We look at business challenges in different verticals individually and then give a customized set of solutions

S Sriram is confident that iValue InfoSolutions' three different
go-to-market strategies, which are bound to the evolutionary phases of every
product, will help the product to gain traction. He elaborated on the company's
decision to work with lesser known brands and customized solutions for different
verticals

What does iValue's business model entail?

We work with customized solutions so that there is traction built around the
product itself rather than pushing sales through the channel. Onus lies on us to
work with the customers, fine tune the model, build traction and empower the
partners. When our partners come on board, they understand that if we do this
together they can replicate the model with their existing customers and generate
more business.

Does this mean you have a different sales strategy for each of the
products you distribute?

Because of our experience with Select, we realized that different brands and
products are at different stages of evolution. So a niche product first has to
get technological acceptance, then it becomes mainstream and only after that it
becomes a commodity that customers know and ask for by name.

When we are dealing with a niche product, it has to be more customer-centric.
We also need to have more traction with the channels later with our pre-sales
support, getting them trained on the solution front and the business benefit it
will offer to them. So at different points the approach to the solution has to
keep evolving. By just having one approach, we will not do justice to the
product.

Most of the brands you have tied-up with are not very well known. Is this
a conscious strategy to align with the lesser known entities so you can build
the market from scratch?

Yes, most of the vendors we are working with like, Ruckus or Array, are not
very well known in the market. This is because we wanted to reserve our time and
energy on those 15 emerging brands, which are relevant to our customers, rather
than focus on value-added solutions, especially in the first year of our
operations.

If we had more run rate products then we would have spent more time and
bandwidth on the transactional business rather than on understanding the needs
of various verticals and seeing how to position these emerging solutions there.
This strategy has ironically helped us in the slowdown because now we can plan
with customers about the right solutions for their verticals and business needs,
rather than trying to just achieve numbers.

So you are giving customized solutions to a particular set of customers in
a defined vertical?

We look at business challenges in different verticals individually and then
give a customized set of solutions. If you look at ITeS that have compliance
norms, we first understand what those compliance norms are and then do an audit
of their existing infrastructure and finally suggest solutions for it. In the
process, we can become aware of new issues which may crop up and therefore, we
can offer better and more efficient solutions that fit their budget.

Vinita Bhatia

vinitavs@cybermedia.co.in