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channel management
Increasingly, this relationship is taking
the form of a transformative new gen-
eration of Technology Partner Alliance
programs, which have evolved beyond
their traditional focus on speeds, feeds
and device sales.
It’s true that alliance programs still
provide traditional services, such as
upgrading apps; managing devices;
performing integrations; and coordinat-
ing with ISVs, wireless carriers and
systems administrators to help a cus-
tomer avoid embarrassing and costly
slip-ups. But they’ve also begun to
take the broader view – now becoming
architects who help design a future-
proof, long-term digital strategy that re-
flects the mobile needs of businesses
and is defined by innovation.
In this way, alliance programs are
critical to success in today’s market-
place, in which every decision is im-
pacted by technology. As we look ahead,
it is incumbent upon alliance programs
to think beyond simple transactions and
invest in relationships. These programs
must act as a strategic partner with large
technology providers, ISVs and SIs to
create tailored solutions specific to a
company’s business model and industry.
Additionally, they must anticipate the
emerging trends that will impact the
enterprise in the future, and adopt new
technologies with unrealized enterprise
applications. This enables them to lever-
age technology to meet today’s business
needs, while delivering the right kinds of
solutions for the future.
Out from the crowd
In a crowded marketplace, what el-
evates an alliance program above its
peers is its ability to offer customers
customized, tailored solutions. Doing so
requires an understanding of the com-
pany’s unique challenges and opportuni-
ties – as well as a deep vertical expertise
to understand them relative to larger,
industry-wide trends. Armed with context,
rather than a one-size-fits-all approach,
alliance programs can offer technology
solutions that deliver significant benefits
to customers
But in order to understand a com-
pany’s particular needs, a successful
alliance program looks at more than just
technology requirements. It also considers
the company’s unique business model,
enabling it to take three actions that are
essential to a value-driven partnership.
First, it takes economics into account. Too
many alliance programs fail because nei-
ther party truly understands the econom-
ics of their counterpart or what it takes to
help each other improve revenue, margins
and cost management. Poorly designed
economic models can result in alliance
parties diluting economics and causing
reductions that adversely impact customer
satisfaction and brand identity.
Secondly, winning programs develop a
go-to-market strategy that addresses core
areas such as R&D, marketing and sales.
And lastly, alliance programs that lead
do so by developing a timeline with clear
milestones and established metrics to
evaluate the progress of the partnership.
Armed with a deep understanding
of the partner relationship, alliance pro-
grams can go beyond a one-size-fits-all
approach and offer technology and solu-
tions that deliver breakthrough benefits
to customers. In healthcare, for ex-
ample, alliance partners can deliver the
kind of expertise that drives the design,
development and deployment of cus-
tomized tablets to assist mobile nurses
and care providers help elderly patients
treat chronic conditions from their
homes. In transportation, alliance part-
ners can enable companies to transition
to electronic logging systems through
durable, cloud-based tablets – saving
time and money as a result.
A
s technological innovation sprints at an
unrelenting pace, the relationship between
businesses and solutions providers is
transforming – away from one of buyers and sellers
and toward full-scale, deeply ingrained partnerships.
By
Kevin
Gilroy
Alliance Programs Are Key
to Digital Transformation
Channel
Vision
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May - June, 2017
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