How To Build Loyalty

The timing couldn't have been better. Less than two months after receiving this award, Atkins announced his retirement. But before doing so, he wrote an exclusive column for VARBusiness about how to build loyalty. Here's what he had to say:

When I was asked to write this article, I recalled some of the countless meetings and conversations I've had with partners during my IBM career. I'm fortunate to have worked with the partner community throughout my time at IBM, from my early days in the field to re-engineering IBM's channel structure in Latin America. I forged relationships that stand to this day. In thinking about these partners and tens of thousands of IBM Business Partners around the world, I asked myself, 'What has inspired such extraordinary relationships? What's the secret to building loyalty and sustaining success among a base of independent companies that can choose at any time to align with another vendor?'

The secret is that there is no secret.

What inspires success in the channel is no different than what inspires success in business universally. Collaboration, innovation and technical competency are the pillars of any company's success--whether that company is the largest technology provider in the world or a small consultant with big ideas. Any success I've had in leading IBM's channel organization stems from my team's ability--it truly is a team effort--to take these concepts and translate them into programs, offerings and opportunities that help our partners grow and realize their business objectives.

My role is that of partner advocate. I'm one of countless people across IBM who is deeply committed to enabling our partners' success. What's good for our partners is good for IBM—it's that simple. Our success is inextricably linked with our partners' success, so this is the mantra that guides much of what we do at IBM and the decisions I make on a daily basis.

As an IBM partner advocate, my role is to understand our partners--what their clients want from them, the challenges they face in doing business with IBM and what they need to close more business faster or increase their profitability. Much of my time is spent in the field among IBM's partners; that's where the pulse of the channel beats. Insights I gain across the spectrum of our partners, and the feedback I receive, help define the course I steer.

Our channel partners aren't just an extension of IBM. They're unique businesses, large and small. They share objectives with us, but they're independently focused on issues including their own profitability. As we add value to being an IBM Business Partner and extend profitability, we increase partner loyalty, satisfaction and trust. Ultimately, the more profitable we can help make our partners, the stronger our relationships become and the longer they endure.

As the world, industry and IBM change, our business partners have changed with us. IBM never takes its business for granted. Loyalty is earned. We can't command it based on stature, strength or market share. A sustainable partnership is built on advancing mutual success and the loyalty that derives from that success. I believe the way to sustain loyalty is by listening, learning and taking action. This is the human side of the business equation—forging relationships with partners of all sizes, honoring commitments to our community, and keeping the relationship consistent and vibrant by infusing it with new ideas and innovative thinking.

NEXT: Atkins' personal mandate.