Techaisle Blog

In an era of globalization, businesses often pursue economies of scale and standardized solutions. Zoho, a global software behemoth with Indian origins, is carving a distinctive path. It has embraced a unique business strategy known as “transnational localism.” This approach intertwines global connectivity and local grounding, fostering local economies while partaking in the exchange of knowledge and culture. Transnational localism, as defined by Zoho, is a decentralized strategy that harnesses the benefits of a global scale while maintaining deep roots in local communities. It transcends the conventional “think global, act local” mantra, offering a more nuanced and influential method to tackle today’s complexities. This strategy is implemented through a tripartite approach:

• Developing a Global Technology Stack: Zoho creates its software products suite, ensuring total control and adaptability.
• Empowering Local Teams: Zoho sets up regional offices staffed with local talent, enabling them to tailor solutions to specific market requirements.
• Prioritizing Local Communities: Zoho invests in local talent development, infrastructure, and social initiatives, nurturing a sense of collective responsibility and growth.

Transnational localism strikes a balance between global outreach and local engagement. It involves establishing offices in less affluent locations globally, injecting investment, expenditure, and job creation into these areas. The company stays globally connected, not just digitally, but also through a shared ethos and culture, while remaining locally anchored.

Zoho’s CEO, Sridhar Vembu, characterizes transnational localism as a strategy that sources talent from regions often neglected by other companies. These are typically areas experiencing talent emigration, leading to hollow communities. Zoho strives to reintroduce opportunities into these regions, commonly drained into urban centers.

Beyond the Numbers: Real-World Examples

Zoho’s dedication to transnational localism extends beyond mere theory. It has actualized this philosophy by setting up a global network of over 25 offices in rural areas. Many IT suppliers overlook these locations for opportunities compared to their metropolitan counterparts. For instance, Zoho has an office in McAllen, Texas, with nearly 150,000 residents within a metropolitan area housing over a million people.

Another notable instance is Tenkasi in India, where Zoho inaugurated its first rural office. Despite being a city of nearly 100,000 people, Tenkasi is considered rural compared to India’s major metropolitan areas. In Tenkasi, Zoho operates a remote farm and an elementary school, both flagship initiatives in its rural revival strategy.

Zoho demonstrates its commitment to social responsibility in several ways. It has invested in rural India through its "10,000 Schools" program, which bridges the digital divide by providing digital infrastructure and training to schools. Additionally, Zoho empowers local communities by establishing offices in smaller towns across the US and Europe, fostering diversity and creating local job opportunities. Finally, Zoho tailors its product suite to specific market needs, showcasing its commitment to global inclusivity by respecting cultural and regulatory contexts.

The Impact on Zoho's Business: A Multi-Faceted Success Story

Transnational localism has significantly influenced Zoho’s business, propelling its remarkable growth. By the end of 2021, Zoho had amassed 500,000 customers, over 70 million users, and 40,000 customers on Zoho One, a product launched in 2017. One of these customers had 32,000 employees utilizing Zoho One. Fast-forwarding to 2024, Zoho’s customer base has expanded to over 750,000, with over 100 million users across 150+ countries.

Focused on growth and committed to new solutions that expand business horizons – the SMB market is on the brink of a multi-year growth trajectory.

They are here - Techaisle's annual SMB, Core Midmarket and Upper Midmarket Top 10 IT Priorities, IT Challenges, and Business Issues infographics, 13th year of Techaisle tracking at a WW level, and is sought after by IT vendors, channel partners, and media. Techaisle surveyed nearly 5000 SMBs and Midmarket firms, quota sampled to ensure adequate coverage of four small businesses (1-9, 10-19, 20-49, and 50-99 employees), three core midmarket (100-249, 250-499, and 500-999 employees) and two upper midmarket (1000-2499, 2500-4999) segments. As a result, the data represents a robust and reliable sampling of the market segment for IT products and services.

Techaisle surveys thousands of small and midsized businesses (SMBs) to understand technology imperatives and directions. The annual survey establishes context by asking respondents to identify their top business goals, technology priorities, and IT challenges for the upcoming year.

