At 3/3/04 03:02 PM, you wrote:
So how's "the little guy", the smaller BPs, supposed to get by??? If they
do all the legwork and sometimes write The Software SOLUTIONS that gets a
client all Excited about the 400.. and then they don't end up with the
ROI?!? The mega-BPs are Always gonna have the advantage of bigger staffs
and discounts to siphon off the customers, right?
Mebbe I just don't get it (which wouldn't be the first time...;-).
My take on it (in a simplistic way) is that IBM doesn't know how to mass
market to small customers. They never have. That's why they got stomped
when the IBM PC clones came out. The clones were faster, cheaper and
easier to buy.
They probably feel that it costs them almost as much to sell a $250,000
system as a $15,000 system, so why should they bother? "Let's make some
business relationships w/ some large VARs and let the rest pick up any
My case (just closed this month) was that I made the sale. The hardware
company I usually deal with did most of the research for the config. Due
to the current BP structure they were forced to actually place order with a
Super-VAR, who, of course, wanted a piece of the action.
My guy used to be a BP, but since he could only supply a certified sales
guy, not a certified techie, they had to drop out of the program. He got
rejected by IBM because he refused to change his business model to include
onboard techies - despite the fact that he made his quotas and his primary
business structure is sales, not technical services! When technical
expertise is needed he calls on technical experts.
His feeling is that IBM tries to thwart the little guy every step of the
way. I see his point!
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