9. SAP Cloud Computing Strategy: SAP’s Greg Tomb made some lofty cloud strategy claims to contributing blogger Nicholas Mukhar. Catch up on the conversation here.

8. VMware Opens Up Cloud Foundry:  This VMware move could have key implications in the PaaS (platform as a service) market, according to contributing blogger Matt Weinberger.

7. Five Cloud Computing Experts to Watch: Our weekly update to the Talkin’ Cloud 200 — which tracks the top cloud computing experts in the IT channel — continues to build a loyal readership.

6. End of the World As We Know It: This catchy guest blog from PacketTrap MSP caught reader eyeballs on MSPmentor.

5. Apple OS X Errors: The Apple Mac OS X Lion 10.7.3 build, released February 1, caused more headaches than it fixed. Contributing blogger David Courbanou gave readers the details.

4. Big Move: Rackspace is planning to get into the remote monitoring business. Initial details surfaced at the CA MSP Symposium in Miami, Fla., this week.

3. What’s the Price Tag?: When MSPmentor explained why VARs and MSPs need sales proposal and quoting software, readers tuned in.

2. Microsoft’s Next Office: David Courbanou tracks Microsoft’s plans for Office 2012, and the implications for channel partners.

1. Google’s Plans for Motorola Mobility: The next step could involve a Google senior VP becoming CEO of Motorola Mobility.

Those are the top-read blogs for this week. But stick around. You never know when a few addition news surprises will surface on The VAR Guy.

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Here’s the breakdown on ShoreTel’s new offerings:

• ShoreTel University: Certification Central has arrived, an update and replacement to the previous Learning Management System. Certification Central conglomerates a variety of courses, calendars and tracking notifications to help resellers take advantage of all ShoreTel resources. Training is key to differentiation, which, in turn, is key to finding new leads. Smart move, ShoreTel.
• Champion Partner Dashboard: When resellers aren’t training, they’re talking bottom line. The new Champion Partner Dashboard can help resellers “do business with ShorTel,” which includes an aggregate of partner metrics, requirements for new achievements and a whole lot more. This dashboard also provides partners with a sort of “performance review” at a glance, since partners can take a look their customer satisfaction ratings and overall standing with ShoreTel.

ShoreTel’s moves are akin to many other vendor moves creating simple-to-use dashboards in the cloud. As an added bonus, the ShoreTel Reseller Store is also getting an update, so partners can dive into co-branding marketing tools, get a deep-dive into reference guides and learn a few new tricks on building out customer demand. Partners anxious to jump on board, or prospective partners looking to join up, can check out ShoreTel’s partner portal here.

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Nimbus has already enjoyed a fair amount of success even before developing its partner program. The company has brought on over 200 users since it developed its S-Class Flash Memory solution in 2010. It’s biggest client acquisition to date? eBay, which signed on in August 2011.

When I spoke with Nimbus Data Systems CEO and Founder Thomas Isakovich in mid-January, Isakovich said Nimbus’ Flash storage solution benefits at least three types of companies:

1. those using a virtual data infrastructure (VDI)
2. companies operating large data centers
3. and any company in the area of what he called “high performance computing — which can be anything from an oil and gas company to a Hollywood studio.

Flash Storage: Challenges and Solutions

Still, there are several reasons why Flash storage systems have not replaced disk arrays as the preferred storage solution in enterprises and SMBs. For one, Isakovich said Flash storage traditionally costs roughly 10 times as much as disk storage. Second, Flash has a predefined lifespan that can be significantly lower if it’s used to handle an enterprise workload. Third, Flash-related software often lags rival storage options.

Nimbus claims it has solved those problems Said Isakovich:

“Nimbus Data Systems has the lowest pricing of any Flash vendor with a comprehensive and complete system. We are $10 a gigabyte raw with all the software included. We have achieved this cost through developing and manufacturing everything — except the Silicon — ourselves. Our goal was to deliver a complete system at comparable acquisition costs to 15k disk based systems. When you look at those systems and include all the software licenses and maintenance fees, the cost of a Nimbus system is about the same. That is not taking into account the 80% savings in power, 80% savings in cooling costs and 70% savings in floor and rack space.”

So far 200 customers have bought into the Nimbus solution and cost model — enough to give Nimbus the confidence to open up its partner program and expand the reach of its flash storage solution.

