The Transformation of Quest – Part 2
Transformation leader: Tim Burke, President and CEO
Number of employees: 100
Year established: 1982
Original transactional business model: VAR/IT systems integrator/interconnect
Post-transformation business model: Transactional business continues to be a part of what we do, but we work with our clients as partners helping them deliver technology.
How did you make the transformation away from a transactional business model ?
While Quest’s model includes developing capabilities in-house, we’ve partnered with other providers to become more agile, and to save time and money. In the same manner, we help partners succeed by offering Quest’s entire suite of products and services so they can expand their technology footprint. We value business channel partners in this symbiotic relationship.
Whether we are leveraging other providers or they us, it makes great sense to partner when technology is requested by a customer and not within one’s core competency. In that scenario, you can always couple a third party’s capability with an appropriate form of project management. For example, Quest may outsource Web application services to a Web developer and then wrap that into our statement of work with Web monitoring and app management. Similarly, while Quest has built its own service delivery centers, we have also partnered with existing data centers leasing cabinet space. In this dynamic market it makes sense to investigate partnering with an established technology company with a proven track record to grow your business.
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