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The Keys to Building a Winning Partner Enablement Strategy
February 11, 2010
William Gilsing, VP Global Strategies




                                        www.hawkeyechannel.com
www.hawkeyechannel.com
hawkeye’s Partner Enablement Series




                                                                         Winning Partner Enablement Strategy
Our 2010 webinar series with Baptie focuses on partner enablement.
  Today – Keys to Building a Winning Partner Enablement Strategy
  April 22 – Enable Your Partners with Proven Solutions
    • Deal registration
    • MDF
    • Global payments
  June 22 – Best Practices in Partner Rewards
    • Best-in-class approach to partner
      rewards
    • Case study in implementing a
      reward/incentive solution
 October 20 – Innovative
  Communications and Training to
  Enable Partners
    • Communication solutions to engage
      partners
    • Training and certification



www.hawkeyechannel.com   © 2010 hawkeye, all rights reserved.        2
Solutions for the world’s leading companies.




                                                                                                                   Why hawkeye?
You can depend on hawkeye to maximize your channel investments




                                                                                              2009 Hawkeye
                                                                                              introduces
                                                                               2007 Hawkeye   PartnerConduit and
                                                                               expands into   SaaS offerings
                                                                2003 Hawkeye   Asia Pacific
                                                                expands into
                                                                Europe
                                            2000 Hawkeye
                                            acquires Cohesion

                            1998 Hawkeye
                            Group founded            Channel focused. Strategic, experienced minds.
                                                     Rare insight into emerging channel trends with a
                                                     quest for game-changing opportunities.
           1996 Cohesion,
           Inc. founded                              Results driven. Flawless execution in translating
                                                     strategic concepts into real channel solutions with
                                                     a laser focus on results.



www.hawkeyechannel.com                                                                                         3
Winning Partner Enablement Strategy
Hawkeye Channel Practice
hawkeye’s mission is to develop and execute innovative, technology-
enhanced channel marketing strategies and programs that allow our
clients to deliver incremental channel growth in terms of mindshare,
channel solutions, and indirect sales.

                                 Channel
                                Programs                           new!
                               Enablement               Channel
        Channel Strategy       Performance            Collaboration
            Insight            Measurement               Growth
          Assessment
                                                          Reach
         Best Practices
                                                       Profitability
                                                    www.partnerconduit.com
                                Improving
                               the Value of
                                 Channel
                               Relationships



www.hawkeyechannel.com
Today’s Agenda




                                                                                                       Winning Partner Enablement Strategy
Pinpoint and enable partners worldwide to increase revenue and
penetrate new customer segments.


                                                                 Prioritize partner segments to
                                                                  optimize channel investments
                                                                 Conduct channel performance
                                                                  ―health checks‖
                                                                 Leverage partner input
                                                                    • Qualitative research
                                                                    • Partner Advisory Councils




www.hawkeyechannel.com   © 2010 hawkeye, all rights reserved.                                      5
PARTNER SEGMENTATION AND ANALYTICS




www.hawkeyechannel.com   © 2010 hawkeye, all rights reserved.   6
Partner Segmentation and Analytics
Understanding Your Partner Base
Optimizing your channel investment starts with understanding two key
points about your partner base:
1. Identify partners currently contributing
   significantly to your channel revenue
   stream
2. Identify partners with potential to
   contribute significantly to your channel
   revenue stream




www.hawkeyechannel.com   © 2010 hawkeye, all rights reserved.          7
Partner Segmentation and Analytics
Segmentation and Analytics
Segmentation/Tiering exercises help you not
only understand current top-performing
partners, but segmenting out partners with
the potential to perform well.




                                                 Analytics provide you with more
                                                 detailed snapshots of partner group
                                                 performance and trends.




www.hawkeyechannel.com   © 2010 hawkeye, all rights reserved.                          8
Partner Segmentation and Analytics
Partner Segmentation & Tiering

              Population                                                    Wealth


                 20%

                                                                            80%

                 80%

                                                          Wilfredo Pareto
                                                                            20%



     Use for “looking backwards” and “looking forward”
     Use for understanding and prioritization of accounts independent of or
     in conjunction with any other “tiering” or partner “labels”



www.hawkeyechannel.com   © 2010 hawkeye, all rights reserved.
Partner Segmentation and Analytics
Tiering

      Accounts                    % Accounts                                       Performance
                                                                 5%
                                                                      Actual %
                         20%                              15%          Results
                                       45%                             XX%
                                                    30%
                                                                       XX%
                                                                       XX%
                     80%                 50%                           XX%



                                                                                      % Results
                                                                                     Expectation
                                                                         50%
                                                                30%
  We use a 4 level Pareto distribution                      15%
  rather than the usual 20% / 80% “rule”                 5%
  to provide better granularity and especially to identify          XX%
                                                                45%
  the lower level 45% of partners who are expected to                            80% XX%
  provide 45% of revenue.
                                                                      20% XX%

                                                                 10
www.hawkeyechannel.com    © 2010 hawkeye, all rights reserved.
Partner Segmentation and Analytics
Facilitating Partner Growth
Encouraging and enabling partners to grow to a higher tier requires:

                                                   Coverage and capacity understanding
                                                       • Who are the value accounts with growth
               True                                      potential?
              Partner                              Programs
               Value                                   • Hard and soft benefits for moving up
                                                       • Revenue growth support (leads, MDF, etc.)
                                                   Competency enhancement
                                                       • Practical means of supporting partners to sell
                                                         and support solutions and customer
                                                         segments
                                                   Communication and engagement
                                                       • Effective indirect communications and
                                                         information access
                                                       • Prioritized and efficient direct ―touch‖




www.hawkeyechannel.com   © 2010 hawkeye, all rights reserved.                                        11
Partner Segmentation and Analytics
What You Do Depends on What You Want

      Solution              Goal

                         Expand Current   Strategies and tactics to
                         Customer Types   encourage and enable your
                                          value partners to grow from
                          Target New
       Existing          Customer Size    one tier to the next will be
                           Segment        somewhat or considerably
                       Target New
                                          different depending on:
                     Customer Vertical
       Revenue           Segment
        Target                             Is it an existing or new
                      Sell to Current
                                            product, solution, or service?
                     Customer Types        Are you targeting the current
         New                                types of customers you have,
                          Sell to New       or new customer types – size
                           Customer
                            Types           segment / vertical segment?




www.hawkeyechannel.com
Partner Segmentation and Analytics
  Road Map to Success
                                               Partner Data Collection and Analysis

            Identify and “populate” the partner data base with key attributes required for success with the product or solution

                                              Coverage and Capacity Understanding

  How many of what kinds of partners            Which of your current partners have              What is the priority for recruiting and
    do you have that could sell the              the characteristics required to sell            engaging individual partners for the
              service?                                     the solution?                                   existing solution?


