Techaisle Blog

The debut of IBM Partner Plus marked a significant evolution from the previous PartnerWorld program, specifically designed to accelerate partner business velocity in a rapidly changing cloud adoption landscape. Key to this launch were interconnected enablers such as insider access to sales and training materials, a focus on competitive and transparent incentives, and enhanced support for skill development in critical areas like AI and cloud. The program also introduced a simplified IBM Partner Portal offering real-time incentive visibility, an automated deal share engine, and increased co-marketing and co-sell support investments. These initial steps laid the groundwork for the simplified engagement, enhanced partner enablement, and targeted incentives, demonstrating a consistent strategic thread from the program's inception to its current manifestation in driving AI and hybrid cloud adoption through the ecosystem.

By establishing a program designed for diverse partner models and emphasizing transparency and support from the outset, IBM Partner Plus created an environment conducive to the "Build, Sell, Service" pillars and the incentivization of high-growth areas like Software as a Service (SaaS) and AI. The program's foundational goal of aligning with partners expanding their cloud market presence directly correlates with the current strategy to leverage the ecosystem for broader reach and deeper client engagement in AI and hybrid cloud solutions. This continuity underscores IBM's sustained commitment to its partners as central to achieving scale and success in these transformative technology areas.

The strategic alignment with partners, crucial for success, reflects the fundamental reality that in the dynamic world of enterprise technology at the intersection of AI and hybrid cloud, scale is paramount, and achieving this requires not only innovative products but also a robust and interconnected ecosystem. IBM's strategy for driving growth in the AI and hybrid cloud era is deeply rooted in cultivating a vibrant ecosystem – a community of diverse participants, including value-added distributors (VADs), resellers (VARs), service partners, and independent software vendors (ISVs), working harmoniously towards mutually beneficial outcomes.

The objective of IBM's ecosystem strategy is straightforward: to work hand-in-hand with partners to scale the IBM technology business in a way that benefits everyone involved. This requires a deep understanding of each partner type's diverse needs and drivers and aligning those towards common goals, specifically seizing the significant opportunities presented by AI and hybrid cloud.

Partner behavior is evolving rapidly in 2024 and 2025, with a heightened focus on growth, speed, and innovation. To achieve these goals, partners are aggressively pursuing new customers, automating processes, and integrating AI into both their product offerings and internal operations. This strategic shift is driven by the recognition that AI has the potential to reshape the partner ecosystem, demanding a pivot from vendor dependency to customer-centric value creation. As a result, partners are prioritizing specialization and agility while placing a premium on developing AI capabilities. Red Hat's timely updates to its partner program acknowledge these shifts and position the company to support partners in navigating this dynamic landscape.

In July 2024, Red Hat introduced an enhanced unified global partner program. I was fortunate to have had some involvement with the Red Hat partner team as it developed its strategy for partner business empowerment. Red Hat’s Partner Program is flexible and globally consistent, enabling partners to customize their participation while maintaining a unified approach across regions. It aims to build strong relationships and drive mutual growth globally.

Let us go deeper into each area, which I feel the partners and partners’ customers will appreciate.

Program Structure

Red Hat's Partner Program balances global consistency and local flexibility, empowering partners to tailor their participation to specific market needs while upholding a unified partnership approach. According to Techaisle's Partner Survey, 46% of global partners desire vendor partner programs that maintain a consistent framework while accommodating regional variations. This structure allows partners to customize their participation according to their unique business needs while ensuring a unified approach across various regions. The program is built to accommodate multiple types of partners, including resellers, system integrators, distribution, and independent software vendors, providing them with the necessary tools and resources to succeed. By maintaining a globally consistent framework, Red Hat ensures that all partners access the same high-quality support and opportunities regardless of location. This approach fosters a strong sense of community among partners and helps Red Hat maintain its standards and deliver exceptional value to its customers worldwide.

Techaisle’s landmark survey of 2,115 channel partners, representing a cross-section of the partner community, indicates that while pressure for change is mounting, partners have not yet coalesced around a path forward. The Techaisle channel survey shows that the partner community members are searching for a roadmap to success. That roadmap will vary across partner models, as will the opportunities and requirements for suppliers. In this time of transition, effective channel collaboration will determine growth and viability for both individual channel businesses and their vendor suppliers.

The early years of this decade have been challenging for individuals and businesses in all sectors. In some cases, the pandemic – or, more recently, rising interest rates and declining consumer confidence – have caused tremendous upheaval, with suppliers finding that traditional definitions of the market, sales motions, and fulfillment no longer applied.

The current decade has brought an even thornier set of challenges to the IT channel. In addition to the macro conditions that apply to all businesses, and against a backdrop of changing business models, shrinking product margins, and the need to build profitable services practices, channel members need strategies to cope with:

• A shift in core customers – from technologists to an organization-wide mix of personas, including businesspeople who define technology in terms of business rather than IT functionality.

• A shift in buying and selling models – from fee-for-product/service to approaches that involve outcome-based evaluation and contracting or shared risk agreements that tie payments to achieving defined business goals.

• A shift in solution composition – from monolithic systems to modular stacks that address target functionality via APIs – as well as a corresponding change in the underlying business approach, from “design once, deploy many” to a need for individualized solutions tailored to a fluid set of customer needs.

These conditions have combined to place the channel under tremendous stress. Channel members have explored different business models, different product mixes – accompanied by demands for new skills and service capabilities – and other marketing, selling, and partner relationship configurations.