Nimbus Channel Partner Program

The FlashPoint Partner Program currently has 10 members, and Isakovich’s plan is to hit 50 in the next 12-18 months. The company is also building a business development team to help locate opportunities for Nimbus partners. Finally, Isakovich said “many more announcements are coming,” particularly around international reseller partners. Stay tuned.

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Bell officially will retire from Dell in late March 2012, at which point Felice will take the reins. The move is part of Dell’s larger plan to start “simplifying the company’s customer-facing activities.” Translation? Dell is shrinking the size of its corporate infrastructure to build “more customer-focused … solutions that meet customers’ needs.” According to Dell’s press release this move will meld sales and marketing into a single organization, which in turn should super-charge Dell’s go-to-market strategy.

Whether this “more collaborative” approach will turn around more innovative and customer-centric products remains to be seen. Dell’s moves seem indicative of a company looking to re-invent its consumer brand, which still seems like a computer company. Dell’s tablet efforts have made hardly a splash; meanwhile, its brand is underrepresented — or often absent — at most big box retailers.

Additionally, this new organization encompasses larger enterprise, SMB and public sector computing customers, so Dell is likely looking to strike a bigger leadership role with enterprise-centric technology. For example, check out Dell’s Fluid Storage campaign. Meanwhile, we’ll continue to monitor Dell’s 2012 moves closely on our radar.

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The file migration management software provider launched in 2007 and developed its channel partner program in September 2011 with high hopes. At the time, AutoVirt Vice President of Sales Warren Mead said the company was poised to “provide channel partners with all the resources necessary to meet and exceed their customers’ file data assessment, migration and management requirements.”

It’s not as if the AutoVirt Channel Partner Program was completely unsuccessful. AutoVirt had signed 100 channel partners when news of the its closure came down Jan. 4. Fifty of those partners were active, with a combined total of 65 certified sales representatives in the last two fiscal quarters alone. AutoVirt also claimed to have roughly 300 users on the AutoVirt Partner Portal.

But clearly business has not shaken out as Mead, AutoVirt Founder Klavs Landberg and, most importantly, the venture capital firms Sigma Partners and Kepha Partners had originally planned. Hints of the company’s demise date back to November 2011 when AutoVirt CEO Josh Klein and AutoVirt VP of Engineering Caesar Naples stepped down. And sure enough, the company shut its doors just two months later, after the VC groups decided not to fund AutoVirt’s next round of funding. The software provider’s first round of funding netted it $20 million.

AutoVirt’s mobility software was designed to help businesses analyze any data they had stored on Microsoft Windows-based file servers, as well as any network-attached storage hardware. It also enabled customers to move that data across different storage platforms. So why did it fail? One can only speculate, but word is IT departments simply didn’t find a great enough need for the software. Even though AutoVirt’s software did save IT departments time, it wasn’t enough to justify buying the software instead of manually moving the data.

Another reason, said Steve Duplessie, founder of the IT industry analyst firm Enterprise Strategy Group, is Windows IT admins were pushing back against using the AutoVirt software, because they couldn’t justify the importance of their own jobs if AutoVirt’s software was being used.

But Mead attributed the company’s demise to its inability to support Network File System (NFS), which he claims many customers and channel partners were looking for.

“Not supporting NFS was our downfall,” Mead said in a prepared statement. “We were turning down four out of every five opportunities partners brought to us. There was a need, but the product didn’t address the need. The vision was right.”

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Red Hat CEO Jim Whitehurst apparently told Investor’s Business Daily that the company plans to add at least 1,000 workers in 2012 — which would boost Red Hat’s worldwide employment by more than 20 percent. Red Hat already has 4,350 workers, according to the NewsObserver.com.

Admittedly, we’re not talking Google numbers; the search giant apparently hired 6,000 people in 2011. But Red Hat’s continued expansion deserves notice. Wall Street expressed some concern about Red Hat’s growth prospects back in December 2011. Red Hat’s hiring plans prove that the company is focused on long-term growth rather than short-term investor skepticism.

For channel partners the trends are clear: Red Hat’s VARs need to get serious about pushing beyond Linux to master Red Hat Enterprise Virtualization (RHEV). North America Channel Chief Roger Egan has also stated — multiple times — that Jboss middleware remains a lucrative IT consulting opportunity for channel partners. Plus, Red Hat’s buyout of Gluster promises to give Red Hat partners new opportunities in the storage market.