   Program Design                                                                                                     Recruiting
                                  Hard and                  Partner Skills                 Indirect
       and / or                                                                                                          and
                                 Soft Benefits              Enhancement                 Communications
    Enhancement                                                                                                       Activation

 How do requirements of          What different or      What are best, easiest,      What are best, easiest,          What indirect
 current partner program     additional rewards need    affordable methods for      affordable methods for       communications and
  need to be modified or      to be offered to insure     partners to develop       inbound and outbound          “direct sales touch”
enhanced for this specific   the desired behaviors?     knowledge and skills to     communications for the     resources can be applied
  solution / partner set?                                  sell the solution?              solution?             to reaching the target
                                                                                                                        partners


                                                         Demand Generation

                        How can we generate, or better yet enable the partner to drive, demand for the solution?


                                     Results Analysis, Action Plan Refinement, Expansion




 www.hawkeyechannel.com
Partner Segmentation and Analytics
The Role of Analytics
Analytics are key to helping you understand issues and
opportunities related to channel revenues and program
performance and prognosis for the future (based on trend
projections)
 Maximize revenue and ROI of
  channel investment
 Identify ―opportunistic‖ groups of
  partners for revenue growth
 Reduce / refine ―wasted‖ program
  spend
 Identify effective programs /
  actions for expansion
 Improved forecasting




www.hawkeyechannel.com
Partner Segmentation and Analytics
The Role of Analytics
Basic data most everyone has
  Sales out data
  Program performance data (participation activity and costs)
  Core partner attribute data (typically partner accreditation or ―tier‖
   assignment)
  Sales engagement (―managed’ versus ―unmanaged‖)

Data that permits even more
robust drill down and insights               Depth and breath of analytics and
  Account attributes like:                  actionable insights are limited only
                                                     by data availability
     • Partner business models
     • Customer size segments
       targeted
     • Solutions offered                     Two key challenges:
     • Services offered                      1. Buy-in & sponsorship of key
                                                stakeholders
     • Certifications held
                                             2. Data accuracy & consistency
     • Competitors carried



www.hawkeyechannel.com
Partner Segmentation and Analytics
The Role of Analytics
  Pareto level assignment                            Continuing vs. new account
    • Our breakout of the traditional 80% / 20%        performance (―same store‖)
      ―rule‖ in to four levels for better partner       • Are new accounts doing better or
      opportunity understanding and prioritization        worse than continuing accounts, and
                                                          what are the implications?
  Total ―performance‖
                                                        • Especially important when partner
    • Total accounts                                      base is being expanded
    • Revenue, program participation, expense,
      etc.                                            Program specific measures
                                                        • Program participation, utilization, cost
  Account activity frequency
                                                        • ―Attach‖ rates / cross sell
    • How many partners are actually buying or
      participating in a program in any given           • Return on investment against
      period or over time?                                incremental revenue

  Average performance per account                    Comparatives
                                                        • How do accounts in different levels or
   (APA)                                                  with different attributes, who do or do
    • How much revenue and / or other                     not participate in different programs
      performance measure does each partner or            perform vs. other accounts, or those
      groups of partners produce / incur in any           who do not participate?
      given period or over time?
   Account Base ―Churn‖                                    Top level and drill down to
      • How many partners have been added,                 specific products and partner
        how many have ―dropped out‖, and what                         attributes
        has been the impact on revenue?


www.hawkeyechannel.com
Partner Segmentation and Analytics
Analytics: Overall and by Partner Attributes
  Total and By Product / Solution
   Groups
     • Period to Period
     • Trends / Trend Forecast
  Core Performance Measures
     •   Partners Participating / Not Participating
     •   Revenue
     •   Buying / Activity Frequency                                                                                                           P2P % Change - All
     •   Average Performance per Account (APA)                                                                                                                APA




  Additional Measures
                                                                                                                                                                     $$$

                                                                                                                                                                               Accounts



     • Account Base Churn
                                                       Account Performance Churn By Classification                                -30%       -20%       -10%       0%                         10%
                                                       50,000,000                                                 Pareto Level 4 (Bottom 50%) New vs. Continuing
                                                                                                                  100%                     % Change from Previous Quarter
                                                       40,000,000                                              Pareto Level 3 (Next 30%) New vs. Continuing
                                                                                                                   90%
          – Count Adds, Drops, Net Change              30,000,000
                                                                                                           80%
                                                                                                      100% 70%
                                                                                                               90%
                                                                                                          Pareto Level 2 (Next 15%) New vs. Continuing
                                                                                                                   60%
                                                                                                       80%
          – Core Performance Measures / Results Add,   20,000,000
                                                       10,000,000
                                                                                                  100% 70% 50%
                                                                                                   90% 60% 40%
                                                                                              Pareto Level 1 (Top 5%) New vs. Continuing
                                                                                                   80%     30%
                                                                                               100%70% 50%
            Drop, Net Change                                     0
                                                                                                90%60% 40%
                                                                                                           20%
                                                                                                80%50% 30% 10%
                                                                                                       20% 0%
                                                                                                70%40% 10%

     • New vs. Continuing Accounts (Same Store)
                                                       (10,000,000)                             60%30% 0%                 Continuing Accounts                     New Accounts
                                                                                                50%20%
                                                       (20,000,000)                                                   % A c c o unt s in Le v e l
                                                                                                                    Continuing Accounts                    New%Accounts o rm a nc e
                                                                                                                                                                      Le v e l P e rf
                                                                      Platinum       Gold       40%10%
                                                                                            Business      Distributor Unknow n
                                                                                                30% 0%           % A c c o unt s in Le v e l               % Le v e l P e rf o rm a nc e
                                                       (30,000,000)Accounts /
                                                                %                % Revenue by Partner
                                                                                                20%
                                                                                              Classification
          – New Count, Continuing Count                         100% Drops
                                                                                                10%
                                                                                          Adds 0%
                                                                                                             Continuing Accounts
                                                                                                           % A c c oNet Change
                                                                                                                    unt s in Le v e l
                                                                                                                                                     New Accounts
                                                                                                                                                    % Le v e l P e rf o rm a nc e


