faster delivery and responsive support. Team members must be friendly and attentive. At NHC, that’s why we use the phrase “We Obsess about the Customer and Partner Experience.” Competition ensures that Channel Partners remain customercentric, constantly seeking feedback and refining their approach. A well-served TSD, TA or end-customer is more likely to remain loyal, recommend the brand and contribute to long-term growth. Without competition or choice, there is a risk of stagnation, where customer needs are overlooked, and service quality deteriorates. 4. Encouraging Strategic Partnerships Healthy competition often leads to strategic alliances and partnerships. Distributors may collaborate with technology providers, logistics firms or marketing agencies to gain a competitive edge. These partnerships can unlock new capabilities, expand reach and create synergies that benefit the entire Channel. Back in 2005, I was invited to be a member of the customer advisory board of a now defunct CSP that had a robust wholesale program. The advisory board was made up of wholesale aggregators like NHC. We were a group of tough owners and executives of CSP/aggregation businesses. At first, I was concerned about sitting at a table with competitors – the same ones we’ve won and lost strategic accounts against, recruited employees from or challenged with fear, uncertainty and doubt about their services. However, it turned out to be a great experience because the panel had so many common issues that we could discuss without bringing up obvious competitive conflicts – such as our interactions with the CSP and large upstream LECs, updates about suppliers or endless regulatory matters. Many of us have also joined coalitions on regulatory issues. I have come to really enjoy CAB meetings both for the insights and for a genuine respect and fondness for the other members. 5. Expanding Market Reach Competition within distribution channels can lead to market expansion. In an effort to outpace rivals, distributors may explore new geographic territories, target underserved segments or diversify their product offerings. This proactive approach helps brands penetrate new markets and grow their customer bases. TSDs and CSPs were mainly focused on selling within the continental U.S. until end-customers with locations throughout North America or overseas started demanding the same levels of service. Now our Channel is growing globally, with some service providers focusing on international solutions exclusively for TSDs and TAs. 6. Promoting Accountability and Performance In a competitive environment, performance metrics become crucial. Channel Partners are held accountable for sales targets, customer satisfaction scores and operational KPIs. This accountability fosters a culture of excellence and continuous improvement for the Channel, leading to happier end-customers who want to buy more. Carriers, CSPs and TSDs benefit from this dynamic by gaining visibility into channel performance and identifying areas for support or intervention. It also enables better resource allocation, ensuring that high-performing TAs receive the tools and incentives needed to grow their businesses. 7. Mitigating Risk Through Diversification Competition encourages diversification within the distribution channel. Distributors may carry multiple brands or product lines to reduce dependency on a single supplier. This diversification not only mitigates risk but also enhances bargaining power and market resilience. End-customers have so many options that they need the knowledge and experience of TAs and all the businesses that back them – including TSDs, CSPs and MSPs. Consider the 11 different options that I have for internet access and failure mitigation, or the number of SD-WAN or network security options available from thriving suppliers. From the supplier’s perspective, having multiple competitive distributors reduces the risk of channel disruption. If one partner underperforms or exits the market, others can step in to maintain continuity. 8. Fostering Healthy Market Dynamics A competitive distribution channel contributes to a healthy market ecosystem. It prevents monopolistic behavior, ensures fair pricing and promotes transparency. Consumers benefit from choice, better service and access to a wider range of products. Furthermore, competition stimulates economic activity by encouraging investment, job creation and entrepreneurship. New entrants bring fresh ideas and challenge incumbents to raise their standards, creating a virtuous cycle of growth and improvement. It’s hard to believe our digital world would have expanded like this during the last 41 years if the old telephone monopoly wasn’t broken up. 9. Supporting Brand Growth and Equity Brands thrive when their distribution channels are competitive and dynamic. A strong channel enhances brand visibility, reinforces positioning and drives customer engagement. Distributors that compete effectively become brand ambassadors, advocating for the product and elevating its market presence. In contrast, a stagnant or monopolized channel can erode brand equity. Poor service, limited availability or outdated practices reflect negatively on the brand, regardless of product quality. 10. Adapting to Technological Disruption Technology is impacting our Channel at an unprecedented pace. E-commerce, AI, blockchain and IoT are transforming how products are sold, tracked and delivered. In this context, competition is essential to ensure that channel partners embrace digital transformation. CSPs and TSDs that fail to recognize and embrace transformative technologies within their solutions offerings, sales strategies and operations risk obsolescence. Competitive pressure accelerates the adoption of new tools and platforms, enabling our Channel to remain relevant and future-ready. Competition is not a threat to our Channel – it’s the lifeblood. Competition drives innovation, enhances efficiency, improves customer experience and fosters strategic growth. In a rapidly evolving marketplace, competition ensures that distribution channels remain agile, accountable and aligned with consumer needs. When competition is embraced as a force for good, distribution channels become engines of growth, resilience and long-term success. o Glen Nelson is a 40-year veteran of the telecommunications industry and is co-founder, VP marketing & business development at NHC, The Communications Stack Provider and one of the largest partner-exclusive network resellers in North America. 49 FALL 2025 | CHANNELVISION
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