EDITOR’S QUESTION
Why participation in partner
programmes is key
The different components of a partner programme should lead
to business growth says Osama AlHaj-Issa at Aruba, a Hewlett
Packard Enterprise company.
A
s a networking vendor
selling enterprise wireless
LAN and edge access
networking equipment, describe
the ongoing regional market
opportunities for channel partners
and the partners’ programme.
A
s mobility trends continue
to transform the way we
communicate, collaborate
and access information, customers
are taking a wireless-first approach to
connectivity. They need mobile networking
solutions that allow enterprises to easily
accommodate smartphones, tablets
and other personal devices on internal
networks, while keeping them safe with the
most robust security features available. All
of this creates a tremendous opportunity in
the channel.
The Mobility Engagement solution
for public-facing enterprises is a
revolutionary technology, which every
enterprise serving the public in one way
or another has immediately endorsed
and requested to test in their premises.
The Mobility Engagement solution is
comprised of several components, such
as the ‘way finding’ solution, mobility
analytical engine and targeted advertising
system. Customers such as hospitals, large
educational institutes, malls, airports,
stadiums and similar organisations need
this solution to enhance customer service,
50
satisfaction and loyalty. This is another big
channel opportunity.
On service delivery, I expect Managed
Service Providers (MSPs) in the region to
take more of a direct role through managed
Customer-Premises Equipment (CPE) or
other managed services. We engage with
our partners using this approach and
support both our partners and the MSPs to
achieve their business targets.
Another service delivery that is
growing is government smart services.
Again, government entities are
approaching us through our channels,
or MSPs, to deliver a complete solution.
Finally, cloud is becoming a more and
more important service delivery model and
the channel needs to align with vendors
that have introduced cloud-based offerings.
Product margin is always an area of attack
by many factors, so service is the top
margin source for channels and they need
to gear up to effectively deliver services
through proper training and readiness to
deliver the right service with high quality
and to customer satisfaction.
As for partner programmes, they
should aim for several objectives. Firstly,
a programme is a structured approach for
the vendor’s relationship with the channel.
Secondly, it makes the benefits and
requirements crisp for the channel, such
that expectations are set at the right level
for both vendor and partners. Thirdly, and
this may be the most important objective
of any partner programme, is business
Osama AlHaj-Issa, Regional Channel Director,
Middle East and Turkey at Aruba.
growth. The different components of a
partner programme should eventually lead
to growing business. Last but not least,
partner programmes differentiate and
reward partners according to their loyalty
and performance.
Partners certainly need to participate
in channel programmes and ask for them.
They, like any other business, need to
understand their rights, discounts, benefits,
requirements, cost and so on. The only way
to be specific in helping partners learn all
of this with specific terms and according
to the achievement of certain criteria or
thresholds is through a partner programme.
Otherwise a reseller who is not part of a
partner programme will be following an
opportunistic approach. In business, every
entity strives to be strategically focused and
doesn’t like to be perceived as ‘hit-and-run’,
which not only risk its reputation, but it’ll
never get repeat business. ¢
Issue 06
INTELLIGENT TECH CHANNELS