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Let's get back to my client's original problem. I don't have any issues with a BP selling his software and taking the order for the hardware, provided the BP has staff capable of sizing the box correctly. If I've seen it once, I've seen it fifty times where the box has been sized to make the sale. I once saw a situation where a client called the BP to get a config for an upgrade. Upon receiving it, he called me to come in and double check it. The config would have given him about six month's breathing space, and he would have had to go back to his boss for more money. When I called the BP to ask about the config, I was told that the person who had prepared it had just gotten back from config school in Rochester. But I digress. The problem comes in the area of the IBM software. The customer ends up with a customer number referring back to the BP, so unless the customer is sharp enough to insist that their software subscription and support line contracts are made directly with IBM, they are at the mercy of whoever the BP assigns to care for that customer. As a result, in the shops where there is a minimal or non-existent IT staff, PTF's get missed, operating systems don't get upgraded, etc. My proposal is this: Let the BP's provide the Solution support and collect the revenue. There's a difference between solution software and the OS. Let the BP's sell the hardware and get a commission. Let the BP's take the orders for the IBM software and get a commission. Allow the customer to make the contracts directly with IBM for the subscriptions/support/maintenance, and please, please assign him his own customer number, rather than one pointing at the BP. I think this would allow the customer to matter more to IBM. Hey Buell, I checked my voice mail last night, and I still haven't heard back from you. Paul Nelson Braxton-Reed, Inc. 877-777-2729 Office 630-327-8665 Cell 708-923-7354 Home pnelson@braxton-reed.com
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