In March 2012 when Red Hat announces Q4 results, Red Hat will likely become the world’s first $1 billion open source company. Again, that’s a small figure compared to annual revenues at rivals like Microsoft ($69.94 billion for fiscal 2011) and VMware ($2.9 billion for fiscal 2010). But the Red Hat channel, like Red Hat itself, continues to grow in strength, The VAR Guy believes…

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VARStreet is an e-commerce platform that allows VARs and MSPs to source IT products from multiple distributors and partners. Potential rivals include options like CNet’s Channel Online, Quosal (backed by ConnectWise) and QuoteWerks.

Now, VARStreet’s perspectives on today’s news and 2012 strategies…

The VAR Guy: Should VARs and MSPs expect any change in service levels/support hours now that VARStreet is independently owned?

VARStreet’s Agarwal: It will be even better than before as we will be only focused and dedicated on VARStreet now. We are retaining all the employees that we had (NO change at all) and also keeping all the systems and processes as is — so from that standpoint there will be no change.  We have always provided prompt and responsive support which is validated by many of our long standing large customers who have continued to use us for a long time. So – This buy out provides us an ability to focus completely on what our core competency is and I am sure, customers will get benefited from that.

The VAR Guy: About how many employees does VARStreet have?

VARStreet’s Agarwal: Around 30. And our team has been stable over the past few years and it will remain stable going forward with all key people committed going forward.

The VAR Guy: What are VARStreet’s top priorities for 2012?

VARStreet’s Agarwal: Some of the top priorities are…

1. Build a completely new store with all the modern day features built into it. We want to make this among the best available stores in the market which will provide our customers an ability to compete with big players like CDW, Tiger Direct, New egg etc. We already have done a lot of work in this direction and we should be able to get this out real soon.
2. We also plan to develop our integrations and want to build out of the box integrations with third party systems like Microsoft Great Plains, NetSuite, Navision, Sage etc. We already have a very tight integration with Autotask and Salesforce and we want to strengthen that even more so that we can provide more value to our mutual customers
3. We also plan to Launch VARStreet into Canada in a big way. Again, we have already done a lot of work in this area and we should be move this quickly too.

The VAR Guy: Are VARStreet’s primary owners the executive management team or outside investors?

VARStreet’s Agarwal: The primary Employee owners are the executive management team.

The VAR Guy: I believe VARStreet was mostly used by larger VARs before the Autotask purchase. But during Autotask’s ownership, I believe more small VARs/MSPs discovered VARStreet. Going forward, will you focus on large VARs or small VARs or both?

VARStreet’s Agarwal: It will be a mix of large, medium and small VARs. We are also looking at the MSP, system integrators and solution providers.

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First, the facts: HP’s Q4 2011 revenues were $32.1 billion, down 3 percent from Q4 2010. Also of concern, Q4 2011 net income was $200 million, down 91 percent from $2.5 billion in Q4 2010. Throughout an earnings call, newly installed CEO Meg Whitman described opportunities and challenges awaiting HP, which is striving to restore investor, customer and partner confidence after a turbulent ride under former CEO Leo Apotheker.

Now, The VAR Guy’s analysis…

1. HP’s PC Business

HP Said: The Personal Systems Group delivered revenue of $10.1 billion in the quarter, down 2% from the prior year. The segment delivered 2% operating profit growth year-over-year with a 5.7% operating margin. Consumer client revenue was down 9% versus the year-ago quarter with notebooks seeing a bigger decline than desktops. Total units shipped were up 2% year-over-year, but with average selling price declines, we saw no growth in desktop revenue year-over-year and a 4% decline in notebook revenue. Both form factors continue to be affected by weakness in consumer demand.

The VAR Guy Said: The PC market is fiercely competitive with razor-thin margins. But the figures above look reasonably darn good, considering HP caused customer and partner confusion when it debated the potential spin-off or sale of its PC business. HP recently ended that debate and said it would hang onto the PC business. Also, why are notebook sales down more than desktop sales in the consumer market? Potential answer: Apple iPads.

2. HP Imaging and Printing

HP Said: Net revenue was $6.3 billion, down 10% year-over-year due to channel inventory reductions, broad-based weakness in EMEA and softening consumer demand, particularly for supplies. Commercial printer revenue was up 4% year-over-year with commercial hardware units up 5%. Consumer printer revenue was down 8% year-over-year with an 8% decline in units. In total, printer unit shipments were down 5% year-over-year. Supplies revenue declined 14% year-over-year to $4 billion in the quarter. HP said it entered Q4 with higher channel inventory than it would have liked, and HP worked to reduce this throughout the quarter. Still, HP ended the quarter with higher channel inventory than it would have liked in some regions.

