Measuring up: Moving to a managed services model

 

In my last blog, I shared a set of five “killer” key metrics aimed at helping you maximize the profitability of project services. However, we’re seeing more and more partners move toward a managed services business model. Setting up for long-term success is critical to help minimize risk and ensure the practice is returning the right levels of margin to the business.

The number one indicator of success for managed services is gross margins. Strong managed services providers understand this, and as a result of disciplined management of the business, often realize gross margins in the range of 45-50%. To achieve this, there are three areas you should focus on: Revenue, Efficiency, and Resourcing.

  1. Revenue

    Average Revenue per Customer (ARC): For our purposes, I consider ARC to be the average amount spent per month among customers who subscribe to the managed services offering(s).
     
    In many cases, partners are offering a line card of services and in some cases a good, better, best option for each.
     
    My advice? Keep it simple. The more complicated your offering, the more time a rep has to spend educating the customer, leading to fewer transactions. It’s good to have differentiated offers, but enabling your sales team to position, transact, and upsell these is more important.
     
    Read the full blog.