Partners Struggle to Embrace New Specialisation Paradigms

The landscape for partner programmes is undergoing a significant transformation, with many moving beyond mere transactions. According to research conducted by Rachel Brindley, senior research director at Omdia, over 400 partner programmes are evolving to embrace a more comprehensive approach. Brindley highlighted that these programmes are shifting towards a points-based system that rewards specialisation and customer support throughout the product lifecycle. This new paradigm, while promising, poses challenges as many partners are hesitant to adapt.

Transitioning from established business models can be daunting. Partners often find it difficult to abandon methods that have proven successful over the years. Brindley noted that the reluctance to adopt this new model stems from the inherent difficulties associated with significant change. The discomfort of moving away from familiar practices can create resistance, even when the potential benefits of a new approach are clear.

Understanding specialisation in this new context is complex. The term can refer to deep expertise in specific technology areas, such as cloud computing or cyber security, or it can be tied to a particular vendor’s offerings. For instance, a partner might excel in a vendor’s cyber security products without necessarily possessing broader knowledge of cyber security as a field. This raises questions about the true nature of a partner’s expertise. How can customers discern the depth of a partner’s specialisation?

The expectations from vendors play a crucial role in shaping these partnerships. If a vendor encourages a partner to specialise, it often implies a focus on that vendor’s own products. In contrast, a vendor-neutral specialisation may seem more appealing initially but can complicate value creation. Vendors often design their offerings to require specific expertise, which adds layers to the differentiation of products and services.

Value creation remains a central theme in these discussions. Ultimately, it falls to all stakeholders—vendors, partners, and customers—to agree on whether value has been achieved and whether it justifies the associated costs. Customers may prioritize ease of use and seamless integration over technical specialisation. This raises the question of whether a certification or accolade truly reflects a partner’s ability to ensure that various technologies work together effectively.

As noted previously, the trend of offering bundled technology solutions particularly for small and medium-sized businesses (SMBs) presents an effective model for transcending transactional relationships. Partners who provide cohesive product and service bundles are often perceived as specialists, thereby enhancing their value proposition. Their expertise lies not solely in the technologies they employ but in cultivating customer relationships and addressing their specific needs.

The challenge remains for many partners and vendors alike in implementing this straightforward model. It calls into question whether the perception of value is misaligned when customers seek additional ‘value’ from external sources rather than recognizing technology as a tool that can enhance their inherent worth. As the industry evolves, understanding and effectively communicating the nature of specialisation will be essential for partners aiming to thrive in this changing landscape.