Effective Co-selling with the Global System Integrators

Technology companies recognize the importance of getting the mindshare of the global system integrators (GSIs). After all, no matter how large or small, technology companies offer the tools, platforms, and applications that often become components of a business solution, and are constantly seen as the raw materials. The SIs understand the customer’s business challenges at a much deeper level and bring the end-to-end solutions to the table.?

However, it is not a trivial undertaking for technology companies to get GSI’s attention. Trust and relationships play a huge part, not just an exciting technology. Alliance effort with GSIs is more of an art than rocket science. Several things to consider as business leaders plan strategic alliances to advance sales objectives.

Treat large global SIs as your customers. GSIs are at the forefront of guiding the organization of digital transformation and accelerating value to the customers using technology as an enabler. Effective Co-selling with GSIs can significantly boost the pipeline and accelerate the revenue of tech firms. Tech firms’ strategic sales play is an excellent indicator of their specific partnering strategy. Infrastructure and platform companies tend to invest heavily in channel distribution, value-added resellers, and ISV partnerships. While pure-play business application and data analytics tech firms tend to invest heavily in system integrators and management consultancies. In the digital age, all organizations strive to be hyper-connected internally and externally to maximize the customer experience and leverage trusted data for better decision-making. Large GSIs are in the advisory role to senior leadership and often have feet on the ground for the entire journey locking in steps with the customer. To win the customer’s mindshare, win over these SIs first. In fact, SIs are the customers!?

Understand what drives large global SIs and be relevant. One of the key areas for designing a productive partner program is incentives. Some might be interested in reselling technology products, many do not put it as a top priority and prefer not to be distracted from their core competencies. GSIs’ bread and butter are to provide different categories of services and placing resources at clients. GSIs are built and supposed to be vendor agnostic. Tech firms who are sensitive to the needs of GSIs and bring value to customers and GSIs will be greatly appreciated and set the stage for the future relationship. Showing up several weeks before an RFP due date to request to be part of the solutions will not be well received as the pursuit team likely had been formed months before and the preferred solution architecture already determined. They will bid on what customers want to win.?

Invest to engage and give to get. Keep in mind GSI are gigantic companies investing in the future of the workforce and emerging technologies. They have a complex organizational structure, collaborative approach on key decision making, the most senior level relationships, the breadth and depth of customer relationships, and industry domain expertise. Many OEMs, ISVs, and teaming partners are knocking on their doors and wanting to engage. While the teams are often overwhelmed with competing priorities, and competitive outreaches from everywhere, the tech firms that do get the attention are the ones who put the customer at the highest priority, while not shy of making the investment in helping the firms develop talents and build capabilities. The opportunities will come.?

Global SIs stitch strategy, governance, people, process, and technology together. They offer thought leadership, resources, and assistance of execution to the clients and can become the true force multipliers if/when aligned strategically. Meanwhile, it takes commitment, resources, time, and patience to build. The payoffs will be impactful, long-standing, repeatable, and fulfilling, and a gift that keeps giving.