Channel Chief Bio and Background:
Steve Jow currently serves as Senior Vice President of Sales and is responsible for distribution sales in the United States. Previously, Jow served as Vice President of Western U.S. Distribution Sales. Prior to his promotion to Vice President, Jow served as Associate Vice President of Distribution since September 1999. He has held various sales and management positions within the company, with a major emphasis on managing large format direct marketers, retailers, and outbound VARs. Jow joined SYNNEX in 1990. Prior to joining SYNNEX, he was in charge of purchasing and assets for a financial VAR in San Francisco, CA. He has a total of 30+ years of experience in the computer industry. Jow attended San Francisco State University.
Leading products/services sold through North American channel partners:
Cloud software and devices, cyber security, infrastructure security, network management, education and public safety solutions, pro audio/visual and more.
Partner organization's top accomplishments in the channel over the past year:
Continue to evolve how distribution has move to beyond just supplying product to partners. Through our Solvs and member communities, we enable a vender and reseller partners to find results in specific verticals. We continue to see growth in all these areas. Continue to drive touch to the SMB community through our SMB teams and SMB Connect Programs. We believe in this part of the channel and want to drive meaningful engagement here. A healthy SMB community is important to a healthy channel where we continue to see exciting growth. Drive more meaningful touch and engagement with our partners. The best way to ensure solutions are relevant is to make sure we connect with our partners to understand their challenges, and let them know how we are addressing those challenges. My team receives great feedback on the amount of engagement partners receive from them.
Describe how your partner community has grown over the past year either in average revenue per partner or overall expansion of your partner base or in specific market segments:
SYNNEX has celebrated many quarters of topline growth and more than 100 quarters of consecutive profit so first thank you to our partners. The teams that I am lucky enough to manage address roughly 60% of the US Technology Solution Business, and we have also enjoyed similar growth. Our customer base has doubled and a snapshot of the past few quarters show that we work with approximately more than 8,000. Just as exciting to me is the diverse portfolio of vendors that we are selling into this community.
Provide one example of how you personally worked to help or solve a problem for a solution provider over the last 12 months:
Recently I had a reseller reach out after losing a long-standing client because the reseller lacked the infrastructure or services needed. They basically needed to be "larger." I helped them leverage our services to bolster their offerings, including a software marketplace, a web store front, a services network, and secured vendor engagement. I was even able to help them partner with another reseller to provide some expertise on a particular solution. At the end of this, I presented along with the reseller to their client what we had built and they retained the business.
What one market force is having the biggest impact on your company's channel strategy for 2018 and how are you accommodating for it?
SYNNEX' current priorities include were cloud, IoT, SMB, and security, all of which are familiar areas of focus for many partners out there. We continue to build relevant solutions and eco-systems around these growth areas. What I find interesting is how resellers now go to market and how important it is for SYNNEX to not only provide the right products, but to provide the right services wrapped around these products, from finance to technical expertise, to deployment. Even how we talk about this is changing and I've asked my teams to increase their training efforts.
What are your top channel goals for 2018?
Add more qualified partners,Increase the amount of recurring revenue going through partners,Increase the amount of net new accounts coming through partners
Describe how your organization's strategy around channel Market Development Funds (MDF) is changing in 2018 compared to last year.:
Our MDF is an extension of the vendors, and we are constantly trying to refine and improve the way we use them. The way technology is brought to market, and the benefits are changing so quickly now. I believe MDF funds should be used to educate and enable our partners so that they can provide value in the same way to their clients.
Name the single most innovative initiative for which you and/or your team were responsible in 2017 and describe its impact on your partner community.:
Last year we made an even more concentrated effort on delivering this relevance to the channel from increases in planning sessions to road shows to changing how we deliver the message. Our National Conference with more than 2000 attendees and our VARNEX event with more than attendees showcase our message around innovation and inspiration. My team continued driving our messages around public education, public safety, and regulated industries. The impact has been positive as noted by our results and by anecdotal comments from resellers who say there is a positive and unique feel to our approach.
What were the key channel/partner investments you made over the past year?
We grew our SMB Connect Program and increased our investment in the teams that address this sector We continued to invest in our public sector programs including the on-boarding of subject matter experts in various vertical segments such as public safety and education. We increase the vehicles and ways we expose all of the above to our partners, including more roadshows, more planning, and more robust engagement.
What honors, awards or commendations - professional or personal - have you won over the past year?
What is the best piece of business-related advice you've ever been given and who gave it to you?
One from my boss, Peter Larocque, President of North American Technology Solutions, was to "set my guns high always". I always took that to mean you shouldn't limit the goals you set for yourself. It's a competitive business and if you set your sights and goals high, then hopefully you are motivating yourself to always be improving.
What is the best business book you read this year and why?
Last year I had mentioned that almost any book can be a business book if it imparts some knowledge or self-awareness. So in that vein one choice is "A Man on the Moon" by Andrew Chaikin. It details the voyages of the Apollo Astronauts and what was required to pull off which was then an un-heard of feat, to put man into space. The vision, the commitment, the drive to do the impossible is fascinating. Hey, if we can put a man on the moon, anything is possible.
What's one item on your bucket list and why is it on there?
One item is to join my wife to finish hiking the 700-mile Henro trail in Japan. She has completed half of it and wants me to go back to finish the other half. It's on my bucket list because of the obvious, if you are going to do anything special, it doubles in value if you get to share it with your better half.