          – New Performance versus Continuing Core               80%
                                                                                                         Continuing Accounts
                                                                                                                 % A c c o unt s in Le v e l
                                                                                                                                                  New Accounts
                                                                                                                                                              % Le v e l P e rf o rm a nc e
                                                                 60%
            Performance Measures                                 40%
                                                                 20%

  Segment Data Associations                                         0%
                                                                          P latinum          Go ld          B usiness
                                                                                                             P artner
                                                                                                                                   Unkno wn           Other



     • Above by Partner Classification and / or                               % Accounts                                             % All Revenue


       other partner attributes categories)
     • Above By Partner Classification within
       Pareto levels and / or ―Revenue Bands‖




www.hawkeyechannel.com
Partner Segmentation and Analytics
Analytics Key Points


   Complexity             Executive Buy-in                         Consensus           Practical Tool

• Don’t confuse          • Obtain buy-in                        • The successful     • Analytics are
  analytics with           from Finance,                          use of analytics     more than an
  descriptive              Channel                                requires             analytic
  statistics. A            Operations,                            consensus            exercise; they
  skilled business         Channel                                within your          are a practical
  analyst with             Marketing, and                         organization on      tool that uses
  business                 Channel Sales.                         the data sets to     solid
  industry                                                        use (sales,          information to
  knowledge can                                                   marketing, etc.)     guide your
  perform the                                                     and what you         channel
  required and                                                    want to report       investments
  sophisticated
  number
  crunching.




www.hawkeyechannel.com   © 2010 hawkeye, all rights reserved.                                           18
HEALTH CHECKS




www.hawkeyechannel.com   © 2010 hawkeye, all rights reserved.   19
Health Checks
What are Health Checks?
Hawkeye recommends partner program audits – ―health checks‖ – to
better help you understand your program offerings, processes and
business rules and to identify opportunities for improvement. The
results of a program health check are prioritized, actionable
recommendations.


                               Health Checks by Program Offering
       Partner Forecasting & Prioritization                     Partner Communication
       Channel Coverage & Capacity                              Incentive Management:
       Planning                                                 Promotions, SPIFs, Rebates
       Opportunity Management                                   MDF & Co-marketing Programs
       Partner Marketing & Sales Tools




www.hawkeyechannel.com   © 2010 hawkeye, all rights reserved.                                 20
Health Checks
General Health Check Approach
A health check review should be able to answer these kinds of general
questions about your program offering:
   Analysis of the program business rules and
    processes
   Does the program motivate the desired
    partner behavior?
   Is the program well integrated with other
    programs and offerings?
   Does the program include metrics to measure
    outcome/ROI?
   Is the program implemented globally with
    appropriate regional localization?
   Does the program enable partners and align
    with best practices for that type of program?




www.hawkeyechannel.com   © 2010 hawkeye, all rights reserved.       21
Health Checks
Key Issues - Checklist
Top Level RTM                                                    Partner Programs
    How do I determine if I should or could go                      What do I need to enable my partners
     after a particular segment?                                      and how do I accomplish it?
    What are the right RTM approaches and                           What are the most critical things – and in
     mix of direct and indirect sales?                                what priority – do I need to offer different
    How do I organize and present my                                 partner types?
     channel ecosystem so that my entire                             How do my hard and soft program
     organization can understand and buy-in to                        benefits stack up against BIC and my
     it?                                                              competition?
Channel Coverage & Capacity                                          How do I test and validate my program
                                                                      value proposition?
    How target customers want and need to
                                                                     How do I optimize my channel program
     acquire my products and solutions?
                                                                      spend?
    How many of what kinds of accounts do I
                                                                     How do I best measure the performance
     have and how are they performing?
                                                                      of my partner programs?
    How many of what kinds of partners to I
     need to achieve revenue / segment goals?                    Partner Communications
    What are the practical methods of valuing                       What are the best practices for partner
     and forecasting that I can realistically                         communications and sales engagement?
     apply in my organization?                                       How do I efficiently and effectively
    What is the gap between what I have and                          manage the flow of the right messages to
     what I need?                                                     the right partners through the right
    How do I build a target list of partners to                      media?
     recruit?




www.hawkeyechannel.com    © 2010 hawkeye, all rights reserved.                                                  22
Health Checks
Design & Implement Programs Based on Partner Lifecycle


          Plan &                                  Create
          Recruit              Enable                                 Sell                 Service              Retain
                                                  Demand

Partner Strategy/Tactics
 Provide value       Tools, systems      Marketing       Clear                Partner-specific    Partner
  proposition to       and training/        program and      engagement            technical            development and
  target and           certification to     resources to     policies and          resources and        collaboration
  recruit partners     enable partners      access new       pricing               assistance
  and to fill          to identify/         markets and                                                Partner
  geographic and       close                acquire new     Profitable,                                communications.
  market               opportunities,       customers.       easy-to-execute
  coverage needs       sell and deploy                       transactions
                       solutions                             and fulfillment
Partner Programs/Treatments
 Profiling,                                                Leads/Oppty          Pre and post        Rewards and
  Registration,       Training and        Co-op/MDF        Mgmt                  sales support.       incentives
  Qualification        Certification       Advertising     Joint sales calls    RMA policy and      Advisory boards,
 Self-service,       Demo/Eval                            Matchmaking           procedures           product briefings
  collaborative       Roadmap                                                                         Channel
  PRM                 Co-op/MDF                                                                        customer sat



Performance Analytics


www.hawkeyechannel.com
Health Checks
Health Check Example: Opportunity Registration
 Audit checklist:
  Reduce administrative burden
  Review program participation – are the right           Enter             Review
                                                        Opportunity       Opportunity
   partners registering the right opportunities?
  Review program uptake/usage
  Consider ability to support different partners,
                                                         Approve                 Win
   different kinds of deals/flexibility                 Opportunity            Business
  Reporting
  ROI
  Reduce program complexity                                                   Review
                                                        Make Claim
  Audit reward levels – Competitive? Effective? Do                             Claim
   they reward the right behavior?
  Analyze processes – Review opportunities to
   streamline, automate                                  Approve            Payment
                                                          Claim            Processing
  Trustworthy to partner?
  Integration with other applications, databases
  Payment process – Timely? Able to support multiple              Reporting
   currencies? Compliant with regulations?



