contact centres, they need many integrated services and solutions, even adoption deployment management. It’s far more involved of partners than it would have been historically from Zoom direct. And that’s where we’re seeing a lot of value from our partner community. “For instance, if you look at the market by 2030, the market will be worth globally about $300 billion and $149 billion of that is contact centre, which is a key focus area for us, and 95% of that $149 billion is owned and delivered and has managed service wraparound from the channel. “So we have to embrace the channel, and we are embracing it in a big way. We don’t have the appetite to build out hundreds or the thousands of resources it would take to scale this direct. We want to leverage the power of the channel to go and deploy and deliver, for and on behalf of Zoom, with Zoom.” Training and support With this shift to channel, Zoom will be providing as much training and support as partners require. “We are based on competency, so we will train and develop and provide all the support that the partners need to work with us and alongside us,” says Joe. “We have lots of deals and engagements levels. We have partners that are very confident in delivering the solution themselves, and they’ll provide an end-to-end service. There’ll be partners that are just interested in providing a referral service and they’ll engage us, and we’ll go and close that sale on their behalf. There’s lots of variances, but we will provide whatever support they need. “We have global strategic alliances and partnerships with the likes of AWS, but we are doing more than that, I’m building a practice alongside that has four pillars: our global service integrators and consultants, technology alliance partnerships, service provider partnerships and our hardware alliance partnerships. The idea is to build on those, and they’ll meet in the middle through
the channel. “We’re working with partners that have two or three people that are purely consultants advising on contact centre work, to large organisations with 200 salespeople driving solutions into their partner base. Very much from one end of the scale to the other.” Delivering results Of course, this change to working with the channel is a big one for a large company, but one that Zoom is fully committed to. “I would be lying if I said it was easy to make this change,” says Joe. “It’s not. It’s a cultural change, changing the mindset of the teams.” But while there are challenges, the change in strategy is already paying off, Joe adds. “We are already seeing huge success with our channel work,” he says. “Once you show you can, and you’re building the momentum, teams can see that and the value of it. I complement that with constant messaging and overlay of stats and information.” While the strategy is still in its relatively early stages, as Joe mentioned, it is delivering results already. “About 38% of our new business is currently going through channel,” Joe says. “The ambition is to get that closer to 80%. So my focus is on enhancing the team that I have today, but also complementing that with hiring people with the right skills and leadership to help me build this strategy out. “I’m very much in the build phase of
We want to leverage the power of the channel to go and deploy and deliver, for and on behalf of Zoom, with Zoom.
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