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Services Marketing

It Was the Best of Times, It Was the Worst of Times. It’s Business as Usual

By Al Hahn

When Sid asked me to write the article, I asked him what he would like me to write about. “Write about a real client experience you have had recently,” he said. OK, here it is. As the title to this article suggests (apologies to Dickens), my clients are all over the map on this score. This surprises me in the current economy.

There is no question that the economy is affecting companies in extraordinary ways. I have been helping many unemployed service marketers to find jobs. Most of them would not even need help in normal times. Generally there is demand for service marketers that is usually not met by the supply of experienced people. Today, however, many need help to find work.

Company financial results are generally down and unemployment is up. This is not a time when you would expect a lot of forward motion and success. Yet when I analyze what many clients are telling me, it seems surprising.

In January, I helped a company pump up their professional services sellers because (while capital equipment sales were way down) they expected good professional services sales this year. Jumping on that particular bandwagon, I am helping another client launch a big expansion in their professional services. In doing some research for that client, I spoke with another company that has seen their professional services do very well, as they are viewed by their customers as essential for surviving this downturn. They do a particularly good job of helping their customers achieve and maintain profitability.

Outsourced Remote Management Profit Metrics

That remote managed services are a must for any technology service organization is a foregone conclusion in this day and age. To get a good overview of current profit metrics, we spoke to managed services expert, Jack Freislinger who shared with us these metrics:

Marketing Services to Enterprises: Fickle Decisions

Services marketing and account managers approach organizations as cohesive and rational entities. They expect healthy-looking companies to have clearly defined and consistent service requirements. They presume decision makers know what they want and can reconcile their internal differences for the good of the organization. Experience and anecdotal evidence paint a different picture – one of divided management who lack adequate time and resources to prioritize needs and negotiate internal differences.

When Customers Are Not The Top Priority

It's a foregone conclusion that airlines have lost sight of the customer a long time ago. Driven by a singular focus on reducing cost and maximizing revenue, airline executives are consistently signaling that the customer is no longer their number one priority. This has trickled down to their services marketing staff who are producing offers that exude desperation and incompetence. When you lose focus on the customer, anything goes – the sky is not even the limit anymore.  Read more »

Entrepreneurial Service Providers Thrive in Downturns

These days, the media seems to drown out any signs of business success with mass hysteria over zombie banks, weeping over market meltdown and gnashing of teeth in anticipation of the next shocker. Through it all, my own business is doing better than it ever has. Among my clients, many are experiencing dramatic increases in business. Some are doing much better than they were doing just six months ago. Certainly, there are businesses that are in or circling the drain but is it totally bleak out there? No. Not for the enterprising service provider.

Let's Double Our Service Price

At any point in time, a service marketer somewhere is in the thick of raising service prices – an unenviable task at most technology companies.  If only Scott Adam’s could listen to the internal discussions that typically take place, Dilbert could easily double or tripple its readership. Opinions run the gamut.  Some advocate unrealistic price increases, as in “let’s double our prices now.” While others express fear of mass customer exodus for simply maintaining price increases in line with inflation.

Allocating Scarce Resources Between Existing Customers And New Opportunities

A ServicesRevenue Business Case. A light on Frank Akamura’s phone is blinking persistently. On another line, Frank listens as his division vice president asks him to assign his lead consultant to a new project with a new client in a new market. As soon as his boss pauses to breath, Frank explains Jimmy Fiche, the lead consultant is holding on the other line with a request from a long-time client to initiate a new project. Keeping this client satisfied is such a high priority that both men instantly recognize the problem they now face.

Not the Same Change

Let’s talk about “change.” It is a simple word; yet it has many meanings and implications. First, a look at Webster’s definition of “change” as a transitive verb reveals : “a: to make different in some particular: ALTER, b: to make radically different: TRANSFORM.” If you haven’t encountered this word in services recently, you or your company have been asleep for a while, and you're about to have a rude awakening! Change is coming to your services business. This seemingly simple word often strikes fear into the hearts of otherwise stalwart individuals. People may adapt to snakes, spiders or other 'things that go bump in the night' faster than they can adapt to “change.”

Nothing but Change

Beginning with this issue, we take a closer look at change from a service provider’s unique perspective. Why now? Well, because we think the present financial and economic times are so dramatically different from anything we’ve experienced before. The change they bring to service organizations will be significant. In this issue, Doug Morse inaugurates his new column on change. To be frank, we started discussing the idea behind this column with Doug long before the current meltdown got underway. When you read his words, you’re likely to agree with me that this applies in good, bad or ugly times. The customer is the ultimate driving force behind change.

Don’t Sell the Superficial

A friend shared with me the following exchange which took place on Craigslist. It has since received a great deal of media coverage. Aside from being funny on its own merit, it reminds me of many shallow data sheet pitches of high-tech service offerings. They miss the real value drivers. I remember an enterprise-targeted service offering that emphasized parts turnaround time with a guarantee. The customer didn’t care about how quickly the part got to his site – he cared about downtime. After you read it, remember this… Sometimes what we have to offer is not what the buyer wants. Don’t place too much value on the “icing” rather than the “cake” Here’s the post, quoted exactly as written. Enjoy! Original Post: What am I doing wrong?
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