History Of Technology

History Of Technology

Deregulation History

The deregulation of telecommunications in the United States refers to reducing government regulations on the telecommunications industry, which began in the 1980s and continued through the 1990s. Before deregulation, the telecommunications industry in the United States was highly regulated by the government, with strict rules governing who could provide telephone service, how much they could charge, and what types of services they could offer. The regulation was implemented to ensure everyone had access to affordable and reliable phone service, but it also limited competition and innovation in the industry.


The deregulation process began with the Telecommunications Act of 1996, which aimed to promote competition in the industry by removing many of the regulations in place. The Act opened the telecommunications market to competition from new entrants, such as cable companies and wireless providers. It allowed for more significant consolidation of the industry through mergers and acquisitions.


As a result of deregulation, consumers and businesses have benefitted from increased competition and more excellent choices in telecommunication services. The industry has also seen significant technological advances, developing new technologies such as mobile phones and broadband Internet. Another advantage of competition was lower prices for consumers and businesses in the advent of competition. However, critics of deregulation argue that it has also led to consolidation in the industry, with a small number of large companies dominating the market. They also point out that some rural and low-income areas may need access to affordable and reliable telecommunications services due to a lack of competition. Today, Integration continues to help businesses find cost savings using providers that can improve their businesses’ communications efficiency.

Technology Advisor History

The number of technology advisors in the United States is over 40,000 per the channel leaders of multiple providers. The number of technology firms can be challenging to define and quantify as the term “technology advisor” can encompass a variety of roles and responsibilities. Technology advisors can be consultants, engineers, analysts, project managers, and others with different expertise and specializations. Therefore, providing an exact number of technology advisors in the United States is challenging.


In March 2008, Virgo publishing, the publisher of PHONE+ Magazine and a sponsor of The Channel Partners Conferences
annually every March in Las Vegas wrote an article on Master Plans. The phrase Master Agents referred to a large technology advisory firm that took on the evolving role of two-tier distribution. Master Agents’ two-tier model continues today, with the largest ten master agents’ revenues totaling over $1 Billion. Historically, master agent companies provided telecom services, such as voice, data, and network services, to businesses through a network of agents and resellers. Consolidation has happened, and new distribution models, such as marketplace platform companies, have entered the master space. Mergers and acquisitions are prevalent in the industry.


Master agents now refer to themselves as Technology Solution Providers. The ecosystem is over 40,000+ professionals working independently or through a more prominent technology solution provider. However, the industry continues to evolve as technology solution providers have expanded their offerings to include a wide range of technology services and solutions, such as cloud-based applications, telecom services, cybersecurity, the management of software services, and IT services.

Technology Channel Research

Per Canalys, world-renowned for its research in technology channels, provider distribution routes to the customer are diversifying quickly for technology advisors. Orchestration of customer outcomes today is more complicated than ever. It is almost impossible for a single customer, partner, or vendor to handle the permutations and combinations necessary for success. Working in an ecosystem requires a level of digital/physical orchestration, resources, and skills that are best suited for distribution. The competition for this distribution opportunity is now seven layers deep. The technology industry is doubling in size (this decade), and trillions of dollars will transact indirectly through, to, and with millions of partners. Canalys looks at these three dimensionally – what will be the mix across the seven layers of the total pie, and who will be the winners in each layer?


The routes to the technology market are diversifying for trusted advisors. Integration believes that the referral partner can
capitalize on the disruptive changes in channel distribution.

Routes To Market Include The Seven Following Layers:

  • Distributors such as TD SYNNEX, Ingram, Arrow, and D&H.

  • Cloud distributors such as PAX8, JENNE, NextGen Group, and Ingram Cloud

  • Cloud Marketplaces like AWS, Microsoft, Google Cloud, and Salesforce.

  • Technology Service Brokerage (Telco) like AppDirect, Telarus, Avant, Intelisys, and Sandler Partners.

  • Aggregators like CDW, Insight, SoftwarweONE, and CanCom.

  • MSP Providers such as ConnectWise, Kaseya, datto, and ninjaONE.

  • Marketplace Development Platforms like AppDirect, Miraki, CloudBlue, and MarketPlacer.

Canalys interviewed technology provider channel chiefs regarding the move to an ecosystem model. 48% of the 577 CRN
Channel Chiefs said they had moved to the model already. Integration believes that our referral partners can work with Integration to take advantage of the seven layers of distribution to their clients. We are in such an early phase of ecosystem transition, and no established maturity model exists to properly assess the range between adopting some bare
ecosystem thinking. But with the sophistication of multiple routes to market, the opportunity is exploding for referral partners to help their clients more than ever before.


Channel resilience shines through market uncertainty. The top publicly traded global IT resellers had robust Q4 and full-year 2022 financial results alongside optimistic 2023 outlooks. Their double-digit performance highlights the resilience of the channel model in the face of macroeconomic uncertainty, currency volatility, ongoing supply unpredictability, and IT industry pressure. They also outgrew many of the prominent vendors they sell. Increased growth and opportunity exist for Integration referral partners to take advantage of referring their clients for Better Technology Solutions today than at any other time in the forty years of channel distribution.


