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providing the skill sets for our consultants
to hold intelligent conversations with IT
decision-makers around the complete
IT infrastructure. Working closely with
a select number of partners, we’re then
able to articulate and execute a complete
offering around an organisation’s needs,
managing the whole IT infrastructure.
“And, within this emergent area, there
is also a huge argument in favour of a
seat-based pricing model. Such a strategic
approach brings these two areas closer
together. In this model, end users will
typically pay for all their IT based on the
number of users and what services they’re
utilising. This could incorporate everything
from cloud storage, server management,
365 to the number of prints or devices.
It’s ideal for the converging MSP and
MPS model, and the change in mind-set
evident in IT decision-makers. I’m certain
we’ll see it pick up momentum in the UK
over the next five years. That said, the
finance houses will need to look at their
models for this to be adopted.”
Julian Stafford:
“I think it’s vital to have
solid IT expertise within your business if
you are to service your clients fully and
ensure they make the most of all the
features offered by todays MFPs. A few
years ago I made a statement that within
five years if you’re not in the IT space you
won’t be selling copiers. With hindsight I
was wrong, but I strongly believe that my
prediction will eventually come true, it’s
that important!
“The last 12 months have seen us
carry out some of the most difficult and
complex installations we have faced.
Without the in-house IT expertise we
now possess, these sales would have not
materialised.”
Mark Smyth:
“Most clients today expect
IT and professional services consultancy,
and recognise this as important and the
correct way to ensure project success
and avoid scope creep. It’s also a way to
avoid costly mistakes for the reseller. If
you do not have the resources, skills and
capabilities or access to them, the client
will not recognise you as an IT Services,
Valued Added Reseller (VAR).
“Consultancy is also the best way
to set clear and concise expectations
with the client with documentation
that defines and outlines precisely what
technology and solution will be delivered.
To achieve these objectives you must
have a strong and capable team with
the skills to perform pre- and post-sales
activities including initial scoping, project
management and implementation.”
Terence Hargreaves:
“It’s imperative that
we have a broad range of managed services
as clients’ requirements move beyond
traditional data output. We now manage a
range of solutions that deal with the entire
lifecycle of a document. As a result, our
traditional role as a print vendor, now edges
into the area of consultancy, as we advise
clients on how to improve workflows and
create efficiencies within their enterprises.
This wider offering, sits alongside our
traditional MPS offering, giving added value
and expertise to our clients.”
Mike Holyoake:
“In my opinion, organic
in-house growth can only be achieved if
you selectively target the vertical markets
you intend to provide IT-based managed
solutions to, as the cost of providing the
appropriate specialisms to multi-markets
and sectors, becomes too prohibitive.
“Partnering with specialist providers,
working pursuits in a collaborative
inclusive way, not only delivers productive
client relevance, but best value, as the
costs of specialism are absorbed by those
PITR:
What are the key challenges and in your opinion
what’s the best route? Acquisition, partnering with an
IT specialist or can you grow the business organically
in-house?
Phil Jones,
Managing Director,
Brother UK
...continued
Mike Holyoake,
Group Sales Director,
Zerographic Systems
“Organic in-house growth
can only be achieved if
you selectively target
the vertical markets you
intend to provide IT-based
managed solutions to”
