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Techaisle Blog

Insightful research, flexible data, and deep analysis by a global SMB IT Market Research and Industry Analyst organization dedicated to tracking the Future of SMBs and Channels.

Europe and US SMBs - Managed services support growth and savings

US and European SMB buyers believe that managed services contribute to both cost savings and to business growth. As the figures below show, managed services is seen as helping buyers to achieve lower IT costs, greater control over IT environments, and higher performance with less IT downtime; managed services also helps businesses to “maintain a lean business environment” and to provide predictable performance, user experience and cost. On the growth side of the equation, superior (relative to internal options) MSP responsiveness to IT problems is seen as a means of achieving better productivity; MSPs are also seen as helping SMBs to maintain focus on core business competency, staying abreast of technology changes and providing support for business continuity and disaster recovery.

54% of US SMBs and 68% of Europe SMBs say that managed services help improve bottom-line, contribute to profitability and reduce costs. On the flip side, 46% and 32% respectively state that they view and have experienced managed services as a technology contributing to growth and revenue. A more detailed look at the data underlying this summary analysis illustrates the many benefits that SMBs obtain from managed services (and MSPs).

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Techaisle data shows suppliers incorrectly addressing the SMB Cloud market

Cloud is clearly established within the US SMB market, in a way that is unique in the global context: nowhere else have the vast majority of SMBs leapt into the cloud. Cloud is also gaining acceptance in Asia/Pacific, Europe & even in Middle-East, regions where Cloud is being seen by SMBs as solving real-world business problems. But most suppliers are peddling their technology assets, focusing on non-viable channel relationships & showcasing wrong-sized solutions for workloads that have very short acquisition & deployment time window.

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Does channel partner sales cycle vary by cloud delivery and positioning?

Data from Techaisle’s study channel partners (research analysis documented in Techaisle’s series of reports either delivered individually or as Channel Partner Research Annual subscription service) tell fascinating stories. Excerpt from the specific study of 650 US channel partners selling managed services, based on Techaisle’s database of over 250,000 partners, shows that the sales cycle length varies not only by line of business, but also by expertise levels:

  • Cloud provider channel, on average takes 2 weeks longer in its sales cycle as a cloud provider channel
  • Systems Integrators’ average sales cycle is ~1.5X of VARs because of complexity of SI’s engagement with an SMB. VARs, are often selling products into existing accounts, have relatively short sales cycles, while SIs, who are positioning complex solutions, have longer sales cycles than other channel businesses
  • Even a consultant who is usually familiar to an SMB organization has to prove that they are the right partner and it involves building a plan and showcasing why their advice and solution would be ideal for SMBs

More fascinating are the four charts below.

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12 points for Cloud Channel Transformation

Recent work by Techaisle shows that the need for channel management imperatives has expanded beyond the tactical questions of sales or management metrics or marketing activities. Techaisle has identified twelve fundamental areas where conventional wisdom has not kept pace with the fast emerging business needs of the channel. Channel policies based on conventional wisdom and past history is leading channel organizations away from the practices needed to compete successfully in the cloud market. Techaisle has developed 12 points for transformation of SMB channels table to illustrate ways that channel organizations must alter basic attitudes towards their business in order to be successful in the current and future IT market. Table below compares old model with new model with imperatives that are losing relevance with those that are emerging.

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