The case provides an overview of a startup that for its solutions exclusively through indirect channels currently sell-through value-added resellers (VARs) and has, in the future, both through VARs and system integrators (SI). In that case, we discuss why the company chose a channel strategy, which management exercises its marketing, product development and pricing model developed for channel sales, the steps the company is committed to build their VAR network, and the cost of building of such a channel. We al … Read more »

The case provides an overview of a startup that for its solutions exclusively through indirect channels currently sell-through value-added resellers (VARs) and has, in the future, both through VARs and system integrators (SI). In that case, we discuss why the company chose a channel strategy, which management exercises its marketing, product development and pricing model developed for channel sales, the steps the company is committed to build their VAR network, and the cost of building of such a channel. We also touch on how the company is motivated supports and evaluates network. We discuss issues such as pricing and bundling, dealing with low-performing VARs and fundraising venture by a community that traditionally avoid companies that indirectly sell.
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from
Mark Leslie,
James Lattin,
Jamie Earle
Source: Stanford Graduate School of Business
32 pages.
Publication Date: Oct 23, 2003. Prod #: E152-PDF-ENG
Vocera Communications HBR case solution