The VAR Guy said: Ouch, ouch, ouch. Sliding sales in some areas and bloated channel inventories? Is there a bigger problem here than HP is disclosing? Was HP stuffing its printer channel in early 2011? Regardless, HP’s printer business is no longer printing cash…

3. HP Services

HP Said: Q4 revenue was $9.3 billion, up 2% from the prior year quarter but down 1% in constant currency. HP said its  services turnaround will take time as the company works to shift the business mix towards higher-growth, higher-margin services.

The VAR Guy said: Here again, it sounds like HP is failing to execute. HP spent $13.9 billion in 2008 to acquire EDS for a higher-margin services push. Three years later, that growth apparently has not materialized…

4. HP Enterprise Servers, Storage and Networking

On Servers, HP Said: Revenue declined 4% year-over-year to $5.7 billion. Across ESSN, HP said it is seeing the effects of a slower economic environment. Operating profit of $733 million was down 17% year-over-year. HP reiterated a macro economic slowdown that’s impacting Industry Standard Server sales. Revenue in ISS declined 4% year-over-year. Revenue in Business Critical Systems declined 23% year-over-year primarily due to a decline in Itanium-based server sales. HP’s ability to close deals has been impacted by Oracle’s Itanium decision, though HP is working diligently to enforce the commitments that Oracle has made to HP customers.

On Servers, The VAR Guy Said: Perhaps some of HP’s server pain involves customers shifting their on-premise server purchases to cloud services providers (CSPs). HP better make sure those CSPs are standardizing on HP servers… Also, Oracle’s decision to abandon HP Itanium continues to be a staggering blow to HP’s high-end server business. But HP should have seen the Oracle move coming; Itanium has never lived up to its original hype from a decade ago…

On Storage, HP Said: Revenue grew 4% year-over-year with 11% growth in our external disk products and, once again, triple-digit growth in 3PAR. Year-over-year declines in tape and EVA product lines partially offset this growth.

On Storage, The VAR Guy Said: Attention all HP channel partners, shift your storage focus to 3Par.

On Networking, HP Said: Revenue grew 5% year-over-year, and enterprise switching and routing grew 7% from the prior year period. HP said it feels good about its business model and customer value proposition. HP expects to continue to gain market share in switching and routing.

On Networking, The VAR Guy Said: Hmmm… HP expects to keep gaining switching and routing market share? And Cisco insists that “good enough” networking gear from HP isn’t good enough for customers? Something’s gotta give here…

5. HP Software

HP Said: Revenue was $976 million, up 28% compared with the prior year, including 33% license growth, 36% services revenue growth and 20% support revenue growth. HP said demand for its security and IT Performance Suite is strong. Plus, HP said the integration of Autonomy, acquired a few weeks ago, is going well.

The VAR Guy Said: HP has spent more than a decade trying to gain respect in the software market. Is 2012 the year HP’s software strategy finally clicks?

The Bottom Line

HP has just wrapped up its most turbulent fiscal year in its history. HP faced the perfect storm in fiscal 2011…

• Executive turmoil, marked by former CEO Leo Apotheker’s ouster
• Product turmoil, including the death of webOS devices and debate about the PC business, which HP will now retain
• Investor turmoil, including steep sell-offs in HP stock
• Economic turmoil, including macroeconomic conditions that caused HP’s channel inventories to swell in some areas

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Here’s a look at the conversation:

Q:  Charles, recently you wrote a guest blog for Dot Hill entitled, “Top 4 Things to Look for when Evaluating a Vendor’s Channel Program.” What makes you uniquely suited to write this type of article? 

A:  With almost 21 years in the IT channel, I have served as an executive on both the vendor side with companies such as McDATA, Lefthand Networks and HP and successfully transitioned to the distribution side with Promark.  I have created partner programs, executed partner programs, and now have the unique opportunity to both coach vendors creating programs as well as witness resellers firsthand during the evaluation process and see which programs succeed.  In fact, so many vendors ask us at Promark what they should do when creating programs, that myself and Todd Hartung, vice president of marketing, pooled our advice and wrote a best practice guide to aid  in that process.  I took the ideas from that best practice guide aimed at vendors and refocused it in the blog article to give resellers practical tips when considering channel programs.