Both channel businesses and their vendor suppliers are vested in understanding how solution portfolios are changing and how the channel and vendor communities can best work together to bring solutions to market. These are complex questions, but their answers are at the heart of a wide range of sales, marketing, and executive imperatives. This study provides valuable input to those discussions.

Aligning to Changing Solution Portfolios

The starting point for an analysis of alignment to changing solution portfolios is the portfolios themselves – what is the channel selling, and how fast is revenue associated with these offerings expected to grow? Data shows that more than 80% of partner firms are selling cloud and/or collaboration, and more than 60% sell customer experience, employee experience, or analytics solutions. From a growth perspective, 80% or more of channel members anticipate growth in cloud and 5G, and 70% or more expect growth in collaboration, analytics, SD-WAN, virtualization, and/or SD-WAN.

Setting the Pace

Amazon AWS lets a thousand flowers bloom, Microsoft Azure has curb appeal, Google Cloud is the new gold rush. Google Cloud reported Q3 revenues of US$4.99B, an increase of 45% year over year. During the same period, Google Cloud's operating loss has narrowed from US$1.2B to US$644M. Partners are optimistic. Although Google's partner program may be nascent, it is evolving rapidly, setting a frenetic pace and speeding down the right track. The partner management team within a vendor organization is responsible for the quality of partner relationships, a critical responsibility. Ramping up new partners is expensive and time-consuming. Partner portfolios deliver the most significant returns when vendors achieve high buy-in levels and mind share within their partner communities. Partner management isn't defined solely by relationship quality, though. The effectiveness of individual relationships and partner programs and activities can be measured in terms of sales impact – and sales impact itself is generally driven, at least in immediate terms, by the quality of sales enablement and support

Kevin Ichhpurani, Vice President, Global Partner Ecosystem & Business Development at Google, is creating a partner differentiation strategy. The strategy includes a no-services friction partner first approach, developer training, selling to line of business buyers, incentives alignment, and driving marketplace revenue. Carolee Gearhart, Vice President, Global Channel Sales & SMB Sales at Google, takes the strategy further by clearly defining fundamental tenets of partner advantage – simple, collaborative, innovative, and built for growth. Google never built Google Cloud as a channel business. To begin with, Google Cloud is enabling partner transparency, increasing visibility of information, and simplifying lead registration.

Google Cloud has two main product lines: Google Workspace, a subscription SaaS solution, and Google Cloud Platform, a cloud consumption solution. Since they are different products, they have different buyers, buying economics, and competitors. To have an efficient partner program, Google is building a program that meets where the customer is buying rather than changing the sales motion. Instead of creating a partner program for different partner types, Google is developing a program based on engagement models. Early on, Google realized that it does not have an installed base to which partners can sell renewals. Partners, therefore, have to visualize compelling economics to invest in Google Cloud Platform and Google Workspace. Hence, Google has invested in activity-based incentives in the pre-sale stage. Incentives that drive customer demand and lead to sales. Partners have differentiated motivations that drive new customer acquisition, upgrades, and multi-year contracts for Google. It has attractive deployment incentives and recently introduced adoption and consumption incentives, giving partners incremental profitability and incentivizing them to grow their book of business.

Partners are listening

Partners are listening and increasing their resource investments in GCP. Techaisle data shows that 58% of partners are building in-house expertise in Google Cloud. And 62% of SMB-focused partners are either currently offering or planning to offer Google Workspace solutions. We have spoken with many AWS, Azure, and Google Cloud partners in the last six weeks. As one partner put it most eloquently, "…but the reason we are standardizing on GCP is that it offers some of the best incentives that are out there. We used to work with AWS as well. And previously, my last organization worked heavily with AWS and Azure. We knew that Google had one of the best hosted Kubernetes offerings that are out there. Once we started working with Google, we found out that not only were we right, but Google also can manage Kubernetes clusters across all the clouds. And we also wanted to get into a little bit more data analysis and, in some ways, machine learning. Google has its Cloud Vision API, its natural language processing engines, Big Query, and just a mighty engine for any data analysis services. Microsoft, Amazon likes to say that they offer a better ecosystem, but we wouldn't necessarily consider that ecosystem a mature one just yet. There are not as many integrations as they are marketing. And Google has so far stayed true to its word on what they were able to promise as far as just raw processing power."

Thoughtful incentives enabling partner engagement

A key enabler for partner intimacy is the alignment of incentives for the entire customer lifecycle – from demand generation to customer adoption and cloud consumption. Google's attention to detail for both pre-and post-transaction is a vital partner empowerment lever. It naturally has a tremendous revenue flywheel effect for the partner. Google's deep focus on pre-sales incentives for partners has the partners excited. When PoCs make or break customer relationships, pre-sales funding is essential. As another Google partner told us, "Our incentives primarily come in the form of PSF and leads that Google funnels our way. So, during the SOW process, a significant portion of the SOW is paid for by Google. We do a lot of proof of concepts and pilots and just set them in secure landing zones. And I'd say probably say the large majority of PSF probably goes towards those types of engagements."

Sales incentives are one of the areas of highest vendor channel investment. Techaisle's partner research shows that fees and activity-based incentives, solution development funds, and deal registration are necessary enablement incentives for 40% to 50% of partners. Over 60% of partners prefer Sell To/Sell With sales models, indicating the need for co-sell, co-marketing, and IP-led solutions. Data shows that 29% of partner revenue is coming from IP-led solutions. The steady rise in demand for solution development funds and the decline of market development funds shows that partner IP-led solutions are becoming front and center. Recognizing the trend, Google has devised incentive programs to engage with different partner business models and partners selling Google Workspace and Google Cloud solutions.