Companies with good products can screw up in Europe through inappropriate strategies for the technology channel which sells their products and head-office bureaucracy. A case in point is Violin Memory, at least according to sources in the channel, although they say the situation is improving. Stephen Rose joined Violin Memory in …
Value Added Reseller
I have heard this a lot even working at Channel Partners...
If you dont add value to OEM and require their team/knowledge and support to sale your products - What value does the channel provide.
No likes to have a deal taken from them but there has to be effort on both sides it cannot be a oneway street.
More VARs today (not all) are falling to do more than register the deal and not actively work to close or find new business.
Re: Value Added Reseller
Agree. For OEM's like Violin, the channel offers market scale, technology validation, support, services and access to accounts and relationships. Direct sales forces are expensive and they don't scale. Violin is an SMB competing against the biggest vendors in IT. Setting up a European organisation and pointing limited resources at a handful of end customers in an effort to break the market was high risk. Contesting the few deals that result from having a Direct Model with the very partners required to scale the business was never going to work out well. The opportunity Violin created with HP and lost at the field level speaks volumes about the business model and the way Violin operated at that time. Just great news that a new leader has been appointed, that basic demarcations are being made between direct and partner business and that the model is evolving. Looking forward to reading a lot more about Team Violin in the near term - it's technology that transforms applications
- Windows 7 and 8.1 market share surge, XP falls behind OS X
- NHS IT failures mount as GP data system declared unfit for purpose
- Looking forward to getting Windows 10 the day it ships? Yeah, about that...
- Privacy watchdog ICO slashes its fines in half
- We read Hewlett Packard Enterprise's 316-page post-split blueprint so you don't have to