Reseller Management Handbook,
7th edition
$180 US / 256 pages / 167 figures
Issues of growth and transition
This section of the Reseller Management Handbook highlights
a number of issues critical to the growth and transition of solution
providers.
Chapter 1 – Five diagnostic checklists – provides
a systematic way of analyzing a series of areas critical to growth decisions.
The checklists in this chapter will allow you to give your business
a detailed checkup.
Chapter 2 – Deflation and solution provider growth
– examines the various strategic options that are available to
businesses when unit volumes in markets are flat or decreasing, and
Average Selling Price (ASP) and Margins continue to fall.
Chapter 3 – Critical industry transitions
– provides a snapshot of the current “big picture” in
the IT industry. The chapter examines the crisis of solution provider
transition and vendor portfolio transition.
CEO Role in Growth and Transition
This section of the Reseller Management Handbook focuses on
the CEO (Managing Director) role in solution provider growth and transition.
75–80% of solution providers do not have a “real” CEO
functioning in their organization. As a result, many solution providers
are terminally financially challenged.
Chapter 4 – CEO role in solution provider growth
– provides research insights into how financial performance
and CEOs are related.
Chapter 5 – WANTED: CEOs who can do the job –
examines the attributes of “Real CEOs” and the businesses
they build.
Chapter 6 – Founder to CEO: the critical transition
– explains how CEOs become CEOs, and how some never do.
Chapter 7 – CEOs complete companies –
shows how “real” CEOs complete their companies by focusing
on functional underpinnings.
Chapter 8 – CEOs make key calls – examines
the six “key calls” that “real” CEOs ask and answer,
and why the calls are so important.
Chapter 9 – Key calls: the details –
where and how – examines the drivers, decisions and critical events
as a workable Transition Plan is created.
Chapter 10 – CEOs build growth plans – shows
how the best CEOs construct their Transition Plans.
Chapter 11 – The crisis of transition –
examines the impact of falling Average Selling Price (ASP) and falling
Gross Margins on CEOs’ strategy options.
Changes in the value business models
This section of the Reseller Management Handbook focuses on
the variety of business models that are in operation in the solution
provider business, and examines the transitions and evolution that is
taking place.
Chapter 12 – Distributor selection –
reviews volume and value distributor models and provides guidance on
how to proceed with distributor selection.
Chapter 13 – The value model segments –
describes some of the characteristics of a value model reseller, how
it operates, and how to measure its performance.
Chapter 14 – The system integration model matures
– focuses on the evolving structure of the systems integration
model.
Chapter 15 – The agent model develops –
focuses on the reasons agents exist, the components of agent programs,
and the roles and activities of agents.
Chapter 16 – Service delivery model becomes crucial
– examines the various service delivery business models
and manufacturing strategies, reviews service economics, and provides
some service delivery model profit improvement insights.
Chapter 17 – Solution provider action plan
– focuses on common questions that we drive solution provider managers
to answer as they seek to evolve their business.
Business model transition
This section of the Reseller Management Handbook focuses on
the details of transitioning solution provider business models. Transition
is the act or process of changing from one state, form or activity to
another. This section examines three transitions and the time/money
aspect of business model transition in the IT solution provider industry.
Chapter 18 – The transition model –
examines the emergence of a transition model, its design, and its economics.
Chapter 19 – Transitioning to the complex system
or value business model – provides solution providers with
concrete direction regarding how their business might be reshaped to
ready them for selling value and complex systems.
Chapter 20 – Transitioning to the convergence model
– provides voice/data product resellers with concrete direction
regarding how their businesses might be reshaped to allow them to sell
converged systems.
Chapter 21 – Transition return on investment –
assists solution provider managers in understanding the time and money
required to enter new market/product/service areas.
Transition case studies
This section of the Reseller Management Handbook focuses on
a number of case studies that examine the problems and challenges of
business model transition.
Chapter 22 – Case study: the UNIX/Windows transition
– outlines some of the business/business model issues that solution
providers made in the face of the UNIX vs. Windows decisions that were
required.
Chapter 23 – Case study: selecting a business model
– outlines, discusses and analyzes the volume and value models
of entering the Windows business.
