I've been in the trenches of sales in the channel for a long time. I have sold to MSPs, SMBs, and Enterprises for two decades, and let me tell you, I've seen it all.

The good, the bad, and the "did they just try to explain vulnerability management using technical jargon?" ugly. But if there's one thing that consistently separates the sub $1,000,000 MSP from the "I just bought a yacht" MSP, it's a solid sales process. Hope and prayer… spoiler alert, doesn't actually work.

This isn't about becoming some slick-haired, power-suit-wearing caricature like me in the early 90’s, damn I looked good in a double breasted…never mind. It's about being effective, efficient, and, honestly, making more money, so you can create and enjoy the life you desire. So, grab a coffee (or something stronger, I won't judge), because we're about to dive into the MSP Sales Process 101, Matthew style. Be afraid!

The Sales Process

First off, what is a sales process? It's not some scary, boring, completely mind-numbing activity, well…I mean…where are my TUMS; it's just a structured, repeatable series of steps a sales team follows to convert prospects into customers. Think of it as your own personal GPS for getting from random leads to paying clients. (Hmmm…speaking of GPS, does anyone else’s car talk to them with an attitude problem like “right turn NOW you idiot!” Anyway …) Simply, a sales process outlines the key activities and interactions needed to move a potential buyer through the sales cycle.

Easy, right? Let's break it down.

Step 1: Setting the Appointment – The First Date (No hanky panky!)

This is where it all begins. And just like dating, you've got to set the stage right.

Only meet with the decision-maker. Seriously. Focus your energy on the person who can actually say "yes" (and sign the check). You would not propose marriage to a friend so they could tell their friend and their friend and their friend…oops…sorry.
No less than 30 minutes. This isn't a speed dating event. Give yourself time to make a connection.
Ask for things you want them to bring. (Personally, a wine spritzer is good.) Be prepared. Ask for documents or information beforehand. It shows you're serious and helps them prepare too.
Set the stage (and we are not talking props)! No selling, just questions. This is crucial. Your first meeting is not about selling. It's about asking questions and listening. Tell them that upfront.
Do NOT deviate! Stick to your plan. You're there to qualify, not to impress them with your technical prowess just yet.

Step 2: Doing an Effective Discovery – Ask questions like you are 5 years old again!

This is the heart of the sales process, where sales is like dating. You're not just spewing features and benefits; you're listening.

Ask questions and LISTEN. Seriously, put on your listening ears.
Write the questions you want to ask. Don't wing it! Prepare your questions so you don't forget them at the moment.
Take A LOT of notes. Your memory isn't as good as you think. Jot everything down.
Ask follow-on questions to get deeper answers. Don't just accept surface-level responses. Dig deeper to understand their real pain points.
You will NOT use FUD!!! Fear, Uncertainty, and Doubt. It paralyzes people. Inspire action, don't scare them into inaction.
Tell stories. People remember stories, not dry facts. Share relevant anecdotes about how you've helped others.

Now, about those questions. We're talking discovery questions, the kind that make clients think and open up and give you important information in their own words. This helps you get a true picture of what they are actually thinking.

You'll have your ICP (Ideal Client Profile) Questions, which are a specific set of questions that help you determine if this client is even worth your time. What does a perfect client look like to you?

Why me and why now?
What do you like about your current IT organization?
If you could change anything about the way IT works within the organization, what would that be?

You can use a lot of the questions below to help you qualify prospects as well, or add your own.

Then, you have Basic Discovery Questions to understand their current setup:

Tell me what makes your business unique.
What is your current provider responsible for?
What does your organization take care of internally?
What is the most important thing a service provider can do for you?
What are the top 3 things you took away from your last QBR with your current provider? (This one's a classic for sniffing out dissatisfaction!)
If I could fix one thing immediately about your IT services, what would it be?
What are your top 3 business initiatives for the next 12 months?
Can I interview some of your employees? (Always ask! You'll get the real dirt … and some ridiculous requests, but we can ignore those.)

Let's not forget Security Questions because, let's face it, that's Nodeware's jam:

Who is currently responsible for your cybersecurity?
What is being done proactively to protect your organization?
When it comes to security, what are the things that you worry about the most?
What are the security controls your cyber insurance policy requires in order to pay out? (This is a golden one, trust me.)
Have you had any incidents in the past and if so, what?
How do your employees show that they are invested in protecting the organization?
What are the written policies that they follow?
What does accountability look like?
In your organization, who do you rely on the most to take security seriously and help guide the organization towards best practices?

And, for the truly emotional connection, use Leading Discovery Questions to get them thinking about themselves:

How would it FEEL if…
What would it LOOK like if…
What would HAPPEN if…

Finally, a couple of Follow Up Questions to gauge their commitment:

Do you expect me to be the cheapest option, or fairly-priced and the best option? (This weeds out the price shoppers right away. If they say cheapest, run away quickly!)
Who else will decide if we are right for you? (Get all decision-makers on board early.)

