Finding the RIGHT IT Channel Partner

August 5th, 2010 by admin

Customer_CubesIn the IT industry, “Channel Partner,” provide a range of services – from product and service resale and packaging, to delivering related value-added services and support to end customers.  Although Channel Partners have been around for a long time, there are still several misconceptions about what they are, what benefits they provide, and how to find a good one.

The very name Channel “Partner” suggests a valued relationship with a customer. They may also be called Systems Integrators (SIs) or Value-Added Resellers (VARs) but the distinction between these two types is often unclear.

Value-Added-Resellers, or VARs, are often small local companies, but occasionally grow into larger regional or national players.  Ideally they have a strong customer base in their chosen fields, and they work with a handful of carefully selected vendors.  A good VAR will have Engineering and Technical support depth, and will truly add a lot of value to the Customer/Vendor/VAR triumvirate by sourcing product, customizing it to the client’s needs and supporting it after sale.

The most common criticism about VARs is perceived lack of Value.  End customers complain that while VARs are more consultative than the Vendor’s they represent, they still live to push their products. Smaller VARs are often criticized for lacking the resources to provide expertise beyond what the Vendor might provide.

A Systems Integrator is usually a much larger company than your typical VAR, with a broader focus on their Customers’ business. They may have a variety of “practice areas” where they have technical depth, and they usually have good political connections back into the Vendors, particularly at the executive levels.  They often deal with more complex environments than VARs do and will go beyond a handful of vendors to provide a complete and fully integrated solution.

The most common criticism of SIs is that they’re too high level, and although they might have brilliant MBA’s on staff that can dazzle customers with their insights into high-level business issues, they are sometimes viewed as lacking the “rubber meets the road” capabilities and the operational experience required to implement and support some of the products they recommend.  They, rightly or wrongly, are also viewed as being expensive and out of reach for any but the largest companies.

We suggest there is a new category of Channel Partner emerging, one that has combines the strengths of both VARs and SIs – a “Niche Systems Integrator”.  A Niche Systems Integrator will tend to be larger than most VARs in terms of number of people, investments in infrastructure, and ability to support larger projects.  They are smaller than many of the “Big SIs”, but still have some of the business orientation that SIs typically bring to the table. This helps them deliver complex technical solution, but allows them to do so in the context of how it addresses the Customer’s business challenges.

You and the Channel Partner – How it’s supposed to work

If you think a Niche Systems Integrator might be the right channel partner for you, here are some of the key benefits of a successful customer/NSI partnership.

  • A long-term business relationship with a partner that understands your business.
    • Look for a partner who wants to have a much deeper relationship with a small number of customers, often within a particular geography or market vertical, or both.  The NSI will insist on understanding your business in depth, they’ll want to know your people, your processes, and your environment so they can hit the ground running on every new project.
  • Vendor Consolidation
    • A Niche Systems Integrator can save you the time and energy required to manage multiple vendor relationships.  This is becoming more and more important as the legal and regulatory environment become more complex.
  • Relationships, relationships, relationships
    • After completing a few successful projects together, a NSI team and the Customer’s team will develop great linkages.  Technical folks will know each other on both sides, as will the Project Managers and senior executives. If it seems at times that the line between employee and partners is blurring, that’s a good sign.
  • More objective “Solution Approach”
    • A NSI measures their success on whether they solved a customer’s problem or helped them meet a business goal.  They won’t be pushing products, they’ll be seeking solutions – and sometimes that means not selling any product at all.  Look for a company that listens and sometimes says that you don’t need that product at all or that you need to address some process issues before that product will deliver the results you need. If they say yes to everything you ask, think again about whether they are really a niche systems integrator.
  • Access to vendor resources
    • A NSI should have better access to top-notch resources at the Vendor than the Customer could ever develop and maintain herself.  This includes contacts with the Vendor’s Development, Support, Engineering, and Senior Management personnel. The NSI can bring the right resources to bear if and when required.

