cloud channel dynamics - channel growth
DESCRIPTION
How disruptive is The Cloud? Are you or your partners choosing conventional approaches to sales and channel enablement and development? Are you doing enough to differentiate in your go-to-market strategy and plans? Walk through some of the issues and do a temperature check on your own organisation (or your partners') with our checklistTRANSCRIPT
Contact: Leahanne.Hobson@Alinea-‐Partners.com
Cloud Compu)ng
Where have all our partners gone?
Forrester ‘Cloud transforma/on will lead to the a4ri/on (read:
elimina/on) of up to 15% of the channel.’
Gartner Group
‘A4ri/on under cloud transforma/on will eliminate 40% of the exis/ng channel.’
Conven/onal channel …
business models and customer engagements will lead to declining
revenue and profit opportuni/es unless solu/on providers change
– and con/nue to change –
everything they think about the market
and their role in it.
Scary?
And a bit uncomfortable?
old products & services becoming less valuable!
cloud !transformation !is disruptive!
Easier for vendors to sell direct !... making traditional resellers less relevant!
Survival – not to men)on profitability and viability -‐
requires radical change in business models & go-‐to-‐market structures
– which the majority of solu)on providers are ill equipped for, and – the majority of vendors con)nue with tradi)onal approaches
... Nimble, agile ‚transforma9on‘ is required
It’s not about Programs… … it’s about experiences …. communi9es … inflec9on points… paradigm shiA
It’s not about Vendors, VADs, VARs, SI, etc…. … it’s about what you know, what you can do, who you can access/refer to. It’s behaviourial
It’s not even about mulDchannel ... … It’s about diversified ecosystems and community building
And, it’s no longer about ‘gives & gets’ either … … it’s about out of the box GTM combina9ons for mutual wins
AleneaPartners GmbH
GeFng the Context Right
Temperature Check – what about you?
• Have you reconciled your direct vs. indirect strategies? How many nontradi)onal organsa)ons are targeted?
• Do you know which of your partners are most likely to go under in the next 18 months?
• What does your partners’ hiring funnel for sales and marke)ng professionals look like? How strong is marke)ng?
• What are you doing to support partner service development for support, licensing, customiza)on, provisioning and management?
– What about advanced business applica)ons and analy)cs?
• Do you treat your sales force as a homogenous group?
• Do you s)ll treat your custmers as a, somewhat, homogenous group?
• How many hyper-‐growth partner business plans do you have (+10M)?
• How good is the end customer research that you provide your salesforce? • How many partners have their own intellectual property as a differen)ator?
• Who thinks this is a phase?
Scary? And a bit uncomfortable?
Need Help?
Alinea Partners Consul)ng
• 2005: HQ: Vienna, Austria (circa. 30 SMEs European-‐wide)
• 2013: Marke)ng campaign, lead genera)on and nurturing capabili)es are a global capability and run through a preferred partner (Offices: Brussels, Sofia, Singapore circa. 60 SMEs).
A European strategy, channel development & marke/ng agency.
We offer strategic go-‐to-‐market programs that help companies achieve new levels of growth – changing or evolving business models to more effec/vely compete in new markets, posi/on more compe//vely, partner and sell
be4er and define new revenue opportuni/es.
Clients include: Alcatel-‐Lucent, Avnet Embedded, Cisco, BASE (a KPN subsidiary), Convergys Corpora)on, Deutsche Telekom, Dell, Fujitsu Technology Solu)ons, IBM, Intel, Microsoi, NEC UK, Prediki, Pilotlite Ventures, SaaSPlaza, Sun Microsystems, Tangoe, Telekom Slovenije, Aventa, SiOL, UPC, miscellaneous financial investment firms, etc.
Competencies
• Strategy, Business Model Design and Go-‐to-‐Market
• Mul)channel Sales Enablement • Channel Growