GSI MSP Builder Program

Traditionally we offer this service to larger vendors who are looking to capitalise on or gain entry to the largest global enterprise deals dominated by the 15 largest Global outsourcers and consumers of IT and Infrastructure.  Medium-sized vendors, with a maturing VAR and MSP offering, looking at expanding the indirect channel to include GSIs and advisories. This is a key market for more mature players with a solid offering moving upstream in the enterprise market.

GSI Market, Pros, and Cons

Pros

  • A vast TAM
  • Access to the G1000 accounts globally
  • Extensive & strong “C Suite” relationships
  • A few, extremely huge accounts (13 – 15 Globally)
  • Market trust & 360-degree opportunities

Cons

  • Extended sales cycles (up to 12 to 18 months long)
  • Often a need for Product development and integration into GSI GTM
  • Must be addressed globally, global Price book and coverage.
  • Time and resource-consuming

GSI Program High-Level Details – 3 stages

Stage 1: “MVP” / Market fit – expected 3 months.

Activity.

  • Assessment of product/offering and create deliverables suitable for MSP/GSI.
  • Assessment of commercial model and suitability for MSP/GSI.
  • Find the best Initial Target GSIs and vertical focus teams in those GSIs.
  • Identify and prep resources needed in the minimum requirements list.

Deliverables.

  1. High level 3 -5 year MSP/GSI Business Plan including scaling methodology, route to market, expected resource requirement, expected revenue and best practice processes.
  2. Low-level 12-month MSP/GSI business Plan broken out by quarters, this will include initial focus accounts, resources (sales, ops, marketing), quarterly KPI and expected revenue per quarter.
  3. Build a basic MSP/GSI Program for roll out in Stage 2.
  4. The “Minimum requirements list” to progress to stage 2 – requires sign-off by the business.

Stage 2 – “MVT” Hyper focused on proving and testing Stage 1 – expected approx. 6 months.

Activity.

  • Resource requirements –
    • Recruit and train a skeleton MVT GSI team, which needs to be global and appropriate.
    • Access to technical, product, marketing, and boots-on-the-ground resource.
  • Drive “Relevance” with 2 focus GSI accounts defined in Stage 1 –
    • Relevance is defined as “buy-in” from GSI, typically will include.
    • Investment in GTM creation, access to POV / POC environments, and integration in key GSI product solution sets.
    • Training and enablement of vertical market operators in key regions.
    • The ultimate proof of relevance is revenue.
  • Driving sales cycles and funnel creation, Seeding and creative opportunity building.

Deliverables.

  1. Sales Revenue from both Relevance Accounts.
  2. 2 x Full Global Account Plans for the Focus / Relevance Accounts. Deliver 1 x 360 Degree relationship with all executive connects and alignment.
  3. Finalise GSI Program and Plan resources and requirements for stage 3.
  4. “Minimum requirements list” to progress to stage 3 – requires sign-off by the business before a move to stage 3.

Stage 3 – Scaling the proven model – ongoing, expected 2 years +

Activity.

  • Logical scaling existing and building new GSIs and teams.
    • Tweaking and driving the Model and program developed in Stage 2.
    • The trick is to scale the process globally and in a Pod model. Best practice is to embed a focused global leader per GSI and once an agreed revenue point is reached a dedicated team to support.
  • Integration – Building internal operating models, processes, and synergies with existing and new GTMs and GSIs.
  • Programmatic approach – Global deployment of a tiered GSI program aimed at rewarding growth and loyalty to the Vendor. 

Deliverables.

  1. Dependable Revenue – Access to the biggest and most difficult enterprise opportunities in the market. This is the relationship build and nurture within the System Integrators, the upside you gain a valuable and reliable revenue stream.
  2. Upside and pipeline growth – Once relevance is achieved with the Target SI, the length and structured nature of the RFP process means that you can manage the pipeline accurately.
  3. Robustness of the SI demands will assist in improving product features and reliability, prioritises, stabilises, and matures the enterprise market offerings.
  4. Deeper and wider in the SI market. Success with standardisation and delivery with one GSI spreads and leads to easy access and shorter timelines with new SI’s.

If this is of interest, please see our typical engagement process or book a discovery call with Dave below.