David DeCamillis is as much a renaissance man as you’ll ever meet. He worked as a stockbroker out of college, then moved up to a syndicate manager, helping with IPOs until the early ’90s, when he moved into financial consulting. In that gig, he helped private companies raise money with the hopes that they would go public.
In 2000, Malcolm Gladwell authored The Tipping Point. In the book he defined a tipping point as “the moment of critical mass, the threshold, the boiling point.” When we look back in several years, we will be able to point to 2018 as the year that customer success, as a broad set of capabilities and organizations, hit its tipping point. Several years ago, there had been initial questions and debate around longevity of customer success initiatives and organizations, but the evidence of organizational representation and the cavernous gap of demand versus existing supply of resources in the market are stark evidentiary points that conclude customer success is thriving and here to stay.
There are two kinds of startup service business owners. The first invests money they may not even have into building a recognizable brand that will resonate and fascinate in their market of choice. The second invests their limited time and resources in creating a company focused on bullet-proof service delivery. Which are you? Which is right?
Why Concertium’s new take on managed services is exemplary of IT service’s future.
According to Worldpay’s 2019 POS Channel KPI study, precisely zero POS VARs achieved 40 percent or better growth in 2018. You know who did? More than 27 percent of ISVs.
My conversations with IT services and vendor execs and independent channel business gurus have been lopsided of late. Everyone wants to talk about IT security in any manner of its forms. Lead the sale with security or lose it to the competition, say some. Ditch the managed services or VAR personas altogether and redefine yourself as a security provider, managed or otherwise, say others.
One of today’s buzzwords in business is strategy. Everyone wants one, but many aren’t sure of the how and why it even matters. In my 40+ years in business, there is little question that strategy, and the required planning to achieve it, are important success factors for any company or individual to reach their defined outcomes.
"Successful partners will figure out that the intent is not to make 100 percent of $100 but 10 percent of $10,000.” Those words from Forrester Principal Analyst of Global Channels’ Jay McBain have stuck with me. He said them during an interview for a feature story in the February issue of Channel Executive magazine. Smaller pieces of bigger deals. It’s not just an upstream growth strategy; it’s the new reality of a splintered market and loosening definitions of traditional IT service provision business models.
Channel sales strategist and coach Dede Haas is founder of DLH Services, which helps technology vendors and partners create innovative, successful channel sales solutions and programs. Here, Haas discusses recurring revenue with two members of The ASCII Group, a 1,300-member organization of North American VARs, solutions providers, and MSPs offering services to help its members grow their businesses.
It was the early 2000s, and I just finished delivering Cisco and BIND DNS training for a client. It was a good fit; they liked me, and I liked them. They asked if I could present a customer service training program for their IT staff. They had previous training with generic customer service trainers who were very good but didn’t understand IT culture. My client wanted me to design a customer service training program from the perspective of a geek — someone who understood our industry’s culture.
“You’re selfish, egotistical, and ignorant of our reasons for being in business. You’ve made a bunch of wrong assumptions about us, you never ask good questions, and you never listen. You act as if we spend our lives only thinking about selling your products. We don’t.