www.hawkeyechannel.com                                                                    24
Health Checks
Health Check Example: Partner Communication

   Extranets & Intranets
   Newsletters & RSS
   Partner Locator Tools         Map messaging and
   Targeted Collateral           methods to goals &
   Sales & Marketing Tools           objectives
   Blogs & Forums

                                                                         To Field
                    Measure, evaluate &            Push the right        To Partner
                    modify messaging and      information to the right   Thru Partner
                      communications           users at the right time   To Customer


 Measure page views, page           Centralize all
  hits, and click-throughs        communications on
 Use surveys, interviews          easy-to-use “self-
  and/or focus groups               service” portals




www.hawkeyechannel.com                                                              25
Health Checks
Health Check Example: Incentive Management
Audit Checklist
 Map rewards to behaviors
 Reward desired behaviors
 Review program flexibility
      For partner types
      For localization
 Provide end user tools & training
 Review program communication
 Evaluate ease of use
 Reduce administrative burden
      For partners
      For program administrators
 User guides, documentation
 Opportunities to automate, streamline
 Analyze program ROI
 Provide differentiation between tiers
 Effective reporting?
 Integration with other tools, databases
 Analyze payment process, regulatory compliance

 www.hawkeyechannel.com   © 2010 hawkeye, all rights reserved.   26
Health Checks
Health Check Example: Incentive Management


                                                                                   Channel Programs
         Channel Strategy
         • Channel spend Analysis
         • Program Economics
         • Program Effectiveness                                          Partners,           Individuals,
                                                                          Managers              Teams

         Earn
         • Sales In                                                   Spend
         • Sales Out (POS)
                                                                      • Business Incentives
         • Training/Certification
                                                                      • Promotions
         • Leads Referrals
                                                                      • Rebates
         • Customer Sat
                                                                      • Reimbursements
         • Business Process
         • Training, etc.




                         Analyze: Improve Program Spend Effectiveness


www.hawkeyechannel.com         © 2010 hawkeye, all rights reserved.                                          27
RESEARCH & PARTNER ADVISORY COUNCILS




www.hawkeyechannel.com   © 2010 hawkeye, all rights reserved.   28
Research & Partner Advisory Councils
Beyond the Numbers
Enabling your partners involves more than looking at the data about
program offering usage – you also want insight into why partners adopt
some behaviors. Partners also have insights into your end customers’
needs as well as unique perspectives on trends and anticipated needs
to sell your solution.




                                                                 Qualitative research and Partner
                                                           Advisory Councils help you understand
                                                             partner perceptions of your program.




www.hawkeyechannel.com   © 2010 hawkeye, all rights reserved.                                 29
Research & Partner Advisory Councils
Why Use Research
Research provides insights into programs and partners that helps you
understand partner behavior beyond program metrics and data
analytics.
   Assess partner satisfaction with
    current programs and identify and
    prioritize enhancements
   Develop and enhance indirect sales
    strategies and partner programs
    using information specific to the
    individual program
   Understand how programs and
    strategies stack up in the
    marketplace and against the
    competition
   Know what partners need to
    enhance their business and
    facilitate sales of solutions and
    products




www.hawkeyechannel.com   © 2008 hawkeye, all rights reserved.          30
Qualitative Research “Do’s”




                                                                     Research & Partner Advisory Councils
  Do engage in research that leads to change
   – no ―research for research’s sake‖
  Do communicate back to your partner
   community – don’t raise expectations about
   a program by conducting research and then
   ignore what your partners tell you
  Do update your partners on changes made
   to your program as a result of research
   learnings
  Do value your partners’ time – keep research
   efforts tightly focused.
  Do coordinate research efforts across
   business units so that you don’t ―research
   your partners to death‖
  Do make research a regular part of your
   partner enablement strategy as you continue
   to make program adjustments and
   enhancements




www.hawkeyechannel.com   © 2010 hawkeye, all rights reserved.   31
Research & Partner Advisory Councils
Talk With Your Partners
Qualitative research techniques rely on relatively small groups of
participants and are not analyzed statistically. Examples include focus
groups and interview studies.




                                                                Not another
                                                                  survey!



www.hawkeyechannel.com   © 2010 hawkeye, all rights reserved.                 32
Research & Partner Advisory Councils
Planning a Research Engagement
Research design is unique for each study and is developed through
scoping. Some of the items discussed:


     Ultimate goal of the research—                               Will the study be blind or
      what is the desired outcome?                                  sponsored? Who at the
     What is the desired time frame?                               company will provide specific
     What is the geographic reach                                  sponsorship if participants
      for the study? Affects not only                               need to verify authenticity?
      language/translation, but timing                             Recruitment, contact lists
      given holidays in various                                    Anonymity— assumed for all,
      regions, identification of                                    unless internal stakeholders
      appropriate methodology since                                 are to be identified
      some techniques are not                                      Participants’ stake in the
      successful in some regions.                                   research, incentives
     Participants— who, how many                                   (honoraria, sharing results,
     What other research has been                                  etc.)
      conducted similar to this or with                            Budget
      the projected participants?




www.hawkeyechannel.com   © 2008 hawkeye, all rights reserved.                                       33
Partner Advisory Councils
Why establish a Partner Advisory Council?

      Partner Advisory Councils
      help you stay in tune with
      partner needs as well as
       market trends and even
        end-customer needs.




