Technology is essential to mitigate the risk of exposure to cyberattack. Note that mitigate means to reduce or lessen in severity, not preclude. It’s often difficult for IT service providers (ITSPs) to convince business owners that no one can guarantee complete elimination of cyberattack risk. Anyone with a computer connected to the internet is under attack. Your best option is preparation for the inevitable.
Studies have shown that businesses are starting to increasingly rely on social media to help build brand awareness and drive the sale of their products and solutions. For example, according to a recent Forrester report, 98 percent of sales and marketing leaders see value in social selling in the short and long term, and 49 percent have already developed a formal social selling program. Many Channel companies would agree with the potential benefits of social media marketing, but they also acknowledge they’re a long way from realizing its full potential.
An aging telecommunications channel is rapidly morphing into an innovative technology marketplace. Leading carriers, pure cloud vendors, ISVs are making indirect channel a priority as 60% of all technology purchases are made through an IT consultant. Business lies with the person that has the customer relationship, those IT consultants (referred to as agents in the indirect channel) have the proverbial keys to the castle.
Selling professional services is tricky business. There is nothing tangible in the conversation. No product to pick up, turn over, and closely examine for quality and functionality. What clients are buying is you and your expertise.
Darek Hahn, president and CEO of Dynamic Strategies Inc. (DSI), details the challenges of his company's shift in customer focus, sales strategy, and corporate culture.
Russ Levanway, CEO of California-based MSP TekTegrity, recently let me pick his brain about how and why the company acquired four MSPs in the five-year period between 2010 to 2015. Like many solutions providers looking for ways to grow, TekTegrity used these acquisitions to expand its regional footprint and establish itself in new verticals. In the process, Levanway had to integrate differing cultures and a rapidly expanding headcount. The company developed a regimented onboarding process for the companies it was acquiring, which included weekly one-on-one check-ins for six months with each new employee.
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.
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.