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  • SMB & MIDMARKET DIGITALIZATION

    SMB & MIDMARKET DIGITALIZATION

    US SMB & Midmarket Digitalization Trends
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  • DIGITAL TRANSFORMATION

    DIGITAL TRANSFORMATION

    US Midmarket Digital Transformation Trends
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  • FEATURED INFOGRAPHIC

    FEATURED INFOGRAPHIC

    2018 Top 10 SMB Business Issues, IT Priorities, IT Challenges
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  • SAAS TRENDS

    SAAS TRENDS

    US SMB & Midmarket SaaS Adoption Trends
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  • IT MATURITY SEGMENTS

    IT MATURITY SEGMENTS

    US technology adoption trends by SMB IT sophistication
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  • BUYERS JOURNEY

    BUYERS JOURNEY

    Understanding SMB & Midmarket Buyers Journey
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  • CLOUD STUDY

    CLOUD STUDY

    SMB & Midmarket Cloud Adoption Trends
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  • SECURITY SURVEY

    SECURITY SURVEY

    SMB & Midmarket Security Adoption Trends
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  • MOBILITY SURVEY

    MOBILITY SURVEY

    SMB & Midmarket Mobility Adoption Trends
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  • IOT STUDY

    IOT STUDY

    SMB & Midmarket IoT Adoption Trends
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  • TECHAISLE

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    SMB Data You Can Rely On | Analysis You Can Act Upon
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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.

Digital transformation and customer intimacy in modern midmarket – 3rd pillar of DX

A Techaisle survey of nearly 900 midmarket firms in the US found that 41% of midmarket firms believe digital technologies impact every aspect of the business and are a core part of organizational strategy and more than one-third of midmarket businesses – 34% - believe that digital transformation is a key to customer intimacy. Executives are surrounded by examples of organizations that are using data – drawn from integrated internal systems, or from social media, or from far-flung sensors, or from third party services, or from a mix of all of these sources – to improve the key operating parameters of their businesses. Midmarket firms anticipate 21% improvement in upsell/cross-sell, 20% improvement in brand image and 19% improvement in customer satisfaction as outcomes of a successful DX strategy.

DX-enabled organizations generate more revenue from cross-sell/upsell; they have greater customer loyalty; they are able to open new markets and introduce new products and services faster and with better payback periods. And they do this through customer intimacy – by better understanding what their clients want and need, and by being agile in responding to these wants and needs. Techaisle research finds, in fact, that performance metrics that are tied to customer intimacy – improved upsell/cross-sell of products, improved brand image, and better customer satisfaction and retention – are the areas expected to improve the most as a result of digital transformation in the organization.

The constraints
Building customer intimacy is a little bit like making Baked Alaska: the promise is delicious, but the method is mysterious. With Baked Alaska, it’s the notion that ice cream can emerge from an oven unmelted. With customer intimacy, it’s the mystery of how to successfully aggregate data and integrate it with customer-facing activities.

techaisle digital transformation 3 2

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Dell Channel Partner Program – a reality check

Data speaks volumes

Techaisle’s channel survey data shows that Dell channel partners’ perception about Dell has improved by nearly 50 percent in the last 4 years. 61 percent of partners say that they trust Dell, up from 43 percent in 2014, an increase of 42 percent. Similarly, 45 percent of partners believe that Dell has cutting edge technology, an increase of 45 percent from 2014. Most interestingly, unlike in the last several years, 57 percent of partners mention that they like Dell as a partner, very similar to HPE partners liking HPE. For 93 percent of partners, Dell’s messaging on Simple, Predictable & Profitable has resonated although variations in perception remain. Dell’s messaging on digital transformation also seems to be having a positive effect on its channel partners. 65% of Dell partners are currently offering some form of digital transformation solutions and 76% have moved beyond 1st step of digital transformation, which is, digitization, the lowest ladder of the transformation journey. However, not all have reached the pinnacle of transformative solutions.

Dell Technologies channel revenue is US$43B, slightly above 50 percent of Dell revenue (had languished around 40 percent the last 3 years) which is bigger than revenues of Nike, Starbucks, Coca-Cola and would neatly fit as a Fortune 64 company. In Q1’19, Dell channel revenue grew by 14% Y/Y and distribution by 19% Y/Y.

All of the above statistics are very impressive and are a result of Dell’s wide solution portfolio range as well as a maniacal focus on streamlining channel partner’s total experience which includes simplified deal registration by accelerating deal registration response time to 4 hours for most deals and 48 hours for storage; accelerated speed to quote by providing best price faster and 80 percent within 4 hours and 95 percent within 24 hours; and finally, faster speed to pay by cutting cycle time by nearly 30 percent.

Dell listening, partners noticing

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How can suppliers identify cloud partners most likely to be successful

How can cloud suppliers identify the partners most likely to be successful or very successful in selling cloud? Techaisle’s 7th year of channel tracking survey data indicates that a powerful indicator is found in the growth paths identified by channel firms.

Characteristics of very successful cloud channel partners (“what to look for”)

  • Very successful cloud channel firms view advanced solutions as major opportunities and are focused on growing business in BI/analytics and IoT
  • Very successful cloud firms recognize that hybrid IT is the key and are anticipating increased revenue from data and/or application integration than their less successful peers
  • Nearly 90% of very successful cloud channel firms (as compared with just 23% of unsuccessful firms) offer IaaS to SMB customers
  • Over 90% of very successful cloud partners offer SaaS today. Less than one-third of unsuccessful cloud partners offer SaaS, and 20% neither offer it nor are planning to do so
  • Successful cloud partners view partner-to-partner (P2P) relationships as a strategic imperative, whereas unsuccessful partners connect with other channel firms on an opportunistic basis
  • There is a clear, multi-year trend of very successful cloud channel partners differentiating themselves by selling self-branded (and supported) cloud offerings
  • There is strong evidence in data to support the notion that very successful cloud partners are focused on assembling multi-sourced solutions to meet customer needs, 57% of very success cloud partners as compared to 31% of unsuccessful and 34% of successful partners
  • Three-quarters of very successful and nearly 70% of successful cloud partners offer UCaaS, vs. just 20% of unsuccessful firms
  • Successful channel firms are actively participating in cloud and IT orchestration and are investing in technology advisory & architects
  • Digitalization & digital transformation are new focus areas of very successful channel partners

What to look out for – characteristics of unsuccessful cloud partners

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Techaisle study reveals top 3 channel partner managed services success inhibitors

Inability to balance product resale and services revenue, inability to adjust to a customer-centric approach and inability to align recurring and non-recurring revenues are severely holding back the MSPs. Since 2008 Techaisle has been conducting managed services studies, both demand side within SMB & Midmarket segments and supply-side within the VARs, MSPs, SIs, SPs, Consultants offering managed services. Each year Techaisle (latest report deliverables are here) has been quantifying what separates the successful and unsuccessful managed services channel partners. And there are several data-evinced barriers to entry and success factors. To understand barriers to entry, it is important to first define the characteristics that are important to success as an MSP. There are many but let us discuss three that always percolate to the top:

  1. The ability to sell services independently from product sales (while maintaining the ability to sell products to customers as well).
  2. The ability to package and efficiently deliver standardized services to multiple customers, growing by expanding portfolios of discrete services rather than by simply agreeing to address sprawling customer requirements on a ‘one-off’ basis.
  3. The ability to align internal processes and costs/cash flow with a recurring revenue (rather than transactional) approach to the business.

Techaisle research substantiates the importance of each of these key characteristics.

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