“Nothing ventured, nothing gained,” the old saying goes, and that can certainly be said of VAR marketing. Marketing is the tool used by companies to jumpstart growth and the most effective strategies come with a certain amount of risk.
A friend or business colleague sells you an insurance policy, promising that it is the best insurance policy out there. Great! You purchase the policy because you want the best. Two years later your agent switches companies. Your agent reaches out to you to sell you a new policy from the new company which is touted as the best policy out there. What? Don’t you already have the best policy on the market? Well … you did when your agent worked for their prior company, but you don’t necessarily have the best policy right now … or do you?
ARRRGH! No, this is not me living my fantasy as a swashbuckler, though as a fencing instructor (a healthy and fun diversion of mine), it would not be too far from reality. Rather, it is an expression of angst when I hear Enterprise Resource Planning (ERP) systems reduced to being called “accounting” or “financial” systems. I let the rather defamatory term slide when it comes from the chief financial officer or vice president of finance at a client of mine: hey, I am pretty picky about most things but even I have my limitations. But I cringe when I hear it from the reseller, because I know that this is a reseller with a myopic focus.
Forrester is reporting that 65% of technology decisions are influenced and/or made by line of business executives. It's predicted that this number could rise to 90% by the year 2020. Here's how VARs should adjust their pitch accordingly.
Savvy and sophisticated MSPs are always looking for ways to add additional value to their offerings and engagement with their customers. By enhancing their capabilities, MSPs are able to differentiate their service, be more proactive, and command higher margins.
I am not much of a history buff, but there are simply some historical events that fascinate me for their business relevance. One such event is Admiral Nelson’s victory at Trafalgar.
VARs are feeling the pinch. Hardware margins are a sliver of what they used to be. The as-a-Service, cloud, and subscription-based business models that are falling into favor among customers pose a tough transition for your business. Meanwhile, competition is mounting from every angle—startups, ISOs, the Internet, and a bevy of other service providers are all chipping away at your base.
The term “Digital Transformation” is de rigueur: it is often highlighted in news stories and ongoing corporate communications globally and is even the subject of recent TED talks. However, as IDC often points out, Digital Transformation is a journey and there are five stages to being fully optimized.
Procedures documents don’t work. That may not come as a surprise to most business executives, yet for many organizations, while process improvement methodologies and techniques have made giant leaps forward over the past few decades, the way they communicate and manage their processes hasn’t changed much, if at all.
It’s been a decade since the first on-premises VDI solution came onto the market. It was difficult to manage, clunky, slow and incredibly expensive. Deploying it took nine months or more, and IT teams struggled with an overwhelming number of components to get it up and running, including Windows servers, SQL servers, desktop controllers, provisioning servers, storefronts, load balancers and more.