Why do so many integrators spend time and resources on selling “projects”? Projects come and go, clog up the warehouse, tie up capital, and consume valuable resources. But, still, it’s easy to continue to place high value on “projects” and make them your only focus.
When it comes time for project closeout, many integrators tell clients to call if or when something breaks (because it’s covered as part of the workmanship or equipment warranty). But they completely ignore the opportunity to provide partner-like value through a support agreement.
Support agreements go beyond what our industry typically calls “service” and include things like:
- Event support
- Onsite embedded employees
- Preventive maintenance and equipment-failure prediction
- 24/7 equipment monitoring
- Usage reporting and asset tracking
- Digital signage hosting and content creation
Offerings services like these can help you acquire a client and keep them for years, providing true value like a partner should. It’s profitable work that keeps your clients using the systems you install, eliminates buyer’s remorse, and sets you up to be their trusted advisor for a long time.
To provide this level of support to your clients, there are five necessary steps involved, which we’ll outline here.
Step One: Recognize What You Sell
Organize and recognize what you actually sell to your client. Most companies track service contracts based on the project containing the equipment. This is a mistake because all the data is associated with the “project” and project data is good only until the job is closed.
After that, systems could be modified individually by another project. Things like control code, DSP files, and drawings seldom get updated at the original project level, and newer versions often live with the new project. It can be hard to find the most current data a year later when the client requests a change.
Step Two: Think “Systems,” Not “Projects”
Organize the products you sell as systems, not projects. Batch them in groups of equipment that is used as a system (and where a support event could occur). This is best done at the quote or proposal stage. These are the “product units” you sell, not the equipment you install.
As individual systems, you can assign numbers and track them. System ID numbers should be unique, not including a project or client number. Organize project data into system data, and store it under the system ID. Label equipment with system IDs and include your tech support hotline number.
Step Three: Document
Organize and file the documentation. At project closeout, store all system-related data by system ID, including PDF drawings (schematic flows, floorplans, reflected ceiling plans, and rack elevations), pictures of the space, DSP files, and touch-panel screenshots. This will make data quick and easy to find. File any building or site-related data (control system code, AutoCAD drawings, etc.) one level up since they are not system-related.
Step Four: Reference Systems in Support Tickets
Integrate this methodology into your support tickets. With systems documentation stored by system ID, you can reference the system in your service ticketing system. A ticket history based upon system ID lets you have different SLAs for the same client (even in the same building) because they’re assigned to the system ID, not the project.
For example, a building with 20 huddle rooms and an executive briefing center could give huddle rooms one PM visit a year with 48-hour onsite response time. The executive briefing center could get four PM visits per year with 24-hour onsite response time. It could all be held under the same contract.
Step Five: Establish a Tiered Support Structure
Set up a tiered support structure (by system ID) that shows the level of support your clients receive. This is what they are used to seeing from other providers, including IT.
Clients want an escalation path, the possibility of solving problems over the phone, and a knowledgeable place to call where they know the provider cares about their issue. They want that contact to be informed and prepared to support them quickly. A tiered support structure enables this.
Although it seems like five simple steps, deploying this process takes time and effort. If you don’t have the hours or staff resources to get to it, Navigate Management Consulting – an NSCA Member Advisory Councilmember – can help. Questions? Let us know! –Steve Riley, Senior Consultant at Navigate Management Consulting