Four Key Issues with Managed Services

Four Good Ways to Manage Managed Services An important question is how many people should be staffed for ongoing customer management.
First, there are three categories to consider: large, medium, and small accounts.
For medium accounts, it is important to know how to manage customers.
A large managed service account is only if the customer basically outsources part of their infrastructure to you.
In this case, you are essentially part of the customer’s CIO team.
There is a role called a Project Executive (PE) at IBM.
One person is responsible for the entire service relationship, including all aspects of client satisfaction and retention/upsell activities.
This person is the client’s single point of contact at the executive level, owns the P&L for managed services, and manages the P&L for the managed service provider.
When selling to mid-market companies, even though the revenue realized may be small, for many clients, we are the client’s IT team. Here, you need a resource like PE, but of course not full-time.
These smaller outsourced accounts are better suited to a medium-sized client model.
Typically, these large clients are very important to the overall managed services business.
A major problem will result in a loss of customer satisfaction as well as overall revenue for that customer.
Of course, losing a large customer
It can also be very damaging to your business.
So what is a large customer that needs support, specifically a client that charges more than $500,000 per year, and I think you should at least evaluate if you need this kind of support.
It’s hard to afford this kind of PE support, but at the $500,000 per year level you should at least consider a part-time PE.
PE doesn’t have to be full-time, but each person should not be responsible for more than two to four accounts. In other words, few PEs have more than two accounts.