December 21, 2009
Customer Intimacy wins in SAP SI's and Channel Partners
Yesterday, several bloggers at the SAP TechEd conference in Phoenix had an opportunity to speak with Zia Yusuf, EVP, Global Ecosystem & Partner Group of SAP.
I asked Zia what characteristics typify the best SAP partners. He rattled off five qualities that the best systems integrators and channel partners possess. These qualities and my comments on each include:
1) Have individuals that are deeply involved/connected with SAP's product direction. We had a great conversation on this point. It's obvious that implementers who know where the product roadmap is going are better able to serve customers. What too few implementers may do is the extra step to connect themselves to the product development side of a vendor like SAP. Software buyers need to review potential systems integrators on this point. They should see evidence of the implementer's presence at venues like TechEd, their participation in forums like SDN, etc.
2) Ensure all their SAP implementation professionals are getting the training and product knowledge they need to be successful. Software buyers should insist that their implementers are certified on the products they install. Better still, see what the implementer's overall level of certification is for their practice. Those firms who don't invest in their people probably have a low-cost orientation and/or experience high turnover. Either way, firms with lightly trained individuals can't possibly deliver the same level of value as one who invests in talent. Who do you want installing your software – people who know the product well or people who want to learn about the product on your dime?
3) Can adapt, quickly and easily, to ever-changing markets and market dynamics. When the marketplace demands a systems integrator possess a global delivery model, can the local, New Jersey firm you're considering deliver a mixed mode solution? If it can't, it better have some compelling other reason for your firm to use them (e.g., intimate industry knowledge). Markets move and move frequently. Integrators must move resources to different verticals (e.g., is anyone still selling new work in the Automotive sector?) and different labor markets (e.g., shifting more offshore work from India to China). Adaptability to changing markets is a proxy to illustrate how well a vendor can adapt to changing customer needs, too.
4) Are focused on customer service/value delivery – I'm still surprised at how many firms say words like 'We deliver outstanding value to clients' but can't really prove it. Saying and doing are two different things. Smart services buyers get this difference and will ask for proof.
5) Tie their revenues to the delivery of value to customers – Better firms don't front-load a lot of costs while value delivery is back-ended. Better implementers can craft plans, cost structures, etc. to align these two concepts. Customers will expect and demand this.
I asked Zia what characteristics typify the best SAP partners. He rattled off five qualities that the best systems integrators and channel partners possess. These qualities and my comments on each include:
1) Have individuals that are deeply involved/connected with SAP's product direction. We had a great conversation on this point. It's obvious that implementers who know where the product roadmap is going are better able to serve customers. What too few implementers may do is the extra step to connect themselves to the product development side of a vendor like SAP. Software buyers need to review potential systems integrators on this point. They should see evidence of the implementer's presence at venues like TechEd, their participation in forums like SDN, etc.
2) Ensure all their SAP implementation professionals are getting the training and product knowledge they need to be successful. Software buyers should insist that their implementers are certified on the products they install. Better still, see what the implementer's overall level of certification is for their practice. Those firms who don't invest in their people probably have a low-cost orientation and/or experience high turnover. Either way, firms with lightly trained individuals can't possibly deliver the same level of value as one who invests in talent. Who do you want installing your software – people who know the product well or people who want to learn about the product on your dime?
3) Can adapt, quickly and easily, to ever-changing markets and market dynamics. When the marketplace demands a systems integrator possess a global delivery model, can the local, New Jersey firm you're considering deliver a mixed mode solution? If it can't, it better have some compelling other reason for your firm to use them (e.g., intimate industry knowledge). Markets move and move frequently. Integrators must move resources to different verticals (e.g., is anyone still selling new work in the Automotive sector?) and different labor markets (e.g., shifting more offshore work from India to China). Adaptability to changing markets is a proxy to illustrate how well a vendor can adapt to changing customer needs, too.
4) Are focused on customer service/value delivery – I'm still surprised at how many firms say words like 'We deliver outstanding value to clients' but can't really prove it. Saying and doing are two different things. Smart services buyers get this difference and will ask for proof.
5) Tie their revenues to the delivery of value to customers – Better firms don't front-load a lot of costs while value delivery is back-ended. Better implementers can craft plans, cost structures, etc. to align these two concepts. Customers will expect and demand this.