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Contributors

Writers

Susan Joseph

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Susan is an independent digital communications and user experience strategist. She helps companies discover their brand voice and grow their business.

Shubharthi Ghosh

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Shubharthi is currently part of the strategic marketing team at Regalix. His expertise mainly lies in the account-based marketing and programmatic advertising space.

Priscilla Thomas

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Priscilla is a content writer who has worked for Infosys Technologies and other technology startups in India and abroad.

Moulishree Srivastava

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Moulishree is a freelance journalist with over 7 years of experience, she writes research-based analytical stories on technology and business.

Avanish Tiwary

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Avanish is a Bangalore-based journalist who writes on business with a specific focus on technology companies.

Priyanka Bhatacharya

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Priyanka has covered every aspect of the IT industry as a tech journalist since its early days. She is now an independent writer, working on subjects like digital marketing, enterprise technology and high-performance computing, among others. 

S.Sahu

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A freelance content writer, S. Sahu was the former editor of TCS's house magazine at Tata Consultancy Services. He developed tech marketing collateral for the company and helped compile and edit books and journal articles on TCS's technology innovations. He also ghostwrites print and online publications. 

Prajwala Hegde

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Prajwala is a Bangalore-based freelance journalist who writes on social issues, stories of human interest, and art and culture, among others. 

Rajesh Nanarpuzha

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Rajesh Nanarpuzha is an Assistant Professor of Marketing at IIM Udaipur. Previously, he has worked as a brand manager in Dabur, and as a business consultant in the retail and consumer goods domains at Cognizant and Tata Consultancy Services. Rajesh has an MBA from IIM Indore and a doctorate in marketing from IIM Ahmedabad.

Designer

Priyokumar Singh Naorem

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He is a passionate UI & UX designer who thrives on creating engaging creative solutions.

Artists

Dyuti Mittal

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A freelance illustrator, artist, graphic novelist and designer. She has designed and illustrated several book covers. Her personal illustrations so far have attempted to seize the fleeting absurdity and mood of places, things and people she encounters in a childlike, intuitive and expressive manner with closure, beauty and innocence – the things that she desires.

Sumakshi Singh

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She is an artist and an educator who has taught and lectured at The School of the Art Institute of Chicago, Oxford University, the Victoria and Albert Museum among other institutions. Her installations, paintings, thread work and sculptures have been exhibited in Saatchi Gallery - London, C24 Gallery - New York, and Museum of Contemporary Art – Lyon, among other notable galleries and museums from around the world.

Parul Gupta

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A commerce graduate from Delhi University, Parul pursued a masters in fine arts from Nottingham Trent University in the UK. As an artist, she is interested in line as a subject which has led her to follow architectural lines in built environments. She says she is also interested in how we perceive the environment that we inhabit and what happens when a subtle shift is made in things which we have been used to seeing in a certain way. We present six of her artworks here.

Shweta Malhotra

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Shweta Malhotra is a graphic artist and designer from Mumbai, based in New Delhi.
After working with ad agencies and design studios for close to 8 years, she branched out on her own and currently works independently.s Her overall design aesthetic is minimal, bold and graphic, a response to the maximalist visual language prevalent in India.

Rithika Merchant

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Rithika Merchant (b.1986) received her Bachelor’s Degree in Fine Arts from Parsons the New School for Design, New York in 2008. She has exhibited extensively since her graduation. Recent exhibitions include a duo show “Reliquaries: The Remembered Self” at TARQ, Mumbai; “Language of the Birds: Occult and Art” at 80WSE Gallery, New York; and group shows at Summerhall, Edinburgh and Artry Gallery, Kochi. Her work has been included in multiple group shows at Stephen Romano Gallery and The Morbid Anatomy Museum, New York. Born in Mumbai, she now divides her time between Mumbai and Barcelona.

Aniruddh Mehta

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Aniruddh Mehta is an artist based out of Mumbai, India. Trained in graphic design from the London College of Communications, Aniruddh is a self-taught illustrator and currently works as an independent freelance designer. He believes in finding the right balance between art and graphic design. He has worked closely in collaboration with Bhavishyavani Future Soundz, Qilla Records, Taxi Fabric, Adidas, Dell and United Colours of Benetton. He also goes by the moniker, ‘thebigfatminimalist’ and his style ranges from bold minimal forms to more intricate pieces exploring patterns and geometry.

Paramesh Jolad

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Paramesh is an artist who enjoys working in both the realistic and abstract style of painting. He loves working with water color. Featured in this issue are a set of water color works that he has created exclusively for us on the subject of digital transformation.

Chandrashekhar Thakur

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Based in Mumbai, Chandrashekhar Thakur is a Senior Art Director and Illustrator at Truebil.com and the Founder of HAPPiNESS For You. He loves working with new styles of art and considers illustration to be his forte. Chandrashekhar has completed his BFA from DY Patil College of Applied Art.

Concept and Direction

Nimish Vohra

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Head of marketing at Regalix, Nimish drives research in emerging technologies and customer experience, and takes a keen interest in creative arts.

