Techaisle Blog

The core changes in the demands on different areas of the channel business are critical and challenging, but they can be seen as more effect than cause. In all aspects of channel business, long-held business tenets are being replaced by an emerging reality that has been ushered in by the move to cloud and amplified by many other trends – changes in buyers and buyer behavior, as well as management and process changes, and evolutions in service/technology delivery – that are reshaping how technology is acquired and used, and how suppliers need to act to meet buyer requirements.

NEXT channel

Techaisle has identified twelve areas where channel partners must abandon ingrained behaviors and move to new approaches that will enable NEXT (Networked, Engaged, Extended, Transformed) channel businesses.

Partner-to-partner relationships are important to cloud business success

There are seven imperatives that impact all areas of channel business operations, there are two imperatives that relate to internal management/process items, two that impact service/technology delivery, two that affect go-to-market and customer relationship management, and one – the shift from ‘turnkey solutions’ to ‘ecosystem collaborative solutions’ – that touches on all three areas. Let us discuss this last imperative.

Solution packaging isn’t a ‘religious issue’, it’s a ‘customer choice issue’ – and customers are clearly choosing to move from turnkey systems to hybrid environments that can be aligned with their evolving needs; this will also require an accelerated frequency of partner-to-partner collaboration (not opportunistically but strategically).

The chart above illustrates an important feature of this migration: it increases both the scope of projects that the channel partner can engage in and the profitability of those engagements. As the chart demonstrates, 65% of channel firms that consider themselves to be “very successful” in selling cloud report that they frequently collaborate with other channel partners; firms that struggle with cloud success are much less likely to proactively work with peer channel firms.

Drilling into the data from 2014 to 2018, we find that the opportunistic collaboration has increased by 69%. There are many sporadic efforts but no single vendor is formalizing and enabling this P2P collaboration.

What is the new Turnkey solution:

IT provides the tools to support greater efficiency and market engagement. What are the best ways to help the workforce to capture these benefits, and be more productive? The workspace isn’t defined by windows and walls and common area couches. For millions of SMB and midmarket employees, the “workspace” isn’t a physical location – it’s a virtual space defined by access from multiple screens which are used from multiple locations. This is especially true of mobile workers, a category which is increasingly indistinguishable from “workers.” Techaisle data shows that 72% of SMB employees are mobile, 87% of SMB employees use mobile devices to access corporate information.

Workforce enablement

Techaisle global survey found that improving workforce productivity is the second most important midmarket business objective for 2019 and among the top five objectives of small businesses. Data shows that for 42% of SMBs’ improving employee productivity is a priority and 43% of SMBs are using digitalization initiatives for employee empowerment.

There are many factors involved in driving productivity, including management approaches, processes and practices, and collaboration/synergy across activities and functions. But technology is a key contributor to productivity – directly, and through its ability to positively affect processes and internal coordination.

Techaisle research shows that these benefits don’t accrue to all SMBs equally: SMBs that are advanced in their approach to IT (“Enterprise IT”) are about twice as likely to achieve the productivity-enabled benefits than lowest-performing firms, and 30% more likely to realize productivity benefits than the average SMB.

The statistics quoted above show that IT is seen as a source of productivity-enhancing capabilities – meaning, in some way, that IT has ‘permission’ from the business to help drive higher levels of workforce performance. However, improved performance requires a strategy, and in technology matters, this strategy should be driven by IT management. It is important that the IT function be responsive to business requirements, deploying requested technology and delivering user training. There is another role, though, that IT management can and should play: focusing on technologies that are proven to contribute to workforce enablement, deploying these technologies within the organization and working with business staff to ensure that the benefits inherent in the technologies are recognized and captured. This advances the IT function from simply responding to requests to providing leadership in enabling the SMB and midmarket workforce.

Techaisle’s research has identified a number of solutions that are seen as driving productivity within SMBs and midmarket firms – approaches that IT managers can and should explore as they seek ways to connect the potential of IT to demonstrable increases in productivity. Three of these solutions - unified workspace, collaboration, and mobility, are especially important in a technology-dependent economy, and each contributes meaningfully to enabling the workforce.

Unified workspace

‘Distributed,’ ‘remote,’ ‘mobile’ – these are the realities of today’s workforce. In many economies, roughly half of workers are remote for at least some part of the work week.

Increasingly, SMBs and midmarket firms are using technology to provide cohesion within the workforce. Unified workspace solutions, which (in Techaisle’s definition) “provides secure anytime, anywhere, any device access from any web browser with single sign-on and password management for all public and private applications, services and file sources used to run the business” help SMBs to organize workers into connected groups. Techaisle research has found that over 75% of firms deploy unified workspace to support the needs of multilocation and full-time remote or travelling workers. These systems also help IT to deliver on key goals of data protection and mobility enablement. Businesses that have adopted unified workspace technology believe strongly that it contributes to productivity by providing a single workspace from which employees can accomplish majority of their daily work, delivering better access to applications and resources.

Every year or two (or three), a new trend sweeps the IT industry, and breathless coverage asserts that the new phenomenon has arrived fully-shaped to transform technology and/or IT’s role in business strategy. This is, of course, very rarely true. Most trends play out over a long time, and change in technology tends to be incremental rather than revolutionary. For example – it is certainly true that digitalization (and digital transformation) are important issues today, and that they will have a transformative effect on IT and business strategy. But Techaisle research demonstrates, they are a recent highlight in a series of business issues and technology themes that stretch back at least 15 years, from 2003 to 2019.

Key SMB and Midmarket digitalization themes, 2003-2020

As we enter the next decade, it seems that online capabilities and activities are entering a new era. There are still advances to be made in the ‘net’ realm: there is constant pressure to expand the speed of the Internet, enabling it to handle the voracious demands of unstructured content like video, and the rise of IoT and 5G portends a coming tsunami of data from billions of connected devices. However, the key focus of web-based business investment is now less about the ‘net’ and more about the ‘work’: the ways that an increasingly-connected world supports pursuit of previously-unattainable objectives. The most important IT-related development in 2020 will be this focus on connectedness – connected cloud, edge, applications, security, collaboration, workspaces and insights. Internet and the web are the navigation routes that we have been developing since the 1970s; the always-on, everywhere-connected Interwork© platform is the destination that we will be creating in 2020 and for years to come.

This eBook has been written to provide guidance to supply-side management responsible for digitalization strategies that affect sales and marketing of advanced IT solutions to SMBs and midmarket firms. The document is structured into six sections:

1. What’s past is prologue – The Path to Digitalization
2. Closing the gap between business priorities and IT challenges and the rise of digital
3. Business Issues over the years – paving the route to digital transformation
4. The rise of innovation – and digital – as a business focus
5. IT challenges over the years – paving the route to digital transformation
6. What’s future is epilogue: Connected Business

Download the free eBook here

For decades, channel partners have aspired to achieving ‘trusted advisor’ relationships with their customers. The concept is so ingrained that it is nearly impossible to separate the notion of ‘trusted advisor’ from the broader sense of being a partner.

But if the market is moving from value addition by the channel to value creation for the end-customer, isn’t it essential to move beyond ‘trusted partner’ status to becoming, in a meaningful sense, a partner of the customer, invested in the customer’s business success?

Techaisle’s WW channel partners study of 2445 channel partners and corresponding US channel partners study of 814 partners shows that 61% (66% in the US) are transforming their organizations to focus on delivering business outcomes to their end-customers, up from 42% three years ago. However, the figure is still below customer expectations which stands at 78%. There are several points of disconnect between the customer and the channel. One of the most important disconnects stems from the notion of trusted advisor relationship versus meaningful customer partnership. Only 51% of partners are building meaningful partnerships (55% in the US) and the balance 49% still believe in being trusted advisors. There is nothing wrong with it except that customers, especially SMB and midmarket firms are looking for a “super consultant” – a firm that can offer advice that is more complete than what is being obtained from most partners and which can move beyond strategy to deliver operational support that is tied to business outcomes.

These firms exhibit a clear preference for advisors who can move seamlessly from advice to architecture to procurement to deployment and finally to management. Nearly three quarters of SMB buyers would like their channel partners to be able to provide technology advice that is directly connected to business issues, and nearly two-thirds want a partner who is “invested in customer success.”

The nature of the sales relationship will be a critical determinant of channel success. 52% of channel partners globally and 58% in the US are still running their businesses on sales quota requirements rather than a book of business. When all channel partners call themselves “advisors” there is no differentiation left across partners. Channel partners need to focus on being a meaningful customer partner delivering customer success. And this falls into the realm of being a super consultant.