                                                                  PACs can give you a
                                                                 significant competitive
                                                                advantage, helping you
                                                                   to establish a clear
                                                                differentiation from your
                                                                       competitors.


www.hawkeyechannel.com   © 2010 hawkeye, all rights reserved.                               34
Partner Advisory Councils
Advantages of a Partner Advisory Council (PAC)
A thoughtfully designed and implemented PAC can become the
cornerstone for establishing strong manufacturer-to-partner
relationships. PACs can help you continually fine-tune your partner
enablement by through effective dialogue with key, knowledgeable
partners.
    Provide a formal, highly visible feedback vehicle
    Build trust
    Provide prestige to the partners selected
    Give you valuable insight into market trends and the knowledge to maximize
     your channel’s value




www.hawkeyechannel.com   © 2010 hawkeye, all rights reserved.                35
Partner Advisory Councils
Planning a Meeting
A successful PAC meeting begins with the planning:
                    Recruiting
                    • Partners recognized as leaders, with significant information and expertise
                    • Select partners to represent your partner base
                    • Select a good working group size – about 15
                    • Ensure that partners can commit to at least one year of participation (no more than
                      5 years)


                    Structure
                    • Plan on meeting formally twice per year
                    • Duration – about 1.5 days of discussion
                    • Structured roundtable discussions
                    • Provide access to executives


                    Expectations
                    •    Time commitment
                    •    Communication
                    •    Access to senior executives
                    •    Results

www.hawkeyechannel.com    © 2010 hawkeye, all rights reserved.                                         36
Partner Advisory Councils
During the Meetings




   Make it                              Senior                   Minimize
   meaningful                           Management               evangelizing
   • Partners are                       Participation            • Focus on listening!
     businesspeople –                   • Builds credibility
     ensure their time on               • Partners feel valued
     the PAC is a                         if key decision
     worthwhile                           makers are present
     investment of their                  to act on PAC
     time                                 recommendations




www.hawkeyechannel.com   © 2010 hawkeye, all rights reserved.                            37
Partner Advisory Councils
Post-Meeting




It is essential to follow-up after PAC
meetings:
   Translate PAC learnings into action
     • Program changes
     • Product/solution enhancements
   Provide periodic updates to the
     PAC




www.hawkeyechannel.com   © 2010 hawkeye, all rights reserved.   38
CONCLUSION




www.hawkeyechannel.com   © 2010 hawkeye, all rights reserved.   39
Conclusion
Keys to Your Partner Enablement Strategy
  Realign your partner segmentation strategy
    • Use partner segmentation analysis to guide your channel investments
    • Identify not only top performers but partners showing strong growth potential
  Perform regular channel health checks
    • Use these ―audits‖ to measure whether programs and tools achieve your goals
    • Obtain partner feedback before shifting priorities
  Research gives you insight into partner needs
    • Be selective in your research efforts
    • Ensure that partners know you have listened and acted on their feedback – circle
      back!
  Strengthen ties with key partners with a PAC
    • Use them as a sounding board for channel program strategies and tactics
    • Share technology road maps
    • Obtain buy-in for your enablement strategy

                      Free White Paper from hawkeye:
            Partner Segmentation: Best Practices in Ranking and
                          Prioritizing Your Partners

www.hawkeyechannel.com   © 2010 hawkeye, all rights reserved.                         40
THANK YOU
William Gilsing                                                 wgilsing@hawkeyeww.com
VP, Global Channel Strategies                                              425.656.5891




www.hawkeyechannel.com   © 2010 hawkeye, all rights reserved.

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Keys To Building A Winning Partner Enablement Strategy

