Peter Radizeski is Founder and President of RAD-INFO INC. He is an accomplished blogalyst, speaker, author and consultant. He has helped many service providers with sales training, marketing, channel development and business strategy. He is a trusted source of knowledge about the telecom sector. His honest and direct approach make him a refreshing speaker.

Look for his innovative ideas and analysis of current technology on his blogs.

Meet him at one of the many conferences he attends and speaks at.

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Where is the Demand?

There are a number of external sales channels: franchises, affiliates, referrals, VAR/inter-connect, systems integrated, agents/brokers (to name a few). It works for more industries than just telecom, real estate and insurance.

All those models are for Sales. Remember though that isn’t the same as demand or lead generation or any marketing.

It is important to note that most sales channels simply supply demand with sales activities (that can be confused with order taking). They do not drive demand. They do not create demand in the buyers. That is supposed to be done by the vendors, like IBM, HP, Cisco, Comcast, Verizon Wireless, AT&T. But do they drive demand?

These named vendors are some of the biggest spenders in marketing, especially advertising. Big Spender doesn’t always translate into Effective Marketing. Branding or awareness campaigns are not lead generation.

The problem is in Marketing. (Not just because that is what I do as a consultant.) Besides telling a good story to position your product, there has to be a component that produces demand for it.

The companies in the price and spiff war might be failing at marketing. Just buying the sales that they can. That doesn’t result in more leads or more demand. In fact, if you shut off the spigot (SPIFFs), you might be shutting off sales.

Think about cellular plans right now. For most people, it is about “Good Enough“. Not the best.But Good Enough. That is the problem VZW faces right now. The best just can’t command the same premium anymore.

Think about Internet access. Broadband is good enough. Except when it is down or congested. Except when your speeds or throughput suck.

[How do you market to people settling for good enough?]

For most people, it is about good enough.

Dropbox, Slack, minimal web security – good enough. Until it isn’t. People make a mental trade off. [Remember, sales is emotional and buyers use facts to support their emotional decision.]

For example, take security, where is the demand? Every enterprise needs it. Companies get hacked every day. It costs companies upwards of millions of dollars (billions for some data breaches.) Yet the cost benefit analysis says “we will risk it”.

No demand.

The channel cannot manufacture demand. That isn’t what they do. They sell to people who want to buy. And they sell them what the customer wants, not needs.

Think about that.

In a similar vein, you can read about What Pain does UCaaS solve?

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    Contact Center Consolidation

    Rumor was that Genesys was trying to buy Avaya’s contact center business. Next thing you know, the announcement is that Genesys bought Interactive Intelligence for $1.4 Billion. The PR says that it will to Create the World’s Premier Omni-channel Customer Experience Company. Last time I heard that was when NICE bought Incontact.

    Now, NICE has a new song: “As one company, the two leaders form the industry’s first end-to-end cloud contact center, complete with world-class WFO and Analytics Organizations of all sizes can now take their contact center into the new era of the Experience Center.”

    Both ININ and Genesys were partnered with Microsoft for a layer on to Skype for Business. No one knows how that will shake out. Maybe MS buys Five9s or someone else in the cloud contact space to do it all under one roof. One roof isn’t really the MS way. But who knows.

    Avaya is feeling a lot like MITEL, being left at the altar and all. Their PE firms – Silver Lake Partners and TPG Capital – must want their money back. They took Avaya private in 2007 for $8.2B! That is nine years. Long time. Maybe MITEL wants to get hitched. But then Shoretel will have no suitor. (Remember Mitel tried to buy Shoretel in 2014.)

    It looks like going private is the new thing. Ask Dell, Rackspace et al. When money is cheap, private equity firms like to buy shiny objects. Then they make a mess of them but still want to sell it for more than they paid.

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    Big Data Comes to Bosses with Prodoscore

    On this podcast, I speak with Dave Gilbert, founder of Simple Signal, who has moved on to his next start-up, Prodoscore. His current project is like the Fitbit for business productivity. It measures user activity on apps like Google for Work.