Redefining the art of the possible

The SMB market is a study in contrasts: the tension between boundless aspiration and a constrained reality. However, data shows that a market that has mastered the cloud and is excited by AI will dedicate itself to growth in 2024.

Zero Trust (ZT) is a concept that, while not universally recognized, holds significant relevance in many organizations, particularly within the mid-market sector. Techaisle’s SMB and Midmarket Security Adoption Trends research shows that Its awareness is relatively low in the small business segment, with a mere 8% familiarity. However, this awareness escalates within larger organizations, reaching 46% in core midmarket businesses (100-999 employees) and 69% in upper midmarket businesses (1000-4999 employees). This trend intensifies when examining the perceived importance of ZT among those aware of it. Only 29% of small businesses regard ZT as more than “moderately important,” whereas a staggering 90% of core midmarket and 93% of upper midmarket firms deem Zero Trust as “important” or “very important.”

About 30% of upper midmarket organizations are engaged in Zero Trust (ZT) access projects. In contrast, 45% of small businesses, compared to a mere 1%-2% of midmarket firms, have no immediate plans to implement ZT access. The data reveals that a significant number of businesses have initiated the deployment of ZT access solutions: 86% of upper midmarket firms, 69% of core midmarket organizations, and 42% of small businesses.

Balancing Immediate Needs with Proactive Planning: Zero Trust Drivers for Different SMB Segments

Cutting-edge midmarket companies are embracing a variety of adoption drivers in response to Zero Trust’s (ZT) capabilities. These capabilities resonate with executives addressing immediate needs, adapting to alterations in their IT landscapes, and proactively forecasting future demands. As with most business decisions, leadership teams carve out paths to success that align best with corporate requirements. ZT stands out for its unique ability to cater to a spectrum, or even a blend, of diverse motivations.

Not long ago, channel partners tended to fall into two camps: those primarily engaged in transaction-client relationships and those who believed (or wished to believe) that their customer relationships were consultative and advisory.

Today, the channel window has changed. Forget the “trusted advisor” moniker; become a “success partner” because shared risk agreements are reshaping the channel landscape.

Shared Risk, Shared Success: The New Channel Paradigm

Techaisle has seen a rise in outcome-based relationships – in which customers define their target objective (rather than issuing an RFP detailing a specific set of products) – and shared risk agreements, in which the client contracts for a specific outcome (often, one which is tied in some way to financial metrics), where the partner is paid on achievement of the goal rather than delivery of a bundle of technology.

Techaisle’s recent Channel Survey confirms that this migration is well underway. Across all 2,115 channel partners, more than 45% describe their current “relationship philosophy” as outcome-based or shared risk. These new relationship models are best established in the MSP community, where shared risk is a primary philosophy for more than one-third of the survey’s MSPs, with an additional 23% reporting that they primarily engage in outcome-focused agreements.

Shared risk is also a critical relationship model for SIs. This seems like a logical step forward; SIs have often been targets of complaints about solution timeliness or completeness, and a shared-risk agreement helps forestall these potential objections. In contrast, VARs are only half as likely as SIs to pursue shared risk agreements; they are far more likely than any other channel group to establish transactional relationships.

The End of "Trusted Advisor"? Why Channel Partners Must Embrace Shared Risk for Mutual Success

There are few more cherished channel objectives than attaining the position of being a 'trusted advisor' to clients. The phrase connotes a relationship rooted in respect, where the channel partner provides sage counsel to clients who rely on the partner for technology and strategy. Channel partners who act as trusted advisors can direct client attention and investments in ways that enhance the long-term relationship between supplier and buyer.

Users recognize the value of advisory services. More than three-quarters believe that there is a real advantage in a supplier's ability to respond to business pain points with helpful advice. 71% report that a partner that "listens to business needs and guides a customer towards the right technology solution" provides a vital service. Nearly two-thirds believe that a firm that "shares vision and partnership with both IT and business units" facilitates outcomes important to supplier selection.