  • 1. The Keys to Building a Winning Partner Enablement Strategy February 11, 2010 William Gilsing, VP Global Strategies www.hawkeyechannel.com www.hawkeyechannel.com
  • 2. hawkeye’s Partner Enablement Series Winning Partner Enablement Strategy Our 2010 webinar series with Baptie focuses on partner enablement.  Today – Keys to Building a Winning Partner Enablement Strategy  April 22 – Enable Your Partners with Proven Solutions • Deal registration • MDF • Global payments  June 22 – Best Practices in Partner Rewards • Best-in-class approach to partner rewards • Case study in implementing a reward/incentive solution  October 20 – Innovative Communications and Training to Enable Partners • Communication solutions to engage partners • Training and certification www.hawkeyechannel.com © 2010 hawkeye, all rights reserved. 2
  • 3. Solutions for the world’s leading companies. Why hawkeye? You can depend on hawkeye to maximize your channel investments 2009 Hawkeye introduces 2007 Hawkeye PartnerConduit and expands into SaaS offerings 2003 Hawkeye Asia Pacific expands into Europe 2000 Hawkeye acquires Cohesion 1998 Hawkeye Group founded Channel focused. Strategic, experienced minds. Rare insight into emerging channel trends with a quest for game-changing opportunities. 1996 Cohesion, Inc. founded Results driven. Flawless execution in translating strategic concepts into real channel solutions with a laser focus on results. www.hawkeyechannel.com 3
  • 4. Winning Partner Enablement Strategy Hawkeye Channel Practice hawkeye’s mission is to develop and execute innovative, technology- enhanced channel marketing strategies and programs that allow our clients to deliver incremental channel growth in terms of mindshare, channel solutions, and indirect sales. Channel Programs new! Enablement Channel Channel Strategy Performance Collaboration Insight Measurement Growth Assessment Reach Best Practices Profitability www.partnerconduit.com Improving the Value of Channel Relationships www.hawkeyechannel.com
  • 5. Today’s Agenda Winning Partner Enablement Strategy Pinpoint and enable partners worldwide to increase revenue and penetrate new customer segments.  Prioritize partner segments to optimize channel investments  Conduct channel performance ―health checks‖  Leverage partner input • Qualitative research • Partner Advisory Councils www.hawkeyechannel.com © 2010 hawkeye, all rights reserved. 5
  • 6. PARTNER SEGMENTATION AND ANALYTICS www.hawkeyechannel.com © 2010 hawkeye, all rights reserved. 6
  • 7. Partner Segmentation and Analytics Understanding Your Partner Base Optimizing your channel investment starts with understanding two key points about your partner base: 1. Identify partners currently contributing significantly to your channel revenue stream 2. Identify partners with potential to contribute significantly to your channel revenue stream www.hawkeyechannel.com © 2010 hawkeye, all rights reserved. 7
  • 8. Partner Segmentation and Analytics Segmentation and Analytics Segmentation/Tiering exercises help you not only understand current top-performing partners, but segmenting out partners with the potential to perform well. Analytics provide you with more detailed snapshots of partner group performance and trends. www.hawkeyechannel.com © 2010 hawkeye, all rights reserved. 8
  • 9. Partner Segmentation and Analytics Partner Segmentation & Tiering Population Wealth 20% 80% 80% Wilfredo Pareto 20% Use for “looking backwards” and “looking forward” Use for understanding and prioritization of accounts independent of or in conjunction with any other “tiering” or partner “labels” www.hawkeyechannel.com © 2010 hawkeye, all rights reserved.
  • 10. Partner Segmentation and Analytics Tiering Accounts % Accounts Performance 5% Actual % 20% 15% Results 45% XX% 30% XX% XX% 80% 50% XX% % Results Expectation 50% 30% We use a 4 level Pareto distribution 15% rather than the usual 20% / 80% “rule” 5% to provide better granularity and especially to identify XX% 45% the lower level 45% of partners who are expected to 80% XX% provide 45% of revenue. 20% XX% 10 www.hawkeyechannel.com © 2010 hawkeye, all rights reserved.
  • 11. Partner Segmentation and Analytics Facilitating Partner Growth Encouraging and enabling partners to grow to a higher tier requires:  Coverage and capacity understanding • Who are the value accounts with growth True potential? Partner  Programs Value • Hard and soft benefits for moving up • Revenue growth support (leads, MDF, etc.)  Competency enhancement • Practical means of supporting partners to sell and support solutions and customer segments  Communication and engagement • Effective indirect communications and information access • Prioritized and efficient direct ―touch‖ www.hawkeyechannel.com © 2010 hawkeye, all rights reserved. 11
  • 12. Partner Segmentation and Analytics What You Do Depends on What You Want Solution Goal Expand Current Strategies and tactics to Customer Types encourage and enable your value partners to grow from Target New Existing Customer Size one tier to the next will be Segment somewhat or considerably Target New different depending on: Customer Vertical Revenue Segment Target  Is it an existing or new Sell to Current product, solution, or service? Customer Types  Are you targeting the current New types of customers you have, Sell to New or new customer types – size Customer Types segment / vertical segment? www.hawkeyechannel.com
  • 13. Partner Segmentation and Analytics Road Map to Success Partner Data Collection and Analysis Identify and “populate” the partner data base with key attributes required for success with the product or solution Coverage and Capacity Understanding How many of what kinds of partners Which of your current partners have What is the priority for recruiting and do you have that could sell the the characteristics required to sell engaging individual partners for the service? the solution? existing solution? Program Design Recruiting Hard and Partner Skills Indirect and / or and Soft Benefits Enhancement Communications Enhancement Activation How do requirements of What different or What are best, easiest, What are best, easiest, What indirect current partner program additional rewards need affordable methods for affordable methods for communications and need to be modified or to be offered to insure partners to develop inbound and outbound “direct sales touch” enhanced for this specific the desired behaviors? knowledge and skills to communications for the resources can be applied solution / partner set? sell the solution? solution? to reaching the target partners Demand Generation How can we generate, or better yet enable the partner to drive, demand for the solution? Results Analysis, Action Plan Refinement, Expansion www.hawkeyechannel.com
  • 14. Partner Segmentation and Analytics The Role of Analytics Analytics are key to helping you understand issues and opportunities related to channel revenues and program performance and prognosis for the future (based on trend projections)  Maximize revenue and ROI of channel investment  Identify ―opportunistic‖ groups of partners for revenue growth  Reduce / refine ―wasted‖ program spend  Identify effective programs / actions for expansion  Improved forecasting www.hawkeyechannel.com
  • 15. Partner Segmentation and Analytics The Role of Analytics Basic data most everyone has  Sales out data  Program performance data (participation activity and costs)  Core partner attribute data (typically partner accreditation or ―tier‖ assignment)  Sales engagement (―managed’ versus ―unmanaged‖) Data that permits even more robust drill down and insights Depth and breath of analytics and  Account attributes like: actionable insights are limited only by data availability • Partner business models • Customer size segments targeted • Solutions offered Two key challenges: • Services offered 1. Buy-in & sponsorship of key stakeholders • Certifications held 2. Data accuracy & consistency • Competitors carried www.hawkeyechannel.com