What to look for in a Niche Systems Integrator

  • Stick-to-it-iveness
    • Past behavior is the best predictor of future behavior.  Look for a partner with a long track record of developing and maintaining happy customers in your space.
  • Value-Add components
    • A NSI will have numerous areas of value-add.  The three main categories to look for are engineering skills and experience, technical support capabilities and process skills.
  • Quality and consistency of the people
    • It’s great if the NSI has run a successful business for a long time, it’s even better if they do it with many of the same key people in their team.  Beware of partners who constantly seem to change out their team members – it can be a sign of trouble.
  • Relationships back into the Vendors
    • Look for a partner whose relationship with vendors is strategic, not one based solely on price.  Your channel partner should have strong relationships at multiple levels within the vendor community, from marketing to engineering to senior execs.  They’ll need these relationships to optimize the solutions they deliver to you.
  • People who understand your business, your operational environment, ideally someone who has done your job.
    • Vendors usually have people who know their products well.  What you want from your Channel Partner is a team that in addition to knowing the products, also has the operational experience and successful experience in creating business solutions using the technology – that’s the magic, as it requires a broader understanding of process, implementation best-practices, and support methodologies.
  • Depth of resources
    • Many Channel Partners start out small and grow.  Having focus is great, but look for NSI’s with a little more bench depth in the value-add areas, especially when it comes to engineering talent.

Conclusion

When it comes to deciding on a channel partner, the traditional choices are VARs and SIs.  There are pros and cons to both types of partners in terms of what additional value they can provide. Sometimes what you really want is something between these two. “Niche Systems Integrators” can drive huge value for customers as they jostle with a myriad of business challenges and an ever changing array of products and services.

Ask the hard questions to find the best Channel Partner for you, and the time you spend building the positive relationship will have huge returns on your productivity as you consolidate vendors, get more from your IT investments, and greatly reduce your support challenges.

Brian Hepburn

Brian is the Co-founder and CEO of Empowered Networks.  Empowered is an established Niche System Integrator in the Canadian market.  The company specializes in the Test and Management of IT, and has been in business for 12 years, with roots in the business going back 25 years for the founders and many of the employees.   Empowered has 70 employees, with offices across Canada, a bilingual 7×24 Technical Support Center, and an established EmpoweredLab facility.        www.empowerednetworks.com

Highlights of SynCan 2010

June 14th, 2010 by admin

SynCan 2010 was held in Toronto, at the Westin Harbour Castle, overlooking Toronto Harbour.  Thanks to all who invested their valuable time to make our 8th annual SynCan another great success.   To access the session notes and information distributed to those who attended, please register here.

Overview
SynCan 2010 was the 8th annual Canadian Users Meeting, hosted by Symmetricom and Empowered Networks.  As in previous years, attendees included key representatives of the telecom, wireless and utility telecom marketplace in Canada.

Highlights
Some highlights from SynCan 2010, and attendee feedback:

  • Empowered’s Glen Emo opened up SynCan with lessons learned from Aloha Flight 243, drawing a parallel between the life expectancy of short-hop aircraft, and the legacy sync gear deployed in networks across Canada, now at or beyond End-of-Life
  • Material progress of standards around Telecom Synchronization, especially the IEEE 1588-2008 standard (aka. Precision Time Protocol or PTP), and Synchronous Ethernet (aka. SyncE)
  • Peter Roberts of Alcatel-Lucent highlighted the importance of PTP and SyncE to equipment manufacturers, and their solutions for Carrier Networks, and Services
  • Legacy Upgrade Programs generated lots of discussion around both the challenges highlighted by Rob Hockin, and the help our team can provide.  Some attendees have programs in place – other recognize the urgent need to get such programs underway.
  • The importance of sync to Power Utilities was an eye-opener for many attendees.  The developing Smart Grid will make sync even more important.
  • Attendees said their key priorities in Sync for 2010 ranged from modernizing existing Sync infrastructure, to testing and deploying PTP solutions.
  • There’s an evident need to concisely explain the importance of Sync to others. We’re presently working on a related initiative, and will share the results on this soon.
  • Attendee feedback strongly reflected that SynCan was an excellent learning opportunity
  • The venue for the group dinner was excellent – The views from the 38th floor, overlooking the islands of Toronto Harbour, the landing path for Island Airport, and as night fell, the Toronto skyline was a highlight.
  • Our sincere thanks to Symmetricom for their generous support of SynCan 2010

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Throwing Down the Gauntlet – Tools versus People

June 7th, 2010 by admin

I was going to write about why trying to approach Application Performance Management by using traditional infrastructure tools and filling the gaps with people was not likely to be successful but what rose to the surface is the underlying question of tools versus people. I can’t tell you how many clients I’ve dealt with who make the assumption that the application of a particular tool to a problem can completely replace the manual process which is generally the incumbent.

Tools do have a lot going for them – they can sift through a lot of data in a short period of time and are quite happy to carry out thousands of rounds of simple repetitive mind-numbing processes in the completely consistent manner required to do the grunt work of monitoring. There are also the less quantifiable but equally important aspects to tools – they don’t have feelings, they don’t play politics, they can’t point fingers.  They are pure, pure cold repeatable logic. Of course, they do have their limits. These limits become painfully obvious when the monitored system doesn’t present consistent problem types to be solved. Tools are very good at what they are designed to do but they are also pretty inflexible – certainly within a reasonable operational time frame.