For most companies that distribute through the new ecosystem, it is now not focused on just partner quality. It needs to be quality AND quantity. For example, a security software solution (4,300) company and 1 million partners (actual number) influence security decisions. In any case, Channel Chiefs will need more partners to get you to their sales targets.
Integration will work with our referral partners to capitalize on the need for more referrals than the channel required in the past.


In addition, per Canalys research, the average B2B buyer has seven partners they trust. Historically, sales and marketing leaders have looked at their motions through the lenses of “inbound” or “outbound.” With 76% of CEOs believing they can't do it alone in the decade of the ecosystem, a new, more inclusive "near bound" motion is required. With the average customer prospect now trusting seven partners (on average), the marketing and sales journey is more interwoven with partnerships than ever before. Meeting the sales and marketing organizations where they are and building the technology, content, services, and competence for this emerging trend is no small task. It will take a movement. However, Integration’s referral partners are positioned to be a large part of the movement needed to supply the trillion dollars of technology transactions made every year moving forward.

Categories of Referral Partners

Referral partners will compete with traditional technology solution providers as decision-makers find trust in many different advisors they already have relationships with today. Integration’s strategy is to serve the referral market, which relies on Integration’s expertise to help them help their clients. Integration referral partners include accountants, System Integrators, Managed Service Providers (MSPs), Value-Added Resellers (VARs), technology manufacturer representatives, GIG workers, insurance agents, payroll agencies, accountants, and technology professionals to provide “Better Technology Solutions” to their clients.

Referral Partners Explained

A referral business partner business is a partnership between companies or individuals where one refers their customers or clients to the other in exchange for a commission or other rewards. The arrangement can benefit both parties, as the referrer can earn extra income while the company being referred to can gain new customers.

The Referral Process Typically Works As Follows:

  • The referral partner identifies customers who could benefit from the services of the company they are referring to.

  • The referral partner provides information about the company and its offerings to the potential customer, explaining why they believe the company is a good fit.

  • If the potential client accepts a meeting with an Integration representative, the referral partner will be tagged to the forthcoming sales to the client.

  • Integration will track the sale back to the referral partner and pay residual commissions to the referral agent as long as the customer’s services bill and the customer pays for the services.

Overall, a referral partner business can be a mutually beneficial arrangement that allows both parties to expand their customer base and increase the referral partner’s income. It is also a cost-effective way for Integration to expand as Integration only pays for customers that result in sales. Referring business contacts to a company can be valuable for an individual to help Integration widen its network and potentially create new business opportunities.

Here are some steps that an individual can follow to refer business contacts to Integration:

  • Identify potential business contacts. Start by identifying people in your professional or personal network who might be interested in services provided by Integration. This could include former colleagues, business associates, vendors, customers, friends, and family members working in related industries.

  • Reach out to the potential contact: Once you have identified a possible connection, reach out to them to gauge their interest in Integration’s services. You can do this through email, phone, or social media.

  • Introduce Integration. If the contact expresses interest, provide them with information on Integration’s services and any relevant details. The integration technology wheel is often a great tool to start a conversation on services the customer may be interested in.

  • Make the introduction: Once you have introduced your client to Integration, it’s up to Integration to follow up and
    pursue the opportunity. Ensure to provide the contact’s name and contact information to Integration, give us some
    background, and encourage us to follow up promptly.

  • Follow-Up: After you’ve made the introduction, it’s a good idea to follow up with both your client and Integration to ensure that the connection has been completed and see if there are any other ways you can help facilitate the
    relationship.

  • Express gratitude: If the introduction leads to a successful business relationship, express appreciation to the contact. This will help strengthen the relationship with both parties and increase the likelihood that the client will turn to you for further opportunities or subsequent referrals.

The Power of Residual Commissions - It pays to be well connected!

Residual commissions can be a powerful tool for generating ongoing income for individuals working in networks or affiliate marketing. Residual income from Integration can also benefit individuals from various positions, from GIG workers to accountants and numerous other technologies-related places or relationship-based selling partners. Residual commissions, or passive or recurring income, are earned when a product or service is sold or renewed continuously, resulting in a continuous income stream.


The Power of residual commissions lies in the fact that they can provide a reliable, long-term source of income, even when the individual is not actively working. This is because the residuals are earned on a recurring basis, which means that even if a person takes time off or works less, they can still receive income from their previous efforts. Moreover, residual commissions often have a compounding effect, where the income generated from a small initial effort can grow over time as the number of recurring sales or renewals increases. This can create a snowball effect, leading to significant long-term earnings.


However, it is essential to note that residual commissions require effort and time to build up. They often require an initial investment of time and effort to establish a customer base with Integration and create a steady flow of recurring sales or renewals. But with consistent effort and patience, residual commissions can be harnessed to create a reliable and ongoing source of income.


Building up residuals in a time-tested field like an insurance agency may take time. However, the technology market is a multibillion-dollar market and growing. Integration provides better technology solutions that improve our referral partner’s clients’ ability to improve their technology efficiency and reduce costs. Our referral partners who are well-connected with decision makers can better their lives with ongoing residual commissions while helping their clients save money and improve their clients’ constant need for better technology solutions.

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