Partners specializing in Microsoft Dynamics are increasingly looking to ISVs to help extend application capabilities, but partners are also becoming ever more demanding in the criteria they use to assess ISVs from the perspective of the business relationship.
For one thing, the partners want proven outfits, rather than beginners. In the same vein, they want proven long-term development capabilities. As one VAR executive told MSDynamicsWorld.com in a recent article, “we want to work with ISVs that we understand and that have been within [a particular] vertical for a long period of time”.
In becoming more demanding, partners are investigating and assessing ISVs more closely than ever before. “[ISVs] also have to demonstrate a willingness to get us trained on their products to help us in the sales process and the post sales process as we’re going through and updating. And they have to have referenceable customers so we know that they’ve done it before,” another partner explained.
What can ISVs do to position themselves more effectively to partners? Increasingly, partners are assessing ISVs according to their long-term strategic plans, with the following issues in mind:
- What has been their track record in relationships with other partners? For example, do they participate in robust, long term partner relationships that utilize the strengths of each organization?
- Do they bring relevant sales support to their partners by supporting ongoing deals and bringing new Dynamics leads to them?
- What kind of ongoing support will the ISVs be able to offer?
- What kind of ongoing development will the ISVs plan to carry out?
- What is the caliber of management in place in terms of talent and staying power?
- What kind of standardized packages do the ISVs offer?
The best way to offer convincing answers to these questions is to have a written business plan in place that articulates the company’s long term strategy for both building a great product and aligning that product’s sales with the interests of the partners you hope to sign up.
In another recent MSDynamicsWorld.com article, ISV strategy consultant Paul Solski outlined some key considerations for ISVs expanding via an indirect channel (http://bit.ly/lfWPfq). According to Paul, some key elements necessary to drive success include:
- Demand generating marketing programs.
- A partner program that defines the roles and responsibilities of all parties.
- Compelling business terms that reward revenue growth by offering a tiered discount structure.
- Meaningful competitive differentiation.
- Ideal customer profiles and business scenarios.
- Sales and technical training.
So while selling into the Dynamics channel is not easy, consider using the latest feedback from top VARs to understand how you can position your business for greater success.