Q:  So give us a sneak peek at your blog article and name the two most important things a reseller needs to look for when evaluating a vendor’s channel program.

A:  The first one is so obvious it is almost cheating — but the most important aspect to look for is MARGIN.  Resellers are in business to make money, and while some aspects of channel programs aid in profitability, the most important attribute that leads to bottom-line profit is margin on products & services.  Vendors tend to pack a lot of stuff in channel programs with the aim of trying to attract more partners, and finding the exact equation for margin can get complicated.  However, some vendors are choosing to not make it so difficult to evaluate margin – some are guaranteeing it.  Partners should be on the lookout for those vendors who are putting the resellers first and taking the complexity out of the equation.  They are out there.

Second most important is program simplicity and flexibility.  The allure of rebates, incentives and marketing dollars can entice partners to sign up for really complex channel programs.  But partners need to first ask the question, is eventual payout worth the time to sort out all the details, and then do they trust that money will magically appear when needed?  Beware that the more complex the program is from the outset, the more complicated and lengthy it can be to get your investment back out of said program.  Simplicity is key.  If the channel account rep can sketch the program out on a napkin, then you are headed in the right direction.

Also, be on the lookout for vendors that are willing to respond to their partners with flexibility in both terms and programs.  Vendors that are flexible are usually focused more on the end goal of revenue attainment and less on program regulation.  Pick the vendors who are in it to win it – both for you and the customer, and you will find yourself in a true partnership.  When the vendor is focused on helping you win deals and not on fighting you on the small details, you both win.

Q:  Lastly, for resellers that might not have heard about or done business with Promark, can you tell us a little bit about what makes Promark unique?

A:  Promark is unique in a couple of important ways.  First of all we focus our vendor line card on data storage products and solutions.  This focus allows us to provide a high level of sales and technical expertise to our reseller partners.  This is really what makes us the trusted source for VARs who are considering the addition of an emerging storage offering.   Secondly, we have a robust Professional Services Division that allows partners the opportunity to offer installation, implementation and support services.  .  And finally we provide various federal and state contract vehicles including the GSA Schedule in which partners can leverage.

Read Charles’ entire blog “Top 4 Things to Look for When Evaluating a Vendor Channel Program” or contact him at charles.bass@promarktech.com

Submitted by Dot Hill Channel Blogger. Monthly guest blogs such as this one are part of The VAR Guy’s annual sponsorship.

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The five tips include:

1) Send periodic emails – If a VAR has an email marketing system they can set up an email nurturing campaign that will sendperiodic emails to a selected list. Each email should have a specific call to action, and when the lead acts upon a set number of calls it can be passed on to one of the VAR’s sales reps. There are many email marketing systems available, ranging in price. A good, simple, choice like Constant Contact is an excellent beginner’s option.

2) Offer information – When sending out nurturing emails, try to provide links to whitepapers and other educational information rather than focusing on the features and capabilities of your product. Generally, interesting emails are read and obvious sales pitches are deleted. Following this tip will help ensure your emails land squarely in the former category.

3) Host a webinar -  Webinars are a great way to demonstrate a VAR’s expertise in a specific subject to a mass audience. They are also a great way to make leads more interested in a VAR’s offerings and give you an excuse to follow up with lead.

4) Use a telemarketing service – When a VAR would like to assess the value of a lead list quickly, they can use a telemarketing service to contact the leads prior to sending them to sales. They can also set up appointments for the sales team to follow up with a particular lead and determine what the needs of that lead are. That way, the sales team is better prepared for the call. While telemarketing services can be very useful, we recommend only using them after the lead has received a couple of emails from your nurturing process. That way, the lead is better prepared for the call as well.

5) Send a survey - The information gathered in a survey can be used to determine a lead’s interest level, what their pain points are, and how you should start the conversation. The information gathered in a survey is also a great ice breaker for telemarketers or your sales force to use when calling a lead for the first time.

The steps above will help you gauge the interest of each lead and help warm them up before the sales teams begin calling. This will save time and energy and help make your sales teams more efficient and effective.

Bob Darabant is VP of Astaro Americas. This monthly guest blog is part of The VAR Guy’s annual sponsorship program. Read all of Darabant’s guest blog entries here.

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