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Testing Basics: Sound Benchmarks

May 21st, 2010 by admin

A sound benchmark must meet four basic criteria: It must be repeatable, reproducible, stressful and meaningful.

Repeatability: All things equal, multiple iterations of the same test on the same test bed should produce the same, or similar results.  This is table stakes.  If your test produces wildly different results with each iteration, consider new testing gear, or outsourced testing.

Reproducibility: Different teams running the same test on different test beds should be able to produce similar results.  Assuming all use the same test instrument and system under test (SUT) and follow the same procedures.  The difficulties in verifying that all test beds are the same, in terms of software, hardware and configuration for both the test instrument and the SUT, can make reproducibility can be an elusive goal.

Stressful:  A stressful benchmark finds the limits of system performance – where a successful iteration is followed by a failed iteration. As an example, in throughput tests for a network device, the highest rate at which a device forwards traffic without dropping frames is the limit.  Knowing where the limits are, and what happens beyond them, can be essential insights into device performance.

Meaningful: What makes measurements meaningful is how they apply to the use case being tested.  Consider two devices benchmarked for switching latency, where one attains results of 10 microseconds, as compared to 50 microseconds for the second device.

  • If the devices connects to WAN link spanning thousands of miles, the difference in switching delay – 40 microseconds – is tiny, compared to propagation delays at 10 milliseconds or more.
  • If the devices are within a single rack in a data center carrying financial transaction data worth millions every second, a four-fold increase in switching latency becomes very meaningful.

The measurements themselves have no intrinsic value. What’s more, vast quantities of irrelevant data can make significant findings difficult to see.

Making sound decisions requires using benchmarks that are repeatable, reproducible, stressful and meaningful.  If your benchmarks don’t meet these four basic criteria, we’d love to help you improve your testing.

-Ron Watt

Ron Watt has been with Empowered Networks for over twelve years, holding progressively senior roles within the IT Management Solutions Portfolio. Ron leads Marketing, with primary responsibility for Empowered’s seminars and events, and communicating Empowered’s value – solutions to simplify and optimize testing and management of IT, Networks and Applications.  Ron has played a key role in developing Empowered’s portfolio of services to deliver training, ongoing support and independent assessment services.  Prior to joining Empowered, Ron spent nine years with Foreign Affairs Canada as Manager of Internetworking, overseeing design, implementation and operations of FAC’s global internetwork with 160+ sites in more than 100 countries worldwide.

Connection Density in the Data Center

May 4th, 2010 by admin

It’s been some time since I made my way to a tradeshow like the recent iTech Summit in Toronto.  Formerly the SAN/NAS show, this event once had a specific focus on Storage.  The expanded focus of todayItech_2010-04’s iTech embraces many aspects of storage and data center infrastructure design, and brings an expanded range of solutions to the show’s exhibition floor.

I visited the show as an attendee, with a goal to gauge the fit between this show and Empowered’s solutions.  Like everyone else, focusing on short term results and our own flavours of knitting have garnered the bulk of my attention.  Taking a break, and seeing what else is going on in the industry, was refreshing.

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Mark my words – You CAN Improve Business Performance Through Effective Portfolio Management

April 28th, 2010 by admin

The slide show below came from a 2-hour talk I gave recently to 20 senior IT project managers, hope you enjoy it.  It was about realizing improved business performance through effective portfolio management and yes they really did listen for the entire time.

I talked about how competing in today’s world economy is challenging, and how success hinges on narrowing margins and the need to make short term business decisions in a complex environment that will achieve long term business goals.

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We Must Take the Time to Innovate

April 20th, 2010 by admin

Three questions I often hear are:

  1. How has the climate influenced your priorities?
  2. What initiatives are seeing return on investment?
  3. What is everyone else doing?

Why am I mentioning these? If I look around most IT conferences, most of the attendees are older (my age, unfortunately) and the key advantage of youth is the lack of experience.  Since they don’t know how it has always been done, they question everything, which is the first step to innovation.  If you look at successful entrepreneurs, they push boundaries or approach an issue with a different viewpoint.

We are our own worst enemies as we are so busy working on today that we fail to take enough time to innovate.  My view used to be that innovation needed to be a breakthrough change, but as I have aged, I have realized the value of evolutionary change.  What everyone else is doing should not set your course or directions, but should be used as the starting point for innovation.  Innovation typically means that you are at the forefront of an initiative, not just another option for your client to choose from.

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