We must immerse ourselves in our customers
Circle IT's Roger Harry argues that resellers should be making the most out of business intelligence to understand exactly what each customer wants
If we know one thing in the channel community, it's that the IT landscape is constantly evolving. As IT service providers, it's up to us to stay ahead of - or at least keep up with - these changes.
There has been a marked shift in how businesses consume their IT, with cloud-based services and flexible pay-as-you-grow subscription models continuing to grow in popularity. This has contributed to a scenario now, as we look ahead to 2017, where firms are demanding more from their IT provider than they have ever done previously.
Firms no longer purchase IT based on ‘speeds and feeds', and it's no longer feasible for a VAR to merely make an upfront sale and walk away - customers are looking for more on a day-to-day basis than just sales and maintenance services. Now more than ever before, service providers must package themselves as a business partner, someone that's an integral part of the decision-making process within the organisation itself. This could include offering consultation services, advising on IT strategy and generally making themselves invaluable to their client.
We've all heard a lot about it lately, but Digital Transformation encapsulates the idea that IT can not only shape, but stimulate strategic decision-making for many businesses. CTOs are now driving innovation around IT and savvy customers now see IT as an enabler instead of a cost centre, and are looking to drive it accordingly.
You can only elevate the conversation from the basement to the board room if you have a deep understanding of both your client's business, and their industry. We have found the key to differentiating ourselves in an increasingly crowded market is specialisation, and that selecting one or two key vertical areas in which to focus on has proved invaluable. It's also one of the best ways to secure your place around the table on a long-term basis. A law firm which selected us for a large-scale datacentre refresh, told us recently: ‘You would rather have a knee specialist for a knee operation that a general practitioner', which makes a lot of sense!
However, this also means that you have to provide the customer with the highest levels of business intelligence. For example, you might log a call from that law firm about a printer not working - this wouldn't usually be a high priority, but for the fact that the document to be printed may be highly confidential and restricted to printing from a certain device, or it is required immediately for a case where the outcome is critical. You won't know these additional factors unless you have immersed yourself in your client's business.
Likewise, in education, when you talk to the key decision maker it needs to be about teaching, learning outcomes and attracting students, and not about bigger, faster storage. To deliver business intelligence means you need verticalised experts or consultants in the space and not just hope a techy can deliver this - it just won't happen!
Business intelligence isn't just a buzzword, but a clear deliverable for IT service providers as IT directors and CTOs look to leverage partners that can make them look good in their space; constantly engaging with them and knowing their day-to-day challenges sets you ahead of the pack.
On the service provider side, you must ensure that even with implementing these practices, your business remains profitable. Even with the high levels of service you are providing, you should measure the cost-effectiveness of all your clients, and identify unprofitable contracts with a view to turning them, or burning them. This is helped by having a reliable professional services automation system in place to help measure utilisation levels in those accounts.
Ultimately, customers are demanding more from their service providers across the organisation; everything from 24/7 helpdesk support, to advice on how IT can help shape their growth, digitally. It's the biggest move from the old ‘box shifter' label we've ever seen - but something that could prove to be highly profitable to those channel firms that are willing to make the transition.
Roger Harry is CEO of Circle IT Why businesses are demanding more from their IT providers If we know one thing in the channel community, it"s that the IT landscape is constantly evolving. As IT service providers, it"s up to us to stay ahead of - or at least keep up with - these changes. There has been a marked shift in how businesses consume their IT, with cloud-based services and flexible pay-as-you-grow subscription models continuing to grow in popularity. This has contributed to a scenario now, as we look ahead to 2017, where firms are demanding more from their IT provider than they have ever done previously. Firms no longer purchase IT based on "speeds and feeds", and it"s no longer feasible for a Value-Added Reseller (VAR) to merely make an upfront sale and walk away - customers are looking for more on a day-to-day basis than just sales and maintenance services. Now more than ever before, service providers must package themselves as a business partner, someone that"s an integral part of the decision-making process within the organisation itself. This could include offering consultation services, advising on IT strategy and generally making themselves invaluable to their client. We"ve all heard a lot about it lately, but Digital Transformation encapsulates the idea that IT can not only shape, but stimulate strategic decision-making for many businesses. CTOs are now driving innovation around IT and savvy customers now see IT as an enabler instead of a cost centre, and are looking to drive it accordingly. You can only elevate the conversation from the basement to the board room if you have a deep understanding of both your client"s business, and their industry. We have found the key to differentiating ourselves in an increasingly crowded market is specialisation, and that selecting one or two key vertical areas in which to focus on has proved invaluable. It"s also one of the best ways to secure your place around the table on a long-term basis. A law firm which selected us for a large-scale datacentre refresh, told us recently: "You would rather have a knee specialist for a knee operation that a general practitioner", which makes a lot of sense! However, this also means that you have to provide the customer with the highest levels of business intelligence. For example, you might log a call from that law firm about a printer not working - this wouldn"t usually be a high priority, but for the fact that the document to be printed may be highly confidential and restricted to printing from a certain device, or it is required immediately for a case where the outcome is critical. You won"t know these additional factors unless you have immersed yourself in your clients" business. Likewise, in education, when you talk to the key decision maker it needs to be about teaching, learning outcomes and attracting students, and not about bigger, faster storage. To deliver business intelligence means you need verticalised experts or consultants in the space and not just hope a techy can deliver this - it just won"t happen! Business intelligence isn"t just a buzzword, but a clear deliverable for IT service providers as IT directors and CTOs look to leverage partners that can make them look good in their space; constantly engaging with them and knowing their day-to-day challenges sets you ahead of the pack. On the service provider side, you must ensure that even with implementing these practices, your business remains profitable. Even with the high levels of service you are providing, you should measure the cost-effectiveness of all your clients, and identify unprofitable contracts with a view to turning them, or burning them. These is helped by having a reliable Professional Services Automation (PSA) system in place to help measure utilisation levels in those accounts. Ultimately, customers are demanding more from their service providers across the organisation; everything from 24/7 helpdesk support, to advice on how IT can help shape their growth, digitally. It"s the biggest move from the old "box shifter" label we"ve ever seen - but something that could prove to be highly profitable to those channel firms that are willing to make the transition.