Naturally it will be the smaller [named accounts] that are cut.
From a partner standpoint, if you're interested in making partners happy, that's pretty good.
Initially we'd set on a process of beginning to do some segmentation.
In this play, we recognize that the business acumen of the channel provides better value.
If we can, we'd like to move them into existing partners that we've been working with.
We're going to maintain the largest customers in a mode that is sell-with and involves a lot of participation. I think that's natural.
Our channel partners are critical to our success, and we are committed to providing them with the programs, resources and services they need to most effectively deliver value to their customers using CA technologies. Those technologies have become even more attractive to the channel as IT security and infrastructure management become increasingly important markets for solution sellers.
I made about $8 an hour, which was pretty good for the '70s. It taught me what hard work was about and motivated me toward pursuits of a more intellectual nature.
Working with our global partners to better train our customer base will drive higher levels of customer satisfaction and reduce long-term support costs.
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