IBM Tivoli Live Monitoring services to reach NZ next year

IBM Tivoli Live Monitoring services to reach NZ next year

A hosted version of IBM’s Tivoli monitoring software, already released in the US, is expected to be available in New Zealand in the first half of next year, the vendor says.

Local pricing has yet to be finalised, however it is likely global pricing will apply, a local spokesperson says.

Tivoli Live Monitoring Services is offered in two versions for monitoring of IT resources including such as servers, operating systems, virtual machines and applications. It is targeted mainly at midsized companies, as well as departments within larger organisations.

The first version uses software agents to monitor operating systems, virtual machines and applications such as databases or packaged software, which IBM says is priced globally at US$58 per month for each resource monitored.

The other is an agentless service, priced at US$44 per resource per month for monitoring hardware devices, operating systems, websites and SNMP alerts.

Both services carry a one-time setup fee of US$6,500 per customer and IBM is also offering an optional reporting service for a monthly fee of US$15 per resource, which provides historical data for tasks such as troubleshooting and predicting capacity needs.

Meanwhile, IBM has also said it is in the final stages of restructuring its software channel globally, to align partners to specific brands and product pillars.

Under the revised model, partners will need to invest in deep and specific sales and technical skills in order to sell licensing for any of the vendor’s five overarching software brands: Tivoli, Lotus, Rational, WebSphere and DB2. Previously, partners were able to sell licences across all brands.

IBM software channels manager, Sue Hope, told Australian Reseller News the changes were about ensuring partners had comprehensive knowledge of each product and could support customers adequately.

“For the past four years we have embarked on getting partners to invest and develop deep skills in each product area,” she says. “We have five products and brands with lots of pillars under each – with Lotus for example, we have things like SameTime collaboration, email and Lotus live, which is a separate product. Under Tivoli, there’s the storage portfolio plus automation products like Maximo. And that’s just two brands.

“For IBM partners to sell and have deep skills across all 12 pillars is quite challenging… what’s compromised is the quality.”

Hope insisted partners skilled in just one or two brands could be viable, and claimed a couple of its top revenue earners were partners doing just one brand.

“If you add the services that goes with each of these products, that’s big business,” she claims.

According to Hope, IBM’s new strategy has also seen several partners formalising agreements with other players to fulfil customer requests for products outside their area of expertise. While the vendor is keen to help foster relationships, it was up to partners to determine the terms and conditions of any such agreement, she says.

“Some partners don’t want to make that investment, but want the relationship with a customer. So many have signed agreements with other partners to cover that and sill be part of the sale,” Hope says.

The specialisation strategy, which was first announced in January and implemented from September, follows the vendor’s decision to introduce a similar model across its distribution strategy in 2005.

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