Proven ways to evaluate and improve professional services and consulting to increase revenue and customer satisfaction. Experience-based as a reliable source of information to implement quickly. Assess current processes, issues, standards and procedures; and use outside, experienced resources to help achieve company goals and objectives.

1. EVALUATING AND IMPROVING
PROFESSIONAL SERVICES
Maximizing value and revenue from information
technology professional services.
Standard processes and procedures for adding value
from consulting.
Ray Arpin
May 1, 2017

2. Ray Arpin
Why evaluate services?
 Today, Professional Services (PS) must add significant value to the goals
and objectives of the organization
 Traditionally, PS was viewed as almost an afterthought to products – to
help customer implement the technology – rather than a tool to
increase revenue
 It became apparent, in 2000, that PS was not only required for customer
satisfaction, but could be a driving force in generating more revenue as
an integrated part of “Solutions.”
 This requires changes in the processes, culture, PS organization, and the
overall mindset of the company/organization
5/1/2017Evaluating and Improving Professional Services
Every organization wants to maximize value, increase revenue, and retain
customers
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3. Ray Arpin
How to improve value of PS
 Do you need to sell more professional services?
 Does sales need to better articulate and differentiate the value of PS to
customers?
 Is sales optimizing the selling opportunities to maximize revenue,
reduce cycle time and costs?
 Are you concerned about a true measure of customer satisfaction with
services?
 Does PS need to cut costs, improve productivity, and maintain
consistency?
 Is professional services an afterthought?
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Evaluating and Improving Professional Services 3

4. Ray Arpin
Ray Arpin – Experience
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 Over 30 years of experience and
results in PS and Consulting
 Established and improved PS in four
companies; helped over 100
companies improve value and profit
 Assisted vendors, consultancies, and
systems integrators:
 Increase revenue and profit
 Drive the sales pipeline
 Build bigger deals (Solutions)
 Differentiate themselves
 Improve standard processes
 Reduce costs
 Retain customers
Contact Ray Arpin to discuss Evaluating and Improving PS – 617-435-1159 – Ray@RayArpin.com

5. Ray Arpin
Challenges
 Generate more revenue and profits – selling more
services sells more products
 Better define and quantify value of services
 Better differentiate services against competition
 Streamline delivery and back-office processes
 Cut delivery and internal costs
 Sell bigger deals; reduce cost of sales
 Improve customer satisfaction
Some Driving Factors
 Move from products to solutions
 Need to move from price to value
 Moving from technical to line of business
stakeholders
 Economic situation; e.g., selective
spending
 Need to better leverage resources
(internal and external)
 Increased competitive and cost/price
pressure
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6. Ray Arpin
What our research tells us
World-class PS organizations want:
 Better integration with sales
 Rapid assessment of PS and the business situation
 Reduced costs and improved operations
 Benchmark data to compare, validate and measure
performance
 A logical, phased roadmap to get to desired goals and
objectives
 Measurable results and savings
 Unbiased, independent advice
Source: Experience consulting with over 150 clients
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7. Ray Arpin
Actual Results from Experience
Increase Overall Revenue 45%
Reduce Sales Cycle 25%
Increases Service Sales 110%
Reduce Service Delivery time 35%
Increased size of average deal 300%
Increase customer satisfaction 30%
Product sales increased 50%
Reduced Cost of Sales 30%
CUSTOMIZED
ENGAGEMENT
RAPID
ASSESSMENT
CLIENT
WORKSHOP
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8. Ray Arpin
Other Issues and Trends Checklist
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 Generate, drive more revenue
 Sell larger, bundled deals
 Develop add-on business
 Identify new sales opportunities
 Get accurate Voice of the customer
 Better understand the buyer (CIO or
?)
 Know the competition and market
trends
 Create real differentiators
 Better define value to customers
with ROI
 Leverage Professional Services (PS) to
increase services and revenue
 Customers want unbiased, 3rd party
assessments
 Provide faster, more functional
implementations
 Increase efficiencies and effectivity
 Cost containment on implementations
 Improve processes and practices
 Recruit, train and retain
 Better train and manage the channel

9. Ray Arpin
Typical Engagement Structure
 Start Up
 Preliminary Conference calls (Head of PS and key staff)
 Online Survey
 Preliminary Findings
 Onsite
 One-on-one Interviews (30 minutes)
 Facilitated Executive Session
 Offsite
 Summarize and synthesize findings
 Analysis, weighting, prioritization, critical success factors, metrics
 Summary recommendations and detailed phase 1 plan
 Deliverables
 Survey results and onsite findings summary
 Recommendations and rationale
 Draft recommended implementation plan
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10. Ray Arpin
Next Steps – Call to Action
 Call or email Ray Arpin to discuss evaluation
 Phone: 617-435-1159 Email: Ray@RayArpin.com
 Schedule preliminary conference call(s)
 Agree on the overall schedule / calendar
 Setup online survey and key participants
 Schedule initial review of survey and onsite meetings
 Onsite interviews and facilitated executive session
 Interim review
 Review final deliverables
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