Sales and Service – Finding a Balance

Running a professional services company requires vigilant attention to your customer base and the ability to balance onboarding of new customers while ensuring there is no regression of your services to existing customers. Bringing on new business can be a stress on your team while they work to support existing clients and thoughtfully incorporate new customers into your service model. Whether your sales people are hunting for new customers or farming opportunities from existing clients the goal is to generate as much revenue as possible. As business owners and managers, our job is to make sure new business is generated in reasonable intervals to make sure existing services are not diminishing.

Operating successful sales and service teams is ultimately dictated by the size of your team and complexity of the services offered. At IQ, bringing on new business can be a robust process given the effort required to identify, document and remediate what are often long-neglected computer networks, wherein the systems and software have become out of date. Refining and tailoring our on-boarding process is a constant work in progress and an area of focus we take a lot of pride in delivering effectively. While sales and service can often seem to have completely disparate goals that does not have to be the case. Aligning your quarterly sales goals with a focus on how much effort your team can adequately expend to bring on new business can serve as a framework for sustained growth. It is no surprise companies with refined operational processes tend to have the happiest customers. The cleaner your operations run the more likely we are to limit customer attrition.

By aligning our sales, marketing and service managers we’re able to avoid what can become a divide in understanding between departments. While salespeople work to bring on as much new business as possible, the support team is expected to work even harder to meet new and existing customer expectations. All businesses want to grow and generate as much revenue as possible, however, expedient sales should not be the primary focus. Rather, identify how many types of customers you are able to on-board in a given quarter without stressing your team to the limit. Today, perhaps more than ever, there is a lot of competition in our area for qualified employees given recent transplants such as Tesla, Switch Datacenters and Apple. As a result, we cannot expect to quickly find new support people on short notice as we add to a growing client base.

Careful analysis of your team’s ability should be at the forefront of your sales model. The key is not to overpromise and the ability to avoid scenarios where you would starts with a well-aligned sales and service plan.