    This is where Big Data is going: watching your every move and analyzing it. Dave and I don’t see eye to eye on whether this will be used like a carrot or a stick. People don’t quit companies or jobs; they quit their bosses. Listen in as we talk about his new startup and the implications.

    If you can’t see the podcast player, you can download the mp3 here.

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    As We Close Out the Summer

    As we close out the summer and enter the last third of 2016, boy, has this year zipped by. Vacations end, seasons shift, conferences kick-off. One thing for certain, Gary Vee is right about one thing: 2016 has been all about the Hustle.

    We enter Labor Day weekend. It is a chance to be grateful for our jobs / careers.

    It is also a chance to plan the next 4 months.

    • What new services will you examine?
    • What training will you need / plan / take?
    • What prospect do you want to make a client?
    • What customers can you call to upsell?
    • What clients have you thanked?

    Don’t forget to have some fun to.

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    The Mighty Light of Wall Street

    Going private has been a thing for the last few years. Avaya did it. Dell did it. PGI did it. Polycom is doing it. Now Rackspace is being bought out by private equity.

    Dell and Rackspace had the same reasons for going private – or more accurately, stop being a publicly traded company. The public markets don’t take kindly to unknowns, pivots and variables. Dell was going through a transition from selling mainly hardware to buying up software companies like SonicWall, Wyse and Quest. That transition wasn’t as painless as expected, so Michael Dell found some people to lend him money – $24 Billion – to go private and get out of the mighty light of Wall Street that is so unforgiving.

    This was the largest LBO (leveraged buy-out) in recent years so if you Google “Dell going private case study”, you will find many business schools who have examined it, including U of Texas.

    With the EMC acquisition announced, Dell sold off Sonicwall + Quest + others to reduce the debt before spending $67B on EMC. Dell will also own VMware and Airwatch with this transaction.

    PGI, the global conferencing and collab company, was taken private by Siris Capital for approximately $1 Billion in 4Q2015. Siris Capital was the white knight that is taking Polycom private (and saving Polycom from MITEL).

    LBO is not new. It is business as usual with some pretty spectacular failures like RJR Nabisco, Harrah’s (casino aka Caesars) and TXU. The thing about leverage is that at some point someone wants their money back.

    The good thing about private is exemplified by this: “Taking the second-largest oil producer in Texas private in 2006 was a stroke of genius as it has allowed industry icons Carlyle and Goldman to ride out the drop in oil prices in… well, private.” [BusinessInsider]

    Apollo Global is taking Rackspace private for $4.3 Billion. Like many of these other deals, it is a 30+% premium over the current stock price. Why is this happening?

    Rackspace started as a software development firm, but pivoted to a hosting company, which is still the center of their world today. Hosting blogs and websites slowly morphed into a cloud computing infrastructure (IAAS, PAAS and VPS along with dedicated servers) that was competing directly with Amazon AWS. Even with their trademarked Fanatical Support, competing against AWS – and Azure and Google Compute – is no picnic.

    Their software dev roots came out in their support for open software. “In 2010, Rackspace contributed the source code of its Cloud Files product to the OpenStack project under the Apache License to become the OpenStack Object Storage component,” according to Wikipedia. “In April 2012, Rackspace announced it would implement OpenStack Compute as the underlying technology for their Cloud Servers product.”

    But it still comes down to being a hosting company, not unlike GoDaddy. Mosso was white-label hosting. They bought Webmail.us (hosted email service); Slicehost (virtual servers or VPS); and Jungle Disk (online backup). This is the hosting business that they wrapped up with support. Today, they are struggling to pivot to a professional services organization with less reliance on their own computing infrastructure and more on supporting AWS and Azure customers. That would need to be done in private, not in the light of Wall Street, those unforgiving lords.

    What is unfortunate for these companies is that an LBO means that there will be some cost cutting – and that means layoffs. Who are the first to go? Usually your better employees because they have a choice where to work. You lose your Linchpins. And we all know that Synergies is the marketing term for RIF (reduction in force), the coined term that is better than saying Layoffs. Marketing will make it all better.

    More of this trend to continue as companies try to navigate the waters of our new economy, the short termed mentality on Wall Street and the business model of the cloud.

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