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For prime contractors, managing an ecosystem of subcontractors is a constant challenge. These challenges are prompting vendors to reevaluate their subcontractor ecosystem strategies, driving change in the makeup of subcontractor ecosystems as well as the approaches used to manage partners
The biggest change for CI/MI (competitive intelligence/market intelligence) in 2023 is the intensification of the “do more for less” mandate. Doing more for less has always been part and parcel of the CI/MI experience, but it’s particularly true in 2023.
TBR dives into predictions about generative AI and its very real disruptions: Today, organizations are exploring ways to leverage GenAI to optimize how they operate the front lines of their customer service processes via contact centers, an industry that currently employs over 11 million individuals; and tomorrow, the technology will provide an alternative to enterprises’ IT departments, which must frequently tap third-party services partners for custom software development, a market that was valued at nearly $25 billion in 2022.
Free webinar: Learn how the evolving relationships between GSIs and their technology partners are changing the ecosystem, what VARs’ encroachment on SIs and consultancies means the market, and whether telcos’ investments in necessary infrastructure are finally going to pay off in profits
By following the “Oracle playbook” and reducing costs, Salesforce could make billions in profit, leading to a change in financial focus across the industry, with revenue growth becoming a metric, rather than the only metric.
Learn how vendors are handling investments in innovation and transformation centers amid macroeconomic volatility and buyers reassessing their budget priorities
While the specific challenges differ by vendor, geography and/or TIS service line, TBR consistently hears about four major pain points that are broadly impacting most providers of telecom infrastructure services: wage and benefits inflation, worker and subcontractor shortages, navigating government incentives and stimulus, and ability to differentiate.
Alliance partner prospecting will start with requests from the stakeholders for more information about a specific vendor — a request, basically to understand, Who are those guys?
TBR has been evaluating the changing nature of technology alliances through its subscription and commissioned research for decades. A series of best practices have emerged, most often developed by young technology companies, while the commercial impediments seem more acute for legacy vendors with their employees’ resistance to change. The balance of this document will discuss the successful approaches vendors have shared with TBR, and what end customers and small technology companies have shared with us as the anachronisms associated with legacy partner program structures.
TBR interviews with leaders of small SaaS vendors have shown a consistent blueprint for successful engagement with big vendors that consists of three major elements: Are you a strategic fit with the large vendor? How do you approach the large vendor for top-down attention within the firm? And how do you initially engage the large organization for positive, bottom-up, word-of-mouth marketing inside the large vendor?
