PUBLIC SECTOR
CONTINUED
alone,” he notes. “The strongest approach combines framework access, direct engagement, industry events, thought leadership and trusted delivery references. In our experience, customers increasingly look for demonstrable outcomes and sector expertise, not just framework availability.” Richard agrees that framework agreements continue to provide a highly effective route into public sector organisations. “However, securing a place on a framework should not be viewed as the destination,” he adds. “It is merely the beginning of the journey. Success ultimately depends on demonstrating measurable outcomes aligned to public sector priorities such as cost optimisation, digital transformation, cybersecurity, sustainability and service resilience.” Steve Young, UK framework manager at Xerox UK, adds that there are many frameworks available, often covering specific categories of goods and services. “So the first step is identifying the framework or marketplace that is best aligned with what the organisation offers,” he advises. “However, getting onto a framework is only part of the process. Being listed does not guarantee business. Resellers and MSPs still need a clear go-to-market strategy for the public sector, engage with prospective customers and demonstrate why their products or services offer greater value than competing solutions.” Jo Holliday, general manager, UKI and South Africa at Acronis, notes that frameworks aren’t the only route into the public sector. “For smaller MSPs especially, trying to get onto every framework or bid for every contract can take a lot of time and resource without necessarily delivering the right return,” she says. “Working closely with vendors, distributors and other channel partners can be just as important. Those relationships can help smaller MSPs find the right opportunities and build up the
experience they need. “That’s where partnerships become important. Working with vendors, distributors and broadline partners that are already on the relevant frameworks can give smaller resellers another route into public sector opportunities if they don’t have the budget or resources to apply themselves. At the same time, relationships with end customers remain important. A framework provides a route for an organisation to buy from you, but it doesn’t create demand. Resellers still need to understand their customers, build those relationships and make sure buyers know what they specialise in and where they can add value.” Dynamic markets An increasingly popular route into the public sector is through dynamic markets. Kevin says dynamic markets can create opportunities for innovative suppliers because they are designed to remain open to new entrants rather than being fixed for several years. “This allows organisations to access emerging technologies and specialist expertise more quickly,” he adds. “For growth- focused businesses, dynamic markets can provide a route to compete on capability and innovation rather than simply heritage and scale.” Steve says dynamic markets are increasingly gaining traction as a route into public sector procurement. But while they may be more accessible it also means there may be more suppliers competing for opportunities, he warns. “Success therefore still depends on engaging with customers, understanding their requirements and clearly differentiating the value of your products and services. Being part of the market creates the opportunity to compete; it
Contributors
Richard Eglon
nebulaglobalservices.com
Kevin Butterworth
infinitygroup.co.uk
Steve Young
www.xerox.co.uk/en-gb
Jo Holliday
does not guarantee business.” Jo says there are opportunities
acronis.com
particularly in technology because what customers need can change very quickly.
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