  • 16. Partner Segmentation and Analytics The Role of Analytics  Pareto level assignment  Continuing vs. new account • Our breakout of the traditional 80% / 20% performance (―same store‖) ―rule‖ in to four levels for better partner • Are new accounts doing better or opportunity understanding and prioritization worse than continuing accounts, and what are the implications?  Total ―performance‖ • Especially important when partner • Total accounts base is being expanded • Revenue, program participation, expense, etc.  Program specific measures • Program participation, utilization, cost  Account activity frequency • ―Attach‖ rates / cross sell • How many partners are actually buying or participating in a program in any given • Return on investment against period or over time? incremental revenue  Average performance per account  Comparatives • How do accounts in different levels or (APA) with different attributes, who do or do • How much revenue and / or other not participate in different programs performance measure does each partner or perform vs. other accounts, or those groups of partners produce / incur in any who do not participate? given period or over time?  Account Base ―Churn‖ Top level and drill down to • How many partners have been added, specific products and partner how many have ―dropped out‖, and what attributes has been the impact on revenue? www.hawkeyechannel.com
  • 17. Partner Segmentation and Analytics Analytics: Overall and by Partner Attributes  Total and By Product / Solution Groups • Period to Period • Trends / Trend Forecast  Core Performance Measures • Partners Participating / Not Participating • Revenue • Buying / Activity Frequency P2P % Change - All • Average Performance per Account (APA) APA  Additional Measures $$$ Accounts • Account Base Churn Account Performance Churn By Classification -30% -20% -10% 0% 10% 50,000,000 Pareto Level 4 (Bottom 50%) New vs. Continuing 100% % Change from Previous Quarter 40,000,000 Pareto Level 3 (Next 30%) New vs. Continuing 90% – Count Adds, Drops, Net Change 30,000,000 80% 100% 70% 90% Pareto Level 2 (Next 15%) New vs. Continuing 60% 80% – Core Performance Measures / Results Add, 20,000,000 10,000,000 100% 70% 50% 90% 60% 40% Pareto Level 1 (Top 5%) New vs. Continuing 80% 30% 100%70% 50% Drop, Net Change 0 90%60% 40% 20% 80%50% 30% 10% 20% 0% 70%40% 10% • New vs. Continuing Accounts (Same Store) (10,000,000) 60%30% 0% Continuing Accounts New Accounts 50%20% (20,000,000) % A c c o unt s in Le v e l Continuing Accounts New%Accounts o rm a nc e Le v e l P e rf Platinum Gold 40%10% Business Distributor Unknow n 30% 0% % A c c o unt s in Le v e l % Le v e l P e rf o rm a nc e (30,000,000)Accounts / % % Revenue by Partner 20% Classification – New Count, Continuing Count 100% Drops 10% Adds 0% Continuing Accounts % A c c oNet Change unt s in Le v e l New Accounts % Le v e l P e rf o rm a nc e – New Performance versus Continuing Core 80% Continuing Accounts % A c c o unt s in Le v e l New Accounts % Le v e l P e rf o rm a nc e 60% Performance Measures 40% 20%  Segment Data Associations 0% P latinum Go ld B usiness P artner Unkno wn Other • Above by Partner Classification and / or % Accounts % All Revenue other partner attributes categories) • Above By Partner Classification within Pareto levels and / or ―Revenue Bands‖ www.hawkeyechannel.com
  • 18. Partner Segmentation and Analytics Analytics Key Points Complexity Executive Buy-in Consensus Practical Tool • Don’t confuse • Obtain buy-in • The successful • Analytics are analytics with from Finance, use of analytics more than an descriptive Channel requires analytic statistics. A Operations, consensus exercise; they skilled business Channel within your are a practical analyst with Marketing, and organization on tool that uses business Channel Sales. the data sets to solid industry use (sales, information to knowledge can marketing, etc.) guide your perform the and what you channel required and want to report investments sophisticated number crunching. www.hawkeyechannel.com © 2010 hawkeye, all rights reserved. 18
  • 19. HEALTH CHECKS www.hawkeyechannel.com © 2010 hawkeye, all rights reserved. 19
  • 20. Health Checks What are Health Checks? Hawkeye recommends partner program audits – ―health checks‖ – to better help you understand your program offerings, processes and business rules and to identify opportunities for improvement. The results of a program health check are prioritized, actionable recommendations. Health Checks by Program Offering Partner Forecasting & Prioritization Partner Communication Channel Coverage & Capacity Incentive Management: Planning Promotions, SPIFs, Rebates Opportunity Management MDF & Co-marketing Programs Partner Marketing & Sales Tools www.hawkeyechannel.com © 2010 hawkeye, all rights reserved. 20
  • 21. Health Checks General Health Check Approach A health check review should be able to answer these kinds of general questions about your program offering:  Analysis of the program business rules and processes  Does the program motivate the desired partner behavior?  Is the program well integrated with other programs and offerings?  Does the program include metrics to measure outcome/ROI?  Is the program implemented globally with appropriate regional localization?  Does the program enable partners and align with best practices for that type of program? www.hawkeyechannel.com © 2010 hawkeye, all rights reserved. 21
  • 22. Health Checks Key Issues - Checklist Top Level RTM Partner Programs  How do I determine if I should or could go  What do I need to enable my partners after a particular segment? and how do I accomplish it?  What are the right RTM approaches and  What are the most critical things – and in mix of direct and indirect sales? what priority – do I need to offer different  How do I organize and present my partner types? channel ecosystem so that my entire  How do my hard and soft program organization can understand and buy-in to benefits stack up against BIC and my it? competition? Channel Coverage & Capacity  How do I test and validate my program value proposition?  How target customers want and need to  How do I optimize my channel program acquire my products and solutions? spend?  How many of what kinds of accounts do I  How do I best measure the performance have and how are they performing? of my partner programs?  How many of what kinds of partners to I need to achieve revenue / segment goals? Partner Communications  What are the practical methods of valuing  What are the best practices for partner and forecasting that I can realistically communications and sales engagement? apply in my organization?  How do I efficiently and effectively  What is the gap between what I have and manage the flow of the right messages to what I need? the right partners through the right  How do I build a target list of partners to media? recruit? www.hawkeyechannel.com © 2010 hawkeye, all rights reserved. 22
  • 23. Health Checks Design & Implement Programs Based on Partner Lifecycle Plan & Create Recruit Enable Sell Service Retain Demand Partner Strategy/Tactics  Provide value  Tools, systems  Marketing  Clear  Partner-specific  Partner proposition to and training/ program and engagement technical development and target and certification to resources to policies and resources and collaboration recruit partners enable partners access new pricing assistance and to fill to identify/ markets and  Partner geographic and close acquire new  Profitable, communications. market opportunities, customers. easy-to-execute coverage needs sell and deploy transactions solutions and fulfillment Partner Programs/Treatments  Profiling,  Leads/Oppty  Pre and post  Rewards and Registration,  Training and  Co-op/MDF Mgmt sales support. incentives Qualification Certification  Advertising  Joint sales calls  RMA policy and  Advisory boards,  Self-service,  Demo/Eval  Matchmaking procedures product briefings collaborative  Roadmap  Channel PRM  Co-op/MDF customer sat Performance Analytics www.hawkeyechannel.com
  • 24. Health Checks Health Check Example: Opportunity Registration Audit checklist:  Reduce administrative burden  Review program participation – are the right Enter Review Opportunity Opportunity partners registering the right opportunities?  Review program uptake/usage  Consider ability to support different partners, Approve Win different kinds of deals/flexibility Opportunity Business  Reporting  ROI  Reduce program complexity Review Make Claim  Audit reward levels – Competitive? Effective? Do Claim they reward the right behavior?  Analyze processes – Review opportunities to streamline, automate Approve Payment Claim Processing  Trustworthy to partner?  Integration with other applications, databases  Payment process – Timely? Able to support multiple Reporting currencies? Compliant with regulations? www.hawkeyechannel.com 24
