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Tiffani Bova Gartner VP Research Indirect Channel Programs & Sales Strategies WW tiffani.bova@gartner.com

Tiffani Bova Gartner VP Research Indirect Channel Programs & Sales Strategies WW tiffani.bova@gartner.com. Reading the Tea Leaves State of the Market. Channel Trends. Voice of the Customer. IT Spend Still Focused on “Run”. What is Driving Business Leaders?.

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Tiffani Bova Gartner VP Research Indirect Channel Programs & Sales Strategies WW tiffani.bova@gartner.com

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  1. Tiffani Bova Gartner VP Research Indirect Channel Programs & Sales Strategies WW tiffani.bova@gartner.com Reading the Tea LeavesState of the Market

  2. Channel Trends

  3. Voice of the Customer

  4. IT Spend Still Focused on “Run”

  5. What is Driving Business Leaders?

  6. 2012 CIO Regional Strategic Priorities

  7. Technology Priorities Call for Strengthening the Customer Experience Notes: Asia/Pacific: third = other, seventh = security, ninth = customer sales and service North America: sixth = security

  8. Up to three responses allowed $100 investment allocation 2013 IT Priorities - Total • Q26. What do you consider your organization/subsidiary/region/country's top three IT project priorities for 2013? Brazil Mexico N = 112 N = 108

  9. Communication and Collaboration Trends

  10. UC Enables a Stronger Mobility Experience With Handset Replacement * Illustrative of trend, not an actual forecast • Slow, multidecade trend away from wired handsets • Emphasis on smartphones and tablets • Investment in iPhones and Androids • Enhanced mobile upsell opportunities • Single-number reach, unified messaging, speech to text • Location-based services • Mobile device management Mobile substitution happening now

  11. The Pace of UCC Evolution Is Accelerating:Comms and Collab Drives Competitiveness Gen 4 Gen 3 Aggregate Tap broader audiences Work with more context Locate experts Facilitate swarming Network Competitiveness Agility Responsiveness Decentralized decisions Self-organization Trust/social capital Ecosystem engagement Business Value Gen 2 Share Effectiveness Process consistency Resource optimization Productivity Gen 1 Communicate Productivity Cost avoidance E-mail Calendar Audio conferencing Voice/Telephony Discussion forums Video conferencing Shared workspaces Web conferencing Instant messaging Presence Documents Reporting Blogs, wikis User-generated content Activity streams Social profiles Microblogging Expertise location Universal dashboard Social analytics Co-editing Location awareness 1980-2000 2000-2007 2007-2012 2010-2015

  12. "UC" UCC: Junction of 2+ Markets "UCC" Communications Collaboration Team/shared workspaces Wikis, blogs, filtering Social software andanalytics Expert location and context-aware applications Collaborative/real-time authoring Telephony Voice mail Audio conferencing Unified Messaging Videoconferencing Call center E-mail Web conferencing Instant messaging Presence Directory Other collaboration tools Communicate Share Network Aggregate • UCC represents a broad set of functions. Growing, evolving, changing, adapting. • Few companies have the same requirements.

  13. Factors Driving Change and Trends in UCC MultitaskingMultimodal New UserComm & CollabParadigms Consumerization Social Software Mobility Cloud Contextual Deployment

  14. IT related actions over the next 12 months (Midmarket) Multiple responses allowed n= n 720

  15. Channel Eco-System Evolution

  16. The Channel Company Evolution

  17. Key Attributes of Key Business Models – Value Close to Product

  18. Supplier to Trusted Partner

  19. Channel Playing Specific Roles in Cloud Source: Gartner (April 2012) n=313

  20. Product and Services Mix

  21. Partner Services Evolution Service Delivery Options Resale Partner MSP Partner Outsourcing Partner Services Partner Consulting Services Professional Services Customer Value Stacks Infrastructure Management Application and IT Management Business Services Supporting Services Service Assets Product Support Services Provider Delivered Provider Delivered Provider Delivered Provider Delivered Partner Delivered Partner Delivered Amount of Partner Investment  Partner Delivered Partner Delivered Plan – Build, Reactive, Proactive, Preemptive, Operate Technical Services Managed Services Advanced Services Provider Does More Partner Does More 

  22. Right Skills for Same Type of BusinessLack of Skills for Advanced Offerings Source: Gartner (April 2012) n=313

  23. Without Sales Aligned – New Offerings Stall Source: Gartner (April 2012) n=313

  24. Marketing Yourself in Today’s Market

  25. You’re Selling Solutions

  26. Differentiation

  27. Marketing is a Discretionary Expense

  28. Final Thoughts and Recommendations

  29. Recommendations • Distance buyer from technology and marry them to the outcome • If you miss a shift you are at risk • Prepare your company for success • New era of computing • New buyers of technology • New partner types • Always reinvent your business, there is no ‘end game’ • Growth requires leadership • Create differentiated value • Meet market demand • Make IT relevant • Moving from tactical ‘supplier’ to strategic ‘partner’ doesn’t happen overnight

  30. Tiffani Bova Gartner VP Research Indirect Channel Programs & Sales Strategies WW tiffani.bova@gartner.com Tiffani_Bova Reading the Tea LeavesState of the Market

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