Channel and partnership approaches using business firmographics and employee demographics
Jay McBain
Chief Analyst - Channels, Partnerships & Ecosystems - Canalys - Channel Influencer of the Year
To continue the conversation on channel partner segmentation and coverage models; Let's now turn our focus to business firmographics and the employee demographics underneath.
The world just surpassed 8 billion people. Labor force participation is 54% (4.3 billion) with 1.7 billion employed by others/themselves and 2.4 billion self-employed or informal workers. Global unemployment (for those participating in labor force) is 5% or 229 million people (this number is rising daily).
Business and government breakdowns (by employee size):
Large (500+): 215,654 employing 623 million (Avg. 2,890)
Medium (100-499): 1.3 million employing 261 million (Avg. 208)
Small (10-99): 17 million employing 409 million (Avg. 24)
Micro (1-9): 123 million employing 362 million (Avg. 3)
Total of 141.1 million businesses employing 12 people each (on average).
Now here is where it gets interesting...
--> If you are in cybersecurity ($282 billion this year), you are missing 40% of your market TAM if you don't have a solid SMB/managed services play.
--> As we build out the $7 trillion of AI infrastructure, Canalys believes 81% of it will land in large enterprise and government.
--> SMB's will take advantage of agentic AI through SaaS platforms (Salesforce, ServiceNow, Workday, HubSpot, etc.) and not by building data centers with endless NVIDIA processors.
--> The $1 trillion software market is 2/3 large enterprise and government.
--> Telco? (63% SMB). PCs and printers? (60% SMB). UC? (73% SMB).
Can you explain your company's TAM, SAM (available market), and SOM (obtainable market) effectively by micro-segment and geo?
Do you have the channel and partnership strategies (people, process, programs, and technology) to execute at this level?
Marketing Director - Dialog Network Associates (DNA)
1 天前?? Well articulated perspective
I accelerate Partner Growth by optimising the Go-to-Market processes for B2B businesses and their partners
1 天前Love the visual representation and chronology of thought, Jay. Thanks. Not all businesses need to 'cover' the TAM. Some are significantly stronger in some segments over others and should lean into those strengths. As an example , should Salesforce have bought HubSpot 10 years ago and kept it focused on the mid market? What your argument reinforces is the need to be deliberate. But I'd counsel against considering coverage to be an automatically good idea.
Senior Technical Product Manager | Driving the customer success with cloud solution offers | Multi-Cloud Strategy & Migrations | Partnership Management | AWS | Azure | Google Cloud
1 天前Thanks Jay for sharing. In my experience, It's fascinating to see how customers are leveraging multiple channels, such as B2B marketplaces, to make purchases. This shift will undoubtedly influence the TAM and SAM for organizations, especially as they move beyond traditional reseller models. By adapting to these omnichannel preferences, businesses can better align their strategies with customer needs, potentially expanding their market reach and hence TAM & SAM.
Director of Channel Sales | Strategically Driving Growth and Innovation Through Channel Partnerships
2 天前Jay McBain constantly evolving ??