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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?
In this white paper, TBR uses its experience to dig into the trends driving GSI alliances and provide our recommendations to technology partners on how to approach building a GSI alliance strategy.
TBR views the path to a successful GSI alliance program as a five-step process, with many small steps, tasks and requirements associated with each step. Technology vendors may be anywhere in this journey, depending on the maturity of their GSI alliance program, if they have one. It should be noted that this is our perspective, based on the support we have given companies along this journey with our research and advisory services. We have drawn elements of this framework from ASAP’s Alliance Life Cycle framework to make it specific to ISV-GSI partnerships.
In early March, TBR met with Arnab Basu, PwC India’s Consulting Leader to discuss developments in India and how the firm’s presence and activities have changed in recent years. The following reflects that conversation, as well as TBR’s ongoing research around PwC, the other Big Four firms, and the broader management consulting and IT services market.
Across an afternoon at One World Trade Center, Infosys leaders hosted a steady stream of clients and technology partners discussing how they have worked with Infosys to apply technology to business problems and generate both cost saving and growth opportunities. Notably, every panel included at least one client, coming from a wide range of industries and describing a variety of problems addressed — and solved — by Infosys.
TBR is one of a select group to be included in Crayon’s new CI Partner Directory, which was created to help companies easily find the organizations that can supercharge their competitive intelligence (CI) efforts.
In TBR’s view, EY continues to operate through a global effort, complicated by regulatory and compliance requirements that vary by country as well as member firms’ different partnership structures. However, at multiple times during the discussion, EY leaders said the firm knew that cybersecurity services required being “local to be there with clients.”