Under VP Taylor Macdonald, Intacct has pursued a strategy of limiting the size of the channel to under 100. (Last I checked, I think it was in the 80s.) But the kind of positioning I thought I picked up from Sage CEO Stephen Kelly, when he talked about filling the product line gap via acquisition, and the purchase of Intacct soon after that, leads me to believe that the company cannot keep the Intacct channel that small if it is a strategic product. The question is also the extent to which Sage VARs will be recruited to handle the cloud-based product. A small channel where it is easy to have a relationship with vendors—which I would call "the-good-old-days model"—is very appealing. But given the demands of Sage investors for revenue growth from the cloud, I cannot see how that limited a channel remains viable. Clearly, the old days of enlisting thousands of resellers for mid-market products is not coming back. But thinking about the composition of the Top 100 VARS, Intacct either needs more VARS, much larger VARs or both, at least if Sage is looking to replace existing desktop revenue with cloud revenue.