And this TechNet article tells about the Vista compatibility tester.

Meanwhile, a perusal of recent headlines shows that Bill Gates sees an "incredible reception" for Vista. But Steve Ballmer warns about overinflating Vista expectations.

So which is it? Is Vista hitting the cover off the ball, or (to mix a metaphor) is it laying there like a lox?

There's probably some truth in both statements.

One thing's for sure. At least anecdotally, Microsoft has partner problems on its hands.

Much of the company's heretofore loyal partner base cannot profit selling either Vista or Office. Yeah, yeah, yeah: Service is where the big money is. But most partners still need to make money selling software. That's the plain and simple truth.

And a growing number of Microsoft Business Solutions (Dynamics) partners—and even some old-time "Classic" partners have had it up to here with the company's Vista push.

The MBS partners, who come from a tradition of a less volume-oriented, sales model than the Office/Windows schtick say that they, and their customers, are sick of the Vista hype. (For more on the history of Microsoft's dual channel and the issues involved see this story.)

Those customers want to update their ERP/accounting apps without being hounded about Office 2007/Vista upgrades. They don't want to hear about "lighting up" Office 2007 or Vista features. They're getting fed up with the whole "integrated stack" story. Especially when new pieces of the stack break the old pieces. They're saying: Enough already.

Three MBS partners in the past day alone said they are actively looking at alternative ERP suites for the first time. One has already designated SAP Business One as her lead product, after more than 11 years in the Great Plains (now Dynamics GP) camp.

Selling Microsoft ERP has become a margin-shrinking game, she and other partners said. With Business One, she can compete with a half dozen VARs in her region versus many times that number for Microsoft.

The seeds of this discontent were sewn years ago when Microsoft, the volume-sales kingpin, bought Great Plains and then Navision, for their ERP and financial software products. Even then, Great Plains partners worried that Microsoft's volume-oriented culture would subsume their slow-sales cycle approach. ERP, they said (and say) requires closely-tended long-term VAR-customer relationships.

When Microsoft broke out its first CRM product, initially for its MBS (ERP) channel only, then reneged putting it into broad distribution, to say MBS partners were infuriated is an understatement.

Now, new hard feelings are surfacing, just weeks before the Microsoft Convergence show for ERP customers and partners.

"Microsoft keeps pushing us to verticalize, so I've done that," says a west coast based partner. "Now I'm beginning to see I can sell my verticals atop another company's ERP. And I may do that," he said.

This partner also cited the over-distribution of MBS wares on his turf, and a lack of support from Microsoft for his key business.

Another executive with one of Microsoft Dynamics largest U.S. partners, may add Oracle and/or SAP to his preferred list along with, and perhaps superseding the Microsoft products.

"The only time Microsoft pays attention to me is when I drop the "O" word," he quipped.

"They're asking way too much of customers and the Dynamics channel," said a third. "The only thing they want us to sell is Vista and we can't make money on it."

There will be more on this.

This blog was updated Friday afternoon with additional links and context.

Questions? Comments? Tips? Send them to: bdarrow@cmp.com