2025 Predictions
Resellers and MSPs Ralf Jordan, vice president of channel EMEA at Lenovo, says that both hybrid and multi-cloud will open up unprecedented opportunities for resellers, offering everything from platform to infrastructure and end-user services. “As cloud services expand, resellers are shiſting from product sales to managing cloud infrastructure and digital transformation projects,” Jordan states. He believes that the multi-cloud trend, initially seen in large enterprises, is now reaching SMEs, positioning multi-cloud as a dominant strategy for businesses of all sizes. Kanwar Loyal, VP for Northern Europe & MEA Channel at
Cato Networks, identifies three critical priorities for the channel sector: staying relevant, embracing consolidation, and delivering straightforward problem-solving. He stresses that resellers must transition from merely “shiſting stuff” to becoming solution-focused partners offering consulting, integration, or managed services. “Tose who fail to adapt will struggle to stay relevant,” Loyal warns, as customers increasingly prefer platforms like AWS and Google Cloud. He says the managed service provider (MSP) sector rapidly
grows as organisations move away from legacy tools and complex infrastructures. “Organisations are outsourcing critical but non-core functions to reduce complexity,” he explains. Juha Harkonen, VP of commercial partners at Sage, outlines
several key trends and challenges. Te dominance of cloud computing continues to transform the industry, requiring resellers to focus on subscription services and long-term customer relationships. “Embracing the cloud model requires a shiſt towards recurring revenue streams,” Harkonen explains. Enhanced customer support maximises value and drives adoption,
ensuring clients fully utilise solutions. Pricing and packaging innovation shouldn’t be overlooked either, with a move towards suites and modular add-on services. “By offering comprehensive solutions and acting as strategic advisors, channel companies can enhance their value proposition,” he says. Harkonen identifies challenges such as rising customer
expectations, resource shortages, and rapid technological advancements. He suggests resellers leverage upskilling programmes to address resource constraints and participate in forums to keep pace with technology. Hyper-verticalisation is another key opportunity involving
specialisation in specific industries to provide tailored solutions. “Rising customer expectations have increased the value placed on vertical expertise,” Harkonen said. Resellers should focus on core strengths and signature offerings to avoid becoming too broad and losing their unique value.
Retailers Te UK retail sector is bracing for a challenging 2025, potentially marked by supply chain disruptions, economic pressures, and shiſting consumer behaviours. Rob Shaw, GM EMEA at Fluent Commerce, believes that CFOs
will be cautious, leading to a closer examination of how goods are sourced. “More near-shore supply chains could emerge as companies look to reduce reliance on the Far East,” he suggests. Macroeconomic uncertainties and political shiſts, such as the UK and US elections, have caused delays in significant business
www.pcr-online.biz Hall also predicts a shiſt towards charging for online returns, as
rising labour and logistical costs make free returns unsustainable. Encouraging in-store returns reduces processing costs and creates opportunities for direct customer engagement. Supply chain resilience and cost savings will be paramount, with
retailers scrutinising their supply chains to identify inefficiencies, reduce costs, and improve agility. Optimising sourcing strategies and refining spending patterns will help retailers withstand disruptions and adapt to fluctuating consumer demand. Operational assessments will be essential for uncovering inefficiencies and cost-saving opportunities. Retailers must evaluate how essential in-store consumables are sourced, delivered, stored, and reordered, consolidating suppliers and streamlining processes to eliminate hidden costs and improve overall efficiency. Strategic decisions about store openings and closures will become
more critical, relying on data-driven market analysis to ensure viability and return on investment. Underperforming stores will face increased scrutiny, with closures, relocations, or restructuring becoming necessary to boost overall profitability.
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decisions. However, there is now modest growth as projects on hold start moving forward. “Businesses will gradually accept the current environment and adapt accordingly,” Shaw predicts. In the retail industry, increasing foot traffic in town centres indicates a resurgence of the high street. However, consumer behaviour has shiſted towards purchasing essential items rather than discretionary goods. “Retailers will need to focus more than ever on customer experience,” he says. “Retailers must embrace innovation and efficiency,” says Ian Hall,
CEO of CCS McLays, who recommends considering outsourcing non-core functions such as logistics, packaging, and back-office operations. By offloading these activities, retailers can focus on critical areas like product innovation and customer experience, achieving the flexibility needed to navigate economic pressures effectively. As domestic growth stagnates, the allure of overseas expansion
becomes more compelling. Europe and the US present lucrative opportunities for UK retailers, provided they can build robust supply chains.
Holly Anschutz of Extreme Networks
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