Once you've decided that you want this client, you explain the process and get buy in! Ask about issues they can foresee in getting this done and even send a copy of your legal documents to have them start to review. Finally, tell them that you will be asking for the sale in the proposal meeting. Get them in the right mindset. Transparency, people!

Step 3: Doing a COMPLETE Assessment – Trust, But Verify (and verify again!)

This is where you roll up your sleeves and get dirty. Do a very thorough assessment!

Don’t ever believe what they tell you. Harsh, but true. Trust, but inspect.
Make sure to look at the technical. You're an IT pro, after all!
Pay special attention to things they stated they did not like or thought needed to be fixed. This is gold for your proposal.
Talk to some employees. They'll often spill the beans on the real issues.
Take your time and do it right. A rushed assessment leads to a botched solution.

Step 4: Presentation of Results – Speak Their Language (Money, That Is)

Time to show them what you found.

ALWAYS present to the decision maker and no one else! See Step 1. Don't waste your breath on anyone else.
Talk in terms of business impact and NOT technology. They don't care about gigabytes; they care about downtime and lost revenue. No one understands tech except tech people.
Talk specifically about the things that they said were an issue to them. Show them you listened and show them you understand.
Share a story about how you did this for someone else. Relatability is key.
Explain things you heard from employees, how you can fix it, and what the business impact would be. This shows you went above and beyond.
Ask what else they would like to discuss. Ask if there is anything at this point that would keep them from moving forward. Address concerns head-on.
Schedule the proposal presentation before you leave. Always have a next step!

Step 5: Presentation of Proposal – The Grand Reveal (No Sneak Peeks!)

This is it, the moment of truth.

Do NOT present to anyone but the decision maker. Are you sensing a theme here?
Do this in person wherever possible. It builds rapport and allows for immediate feedback.
Do NOT send over the proposal first or ever. They'll just compare prices without understanding value.
Review the proposal in detail and link it back to what you talked about during the assessment meeting. Remind them of their pain, and how you're the aspirin.
Talk about how you will make sure these do not become issues in the future. Future-proofing their business.
Talk about how you will have regular communication and what they can expect. Set expectations for ongoing relationships.
Use a visual, but do NOT use PowerPoint. Something more engaging and personal.

Step 6: Project Plan – The "How We'll Do It" (And What It'll Cost)

Show them the roadmap to success.

Onboarding will happen when and how. Share clear steps, so they know what to expect.
What projects will you address first? Hint: What the decision maker said bothers them the most or things you found from employees should be first. Prioritize their pain.
How long will it take and what will each one cost if not part of the overall service. Be transparent in timing and pricing.
Obtain commitment to meet after each project to confirm and gain signature. Build in checkpoints and commitment.
Ask what they like so far. Reinforce the positive.

Step 7: Close the Deal – The "Ask" (And Then Shut Up!)

This is where the magic happens, or doesn't.

Review at a high level everything you just talked about. Recap.
Review the process of how you came to your conclusions. Reiterate your thoroughness.
Review what they said they liked throughout the process. End on a high note.
Let them know that based on everything you have talked about when you can start and is there any reason that would stop you from being able to start the work on that date. The direct ask.
Pass or send the email with the electronic signature and wait…shhhhh… This is the hardest part for sales pros: silence.
Do NOT leave without signature even if electronic. Close it. Don't leave it to chance.

Objections: They're Not Saying "No," They're Asking for More Info (or they have to go to the bathroom or they are hangry…always bring a Snickers bar to meetings. It works!!)

Objections are usually ONLY about three things: Price, Time, and Trust. And remember, If they are still talking to you, then they are still interested (with the exception of my wife, these are not objections, they are more like “fine do what you want”? Be very afraid!)

Always answer an objection with a question. Flip the script!

"Your price is too high!" Respond with: "Why do you think that?"
"I am still talking to others." Respond with: "What do you think I do not provide that the others do?"
"I am not ready to make a decision yet." Respond with: "When we first talked, you stated that you wanted to address this within this time frame. Has something changed?"
"What else?" Keep digging until you understand the real hang-up.

There you have it. A clear, actionable sales process that will help you stop leaving money on the table. It's not rocket science, but it does require discipline and a willingness to actually follow the steps.

Now go forth, conquer those accounts, and maybe, just maybe, buy yourself that yacht or a Porsche or an island or me a vacation for being so awesome.. You've earned it.

Matthew K. Koenig, VP, Channel Sales, matthew.koenig@igicyberlabs.com, PH: 678.896.3234