  • 25. Health Checks Health Check Example: Partner Communication  Extranets & Intranets  Newsletters & RSS  Partner Locator Tools Map messaging and  Targeted Collateral methods to goals &  Sales & Marketing Tools objectives  Blogs & Forums To Field Measure, evaluate & Push the right To Partner modify messaging and information to the right Thru Partner communications users at the right time To Customer  Measure page views, page Centralize all hits, and click-throughs communications on  Use surveys, interviews easy-to-use “self- and/or focus groups service” portals www.hawkeyechannel.com 25
  • 26. Health Checks Health Check Example: Incentive Management Audit Checklist  Map rewards to behaviors  Reward desired behaviors  Review program flexibility  For partner types  For localization  Provide end user tools & training  Review program communication  Evaluate ease of use  Reduce administrative burden  For partners  For program administrators  User guides, documentation  Opportunities to automate, streamline  Analyze program ROI  Provide differentiation between tiers  Effective reporting?  Integration with other tools, databases  Analyze payment process, regulatory compliance www.hawkeyechannel.com © 2010 hawkeye, all rights reserved. 26
  • 27. Health Checks Health Check Example: Incentive Management Channel Programs Channel Strategy • Channel spend Analysis • Program Economics • Program Effectiveness Partners, Individuals, Managers Teams Earn • Sales In Spend • Sales Out (POS) • Business Incentives • Training/Certification • Promotions • Leads Referrals • Rebates • Customer Sat • Reimbursements • Business Process • Training, etc. Analyze: Improve Program Spend Effectiveness www.hawkeyechannel.com © 2010 hawkeye, all rights reserved. 27
  • 28. RESEARCH & PARTNER ADVISORY COUNCILS www.hawkeyechannel.com © 2010 hawkeye, all rights reserved. 28
  • 29. Research & Partner Advisory Councils Beyond the Numbers Enabling your partners involves more than looking at the data about program offering usage – you also want insight into why partners adopt some behaviors. Partners also have insights into your end customers’ needs as well as unique perspectives on trends and anticipated needs to sell your solution. Qualitative research and Partner Advisory Councils help you understand partner perceptions of your program. www.hawkeyechannel.com © 2010 hawkeye, all rights reserved. 29
  • 30. Research & Partner Advisory Councils Why Use Research Research provides insights into programs and partners that helps you understand partner behavior beyond program metrics and data analytics.  Assess partner satisfaction with current programs and identify and prioritize enhancements  Develop and enhance indirect sales strategies and partner programs using information specific to the individual program  Understand how programs and strategies stack up in the marketplace and against the competition  Know what partners need to enhance their business and facilitate sales of solutions and products www.hawkeyechannel.com © 2008 hawkeye, all rights reserved. 30
  • 31. Qualitative Research “Do’s” Research & Partner Advisory Councils  Do engage in research that leads to change – no ―research for research’s sake‖  Do communicate back to your partner community – don’t raise expectations about a program by conducting research and then ignore what your partners tell you  Do update your partners on changes made to your program as a result of research learnings  Do value your partners’ time – keep research efforts tightly focused.  Do coordinate research efforts across business units so that you don’t ―research your partners to death‖  Do make research a regular part of your partner enablement strategy as you continue to make program adjustments and enhancements www.hawkeyechannel.com © 2010 hawkeye, all rights reserved. 31
  • 32. Research & Partner Advisory Councils Talk With Your Partners Qualitative research techniques rely on relatively small groups of participants and are not analyzed statistically. Examples include focus groups and interview studies. Not another survey! www.hawkeyechannel.com © 2010 hawkeye, all rights reserved. 32
  • 33. Research & Partner Advisory Councils Planning a Research Engagement Research design is unique for each study and is developed through scoping. Some of the items discussed:  Ultimate goal of the research—  Will the study be blind or what is the desired outcome? sponsored? Who at the  What is the desired time frame? company will provide specific  What is the geographic reach sponsorship if participants for the study? Affects not only need to verify authenticity? language/translation, but timing  Recruitment, contact lists given holidays in various  Anonymity— assumed for all, regions, identification of unless internal stakeholders appropriate methodology since are to be identified some techniques are not  Participants’ stake in the successful in some regions. research, incentives  Participants— who, how many (honoraria, sharing results,  What other research has been etc.) conducted similar to this or with  Budget the projected participants? www.hawkeyechannel.com © 2008 hawkeye, all rights reserved. 33
  • 34. Partner Advisory Councils Why establish a Partner Advisory Council? Partner Advisory Councils help you stay in tune with partner needs as well as market trends and even end-customer needs. PACs can give you a significant competitive advantage, helping you to establish a clear differentiation from your competitors. www.hawkeyechannel.com © 2010 hawkeye, all rights reserved. 34
  • 35. Partner Advisory Councils Advantages of a Partner Advisory Council (PAC) A thoughtfully designed and implemented PAC can become the cornerstone for establishing strong manufacturer-to-partner relationships. PACs can help you continually fine-tune your partner enablement by through effective dialogue with key, knowledgeable partners.  Provide a formal, highly visible feedback vehicle  Build trust  Provide prestige to the partners selected  Give you valuable insight into market trends and the knowledge to maximize your channel’s value www.hawkeyechannel.com © 2010 hawkeye, all rights reserved. 35
  • 36. Partner Advisory Councils Planning a Meeting A successful PAC meeting begins with the planning: Recruiting • Partners recognized as leaders, with significant information and expertise • Select partners to represent your partner base • Select a good working group size – about 15 • Ensure that partners can commit to at least one year of participation (no more than 5 years) Structure • Plan on meeting formally twice per year • Duration – about 1.5 days of discussion • Structured roundtable discussions • Provide access to executives Expectations • Time commitment • Communication • Access to senior executives • Results www.hawkeyechannel.com © 2010 hawkeye, all rights reserved. 36
  • 37. Partner Advisory Councils During the Meetings Make it Senior Minimize meaningful Management evangelizing • Partners are Participation • Focus on listening! businesspeople – • Builds credibility ensure their time on • Partners feel valued the PAC is a if key decision worthwhile makers are present investment of their to act on PAC time recommendations www.hawkeyechannel.com © 2010 hawkeye, all rights reserved. 37
  • 38. Partner Advisory Councils Post-Meeting It is essential to follow-up after PAC meetings:  Translate PAC learnings into action • Program changes • Product/solution enhancements  Provide periodic updates to the PAC www.hawkeyechannel.com © 2010 hawkeye, all rights reserved. 38
  • 39. CONCLUSION www.hawkeyechannel.com © 2010 hawkeye, all rights reserved. 39
  • 40. Conclusion Keys to Your Partner Enablement Strategy  Realign your partner segmentation strategy • Use partner segmentation analysis to guide your channel investments • Identify not only top performers but partners showing strong growth potential  Perform regular channel health checks • Use these ―audits‖ to measure whether programs and tools achieve your goals • Obtain partner feedback before shifting priorities  Research gives you insight into partner needs • Be selective in your research efforts • Ensure that partners know you have listened and acted on their feedback – circle back!  Strengthen ties with key partners with a PAC • Use them as a sounding board for channel program strategies and tactics • Share technology road maps • Obtain buy-in for your enablement strategy Free White Paper from hawkeye: Partner Segmentation: Best Practices in Ranking and Prioritizing Your Partners www.hawkeyechannel.com © 2010 hawkeye, all rights reserved. 40
  • 41. THANK YOU William Gilsing wgilsing@hawkeyeww.com VP, Global Channel Strategies 425.656.5891 www.hawkeyechannel.com © 2010 hawkeye, all rights reserved.