By: Len DiCostanzo, SVP and Dean of Autotask Academy
During my 20+ years as the founder and CEO of a successful IT solutions company, I saw first-hand the importance of evolving our business models to meet the needs and capabilities of our clients and our own companies. And, as I work with our customers and countless others in the channel now, I see that the more things change, the more they stay the same.
Wednesday, August 11, 2010
Tuesday, July 13, 2010
Top Reasons To Use Surveys To Run Your Business Better.
By: Bob Godgart, Founder, Chairman, and Chief Visionary Officer
I’m always impressed when the IT service providers I work with take the time to ask me how things are going.
Consumer-oriented companies figured this out a while ago. They know that regular customer satisfaction check-ins will help to maximize customer retention, and help them figure out how to best position themselves to win new business. But businesses that provide services to other businesses have been slower to figure this out, and I’m continually surprised at how few companies in the IT business regularly conduct surveys of their customers.
And, increasing customer retention and loyalty is only one of the many reasons you should be regularly conducting surveys – of your customers as well as your prospects. Here are my top 10 additional reasons:
I’m always impressed when the IT service providers I work with take the time to ask me how things are going.
Consumer-oriented companies figured this out a while ago. They know that regular customer satisfaction check-ins will help to maximize customer retention, and help them figure out how to best position themselves to win new business. But businesses that provide services to other businesses have been slower to figure this out, and I’m continually surprised at how few companies in the IT business regularly conduct surveys of their customers.
And, increasing customer retention and loyalty is only one of the many reasons you should be regularly conducting surveys – of your customers as well as your prospects. Here are my top 10 additional reasons:
Thursday, June 10, 2010
Big Switch: Trusted Advisors Become Embedded Tech Advisors
By: Bob Godgart, Founder, Chairman, and Chief Visionary Officer
Much has been written and taught about the “holy grail” of IT service providers — to become your clients’ “Trusted Technology Advisor.” But don’t stop there. The next logical step is to become your customers’ Embedded Technology Advisor. Here’s why.
Much has been written and taught about the “holy grail” of IT service providers — to become your clients’ “Trusted Technology Advisor.” But don’t stop there. The next logical step is to become your customers’ Embedded Technology Advisor. Here’s why.
Tuesday, May 11, 2010
Why Service Level Management is Mission-Critical for IT Service Providers
By: Len DiCostanzo, SVP and Dean of Autotask Academy
It's All About Expectations
At the heart of almost every business relationship are expectations... expectations that have to be set, managed and met or exceeded. When it comes to IT Services, your clients' expectations are going to revolve around the specific services you are delivering and the promises or claims that you make related to them.
It's All About Expectations
At the heart of almost every business relationship are expectations... expectations that have to be set, managed and met or exceeded. When it comes to IT Services, your clients' expectations are going to revolve around the specific services you are delivering and the promises or claims that you make related to them.
Monday, May 10, 2010
Automate to Achieve the Ideal Hybrid IT Business Model
By: Bob Godgart, Founder, Chairman, and Chief Visionary Officer
For years the prevailing wisdom has been for IT solution providers to focus less on moving products, and more toward a business model built primarily on services delivery. The conventional thinking was that product sales involve too much work for too little margin, while services allow for more predictable and stable recurring revenue.
While this is true, there are downsides to a strict focus on services. Three important ones come to mind:
For years the prevailing wisdom has been for IT solution providers to focus less on moving products, and more toward a business model built primarily on services delivery. The conventional thinking was that product sales involve too much work for too little margin, while services allow for more predictable and stable recurring revenue.
While this is true, there are downsides to a strict focus on services. Three important ones come to mind:
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