Enquiry

+91 9632549324

shwetha.mahesh@regalix-inc.com

Know when a new article is published


Rajesh Nanarpuzha is an Assistant Professor of Marketing at IIM Udaipur. Previously, he has worked as a brand manager in Dabur, and as a business consultant in the retail and consumer goods domains at Cognizant and Tata Consultancy Services. Rajesh has an MBA from IIM Indore and a doctorate in marketing from IIM Ahmedabad.

Partner Relationship Management (PRM) has been considered a natural extension to Enterprise Resource Planning (ERP) and Customer Relationship Management (CRM) solutions. With ERP solutions bringing in greater efficiency in a firm’s ‘internal’ operations, and CRM solutions in its customer spanning outreach, PRM is a logical extension to make sure that efficiencies are gained in partner relationships. This is in line with a growing realization that marketers are responsible for maximizing stakeholder value rather than limiting their sphere of influence to maximizing market share (Weber, 2001).

PRM is a business philosophy which recognizes that there is tremendous business value to be unlocked by eliminating inefficiencies in the supplier-reseller business workflows. In line with ERP and CRM, the operationalization of PRM is often through web-based, cloud-centered software solutions. The inherent danger in reducing PRM to a technology solution lies in overlooking critical facets of business relationships.

 

Beyond the technology lens

Academic research points to multiple factors responsible for successful implementation of an enterprise-wide PRM implementation. Much of this looks at inter-organization factors beyond just technology. Zablah, Johnston, and Bellenger (2005) suggest that gaining reseller commitment to the solution is integral to ensuring successful implementation. In this context, they identify two critical success factors. Firstly, resellers need to be convinced that the technology is inherently fair and equitable in dealing with multiple partners. Any perceived favoritism could be problematic. Secondly, resellers need to be convinced that the technology is successful in reducing costs across the channel. As the authors point out, it is important that equity and efficiency gains are readily ‘apparent’ to channel partners to ensure their commitment to the solution.

In addition, Storey and Kocabasoglu-Hillmer (2013) point out that PRM solutions are rarely monoliths, but a structured blend of multiple modules. The decision on which PRM capabilities to invest in, and the order in which they need to be implemented, have important performance implications. In many cases, the governance mechanisms that firms use to oversee their partners also have important connotations in deciding the effectiveness of the solution. Firms have to make a choice between formal control mechanisms and informal support structures as the preferred overriding governance mechanism in a partner relationship. However, PRM as a technology solution offers multiple benefits so long as firms correctly identify the business areas that they hope to impact. I discuss this next.

 

Impact areas in effective PRM solutions

Mirani, Moore, and Weber (2001) critique communication processes that characterize supplier-reseller relationships. They note that these processes are typically labor-intensive, fragmented, and inefficient. The authors cite the importance of PRM solutions in building more productive relationships. Through a diverse array of case studies, Mirani, Moore, and Weber (2001) identify two broad areas of productivity improvement possible through effective PRM implementation.

  • Sales lead tracking and monitoring – PRM could play an important role in automating the lead management process. A key benefit offered is in identifying leads that are currently not being pursued, and in re-assigning them appropriately. It could help in maintaining accountability at an individual lead level for both the internal sales representative and the reseller. In addition to detailed lead analysis, PRM could help in lead tracking, thereby helping in monitoring of marketing programs.
  • Centralized information and material sharing – It is common for diverse information related to product, price, promotion, and training to be found in multiple silos of the organization’s information systems. This requires resellers to cultivate internal contact persons in an organization or to follow up repeatedly, to get relevant information. It is also possible that available information is often outdated. Through PRM, reseller or channel specific information can be maintained for easy access. PRM systems can also be used to store marketing and promotion collateral based on specific reseller requirements.

 

CMO implications

In most organizations, supplier-reseller relationships have developed organically. It is common to find informal communication channels in place to ensure ‘business as usual’. However, it is important for CMOs to look beyond the efficacy of informal channels and to probe the inefficiencies hidden behind them. Impacts of successfully implemented PRM systems are typically on both the topline and the bottom line. In the quest to develop and maintain more effective customer relationships, the ‘forgotten’ partner relationship might just be the goldmine that needs to be spotted.

References

  1. Mirani, R., Moore, D., & Weber, J. A. (2001). Emerging technologies for enhancing supplier–reseller partnerships. Industrial Marketing Management, 30 (2), 101-114
  2. Storey, C., & Kocabasoglu-Hillmer, C. (2013). Making partner relationship management systems work: The role of partnership governance mechanisms. Industrial Marketing Management, 42 (6), 862-871.
  3. Weber, J. A. (2001). Partnering with resellers in business markets. Industrial Marketing Management, 30 (2), 87-99.
  4. Zablah, A. R., Johnston, W. J., & Bellenger, D. N. (2005). Transforming partner relationships through technological innovation. Journal of Business & Industrial Marketing, 20 (7), 355-363.