Chapter 24 – Case study: the voice/data convergence
transition – discusses the business/business model issues
that solution providers should examine in the face of convergence.
Chapter 25 – Look before you leap – the operations
review – provides a guide to undertaking a detailed Operations
Review as a precursor to transitioning to a new strategy and business
model.
Chapter 26 – Transition management action plan
– provides a blueprint for management action regarding transitioning
to a new UNIX/Windows business strategy.
Chapter 27 – Solution provider action plan –
provides a blueprint for transition management action.
The money is in the service
This section of the Reseller Management Handbook is all about
how to build a viable business creating and selling service, support,
training and consulting.
Chapter 28 – The money is in the service –
focuses on the financial imperative for solution providers to profitably
get into the service, support, training and consulting (SSTC) business
Chapter 29 – Audit customers – focuses
on the process of reviewing existing accounts’ needs to begin to
expand solution provider markets for SSTC products
Chapter 30 – Audit competitors – provides
solution provider management with a guide to what type of competitive
data should be compiled and how it can be obtained
Chapter 31 – Service manufacturing – outlines
the basics of the manufacturing decisions that must be made in the SSTC
business
Chapter 32 – Plan to replace profit – highlights
the areas of the SSTC business that need to find their way into a Growth
Plan
Transitioning marketing and sales capability
This purpose of this section of the Reseller Management Handbook
is to provide a practical focus for transitioning solution provider
marketing and sales capability.
Chapter 33 – Marketing strategy and strategic marketing
– focuses on why and how successful solution providers
can profit from their investments in marketing
Chapter 34 – Segmentation and branding are everything
– examines why solution providers must differentiate themselves,
and the basis on which they can differentiate themselves
Chapter 35 – Client acquisition vs client retention
– examines the economics of client acquisition and client retention
and outlines the objectives of each strategy
Chapter 36 – Sales productivity development
– illuminates the best sales/sales infrastructure practices of
the best solution provider operations
Chapter 37 – Solution provider salesforce metrics
– focuses on providing metrics for revenue, expenses and salesforce
productivity
Chapter 38 – Increase sales performance –
introduces the Performance Equation as a tool to manage solution provider
marketing and sales operations to higher levels of performance
Chapter 39 – Increase prospecting performance
– identifies three places for solution providers to prospect and
mine to increase marketing and sales performance next year
Chapter 40 – Building a marketing machine –
examines the components of marketing infrastructure and the costs of
marketing infrastructure required to increase sales performance
Chapter 41 – Seminar selling for success –
presents thirteen proven steps to seminar selling success
Chapter 42 – Lost sales analysis – provides
a simple and powerful methodology for undertaking lost sales analysis
Chapter 43 – Increase transaction size – focuses
on how to sell for higher average transaction size, what to sell, and
how to enhance the service portfolio
Transitioning financial capability
The purpose of this section of the Reseller Management Handbook is
to focus on several plans and strategies to increase the financial performance
of a solution provider business.
Chapter 44 – Ten commandments – provides
a set of ten rules that have been used over time by successful solution
provider managers
Chapter 45 – Typical solution provider –
describes how to transform a typical solution provider into a high performing
solution provider
Chapter 46 – Failure warning signs –
provides useful insights regarding warning signals in solution providers’
operating statements and balance sheets
Chapter 47 – Accounts Receivable Project
– quantifies the accounts receivable problem and identifies clear
symptoms of an accounts receivable problem
Chapter 48 – Shipping solutions – focuses
on three shipping-related aspects of reducing receivables problems
Chapter 49 – Invoicing solutions – focuses
on seven rules of thumb to create an invoicing solution to receivables
problems
Chapter 50 – Billing solutions – provides important
proven tips to use billing to reduce receivables problems
Chapter 51 – Compensation solutions –
examines the crucial relationship between solution provider compensation
systems and receivables problems
Chapter 52 – Solution provider metrics –
provides solution provider management with a set of performance measures
that can be applied to assist in increasing solution provider performance
Chapter 53 – Sourcing new capital –
examines the factors that venture capital providers look for in a solution
provider
Go to Channel Edge to view
several chapters of the Reseller Management Handbook.
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