Microsoft’s Evolutionary Forces

Diane Krakora

At the Microsoft Worldwide Partner Conference, Julie Bennani, VP of Global Partner Programs, identified not only how the partner program was going to evolve over the next several years, but also why it must evolve.   Many of the solution providers and even some of the other vendors I talked with at the conference thought Microsoft was the industry channel leader.   They have certainly had a good run for the last 5 years.

Bennani explained that Microsoft launched their partner program just 5 short years ago.  It certainly seems longer than that to me. 

Partner Segmentation … Critical to do? Or just another “fad” in channel modeling?

Sue Redmore

“Partner Segmentation” seems to be the new buzz word in many high tech circles these days.  If companies are not already in the midst of some form of segmentation analysis, they are considering adding it as a critical component of partnering engagements moving forward.

This sort of modeling exercise is not a new concept, so why the renewed interest?

From our vantage point, we think one reason is the evolution of partner business models. Those of us who have been in this industry for many years remember the days of the basic VAR and distributor model. Looking back seems a kinder and simpler time then. Fast forward 10 years and witness the transition to a partnering model based on a wide range of partnering types, options for multiple points of entry into a program, and the growing trend to move from a pure volume based model to one driving the total value of a partner’s skills and expertise based on competencies or specialization.

Evolution not Revolution - Microsoft’s Partnering Strategy

By Diane Krakora

As Alison Watson, Microsoft’s Corporate Vice President, Worldwide Partner Group, laid out the high level next generation partnering strategy at the Microsoft Worldwide Partner Conference (WPC) in Houston, I was impressed with the partnering machine that is the organization that spends billions — that’s with a B — on partnering every year. They certainly turn out a mountain of programs, initiatives and confusion.   So, during Watson’s keynote at WPC, I ended up expecting more radical ideas and innovative initiatives and yet wanting less for the sake of simplicity.   

Microsoft…Is 12% Enough?

By Diane Krakora

Microsoft is attempting the well-worn strategy of trying to change the game by changing the name. Instead of adopting the growing industry norm of calling applications that are built and deployed in the cloud as “Software-as-a-Service” (SaaS), Microsoft is trying to change the category and increase their significance by calling their offering Software + Service.

Where is the Love, Microsoft?

By Diane Krakora

Holding a worldwide partner conference in Houston in July? Are you kidding me? That’s no way to show partners’ the love. I’ve been to 8 partner summits this year and it ends with Houston in July? Where is the love? Cisco’s held their partner summit in Honolulu in April. Now that’s big partner love. Even IBM’s partner business leadership conference in Los Angeles in May is better than Houston in July.

VMware: CEO Transition Concerns

By Diane Krakora

It’s always emotional whenever a leader leaves. Look at Bill Gates recent tearful farewell as a recent example. Or Cal Ripkin leaving baseball. Regardless of why Diane Greene was dismissed from VMware - whether it’s because they missed their sales numbers or she doesn’t have operational experience as the media reports - there is a way to transition leadership. Ripping the CEO out of a public company is not the way. Could they not have provided a 3 or 6 month transition plan? Maybe promote a COO to help with the operational issues? I’m all for ripping the band-aid off - I tend to act quickly once I’ve made a decision. But when leadership changes, it’s a highly emotional time for the many groups touched by the leader and requires a bit of patience.  

School is “In” for the Channel: Training is Profitable

Mary Lee Shalvoy

School may be out for the summer, but in the business world, the need for training never takes a break. It’s a hot topic in our (consulting) circles. Well, it’s not hot in the “this is the latest, coolest thing” kind of way, but more in just figuring out how to manage it in all of its complexities.

If you haven’t already heard, there is an enormous IT talent shortage, which equals a big gap in terms of talent when staffing partners and corporations. It’s been reported widely in the press and on the Web that in order for the big vendors to meet their growth targets, they need to get people up and trained on their products and technology in general.

SMB-It’s Finally the Real Deal!

by Diane Krakora

“SMB” has been the on the tips of channel chiefs’ tongues for years.  The partner community has heard all the partner program “hype”, and most of them live the dynamics of serving this market every day.  But vendors are paying more than lip service as they make major investments in corporate strategy, sales resources and marketing to enable the channel as the primary route-to-market for various sub-segments of the SMB market. 

Soft Economy? Strategies in Uncertain Times

By Diane Krakora

We recently gathered 20 or so people from 18 companies to discuss partnering strategies in a soft economy.  We opened the discussion with channel executives from companies such as Adobe, BEA, Google, Intuit, NetApp, Oracle, Sun Microsystems and our host, VMware, by asking how they were planning to leverage partners differently in the economic downturn.  And after a few minutes of blank stares, we realized we asked the wrong question. The initial question should have been are you seeing an economic downturn? I’m a little perplexed by the mixed signals

Outourcer/MSP Partner Programs - New Market, Old Principles

Ingrid Krivin

The market buzz around managed services seems to be growing daily, and many of Amazon Consulting’s clients are testing the waters here with partner engagement programs.  However, some would argue that end-user IT buying patterns for widespread adoption of IT outsourcing and managed services are still 3-5 years off, and many remember the late 1990’s and early 2000’s MSP trial models where many investors met with fiscal disaster.

As these new delivery models are evolving, one might argue that the fundamental principles of building a strong partnering value proposition and program are the same as they’ve ever been.  Segmenting your partner community, looking closely at desired business models, and building compelling and profitable programs for partners aren’t new ideas.  Let’s think it through..