is more than likely
commercial or digital print
You were a generalist printer when you woke up this morning, and you’ll be the same when you go to bed tonite
6” deep and a mile wide?
OR
A mile deep and 6” wide?
But it’s not an

intentional MSP.

It’s a

circumstantial MSP.
20%
of the direct mail they were printing included some form of a custom converted envelope
talent
technology
service
development
creative
strategy
and adding technology at the back end to help

manage, track,

and

analyze

campaigns
But in the middle still sits your resounding ability to manufacture –
your core capabilities
INTRO
A woodworker has 100 tools in his shop
It directly contributed to
PROFITABLE
overall growth of the company, and It’s now a service that is front and center on their website
How do you change your company’s direction and strategy to match where you want to take the company?
because other printers are doing it.
WHY?
Be
externally

focused
on
customers when adding services

Be
internally

focused
when it’s about improvement and efficiencies.
Here is what they need
Here’s what we currently have to offer them
Here’s what else we can bring to them
So he thought “me too”.
Adding the envelope converter as a core service was strategic
becoming a secure data management environment
VISION
He operates in a very narrow space

With a very narrow defined area of expertise
Sensibly aligns with his current offerings and brings value to his current customers.

If it brings value to the current ones, it will bring value to the future ones.
FACTOR
Don’t build what you want to build.

Don’t build what you think they need.
Build what they will buy.
So… you want to put another arrow in your quiver!?
And the $25Million dollar printer who did it wrong.
Go back to the $7Million printer who did it right
It’s the perfect example of going after the
“WHO”
instead of the

“WHAT”.
Adding technology and capabilities first, and then chasing down customers to use them.
Let’s talk about printer DNA for a minute.
Scratch your head, and wonder
“what happened?”
What we lack is the
customer focus
on the front end to know if this makes sense, and the business plan to sell it.
Printers are awesome implementers
Changing your mindset and reverse engineering your process so we put the customer first…The “FOR WHOM”.
Fast to adapt
They can get the 8-color Heidelberg press or the HP Indigo 12,000, on their floor.
AND
But they aren’t always good planners.
Think of it as building a map
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