Looking back at the future

Hindsight is frustrating, damning and brilliant in equal measure.

Frustrating because nine times out of 10 if you had known what was about to happen at the time you wouldn’t have done what you did; damning because seven times out of 10 you did the wrong thing; and brilliant because with hindsight you know what do to next time that situation arises.

But some it seems are blind to hindsight.

Last year a spate of hybrid reseller/distributor companies emerged, the most vocal of which was Matrix Communications Group. The firm, which scooped up equIP, Norwood Adam and some of the Harrier Group, seemed to be driving its channel strategy successfully.

However, now, with hindsight, we can see that the merry-go-round of executives at the top level, the change in brands, units and vendors, and finally the profit warnings, were signs that not all was well under the bonnet. The firm was eventually sold off in parts to Calyx and The Horizon Group.

This week AT Communications (ATC), which following its purchase of Rocom last year unveiled a hybrid model, has hailed its strategy a success. The organisation has cited a particular deal with BT as proof. However, while the firm touts its capabilities of supply and support, where does this leave Rocom’s resellers?

The problem, as has always been the case with hybrid firms, is the issue of trust. Fundamentally, resellers are not willing to make agreements with companies who, in the event of desperation, or simply because there are not enough barriers, take a deal direct, losing the reseller time and money. Why would a reseller risk all this when they can go to a pure-bred distributor instead?

ATC’s strategy is neither new nor unique and it may have its work cut out to persuade VARs of the potential of its model. Only time will tell and by then we’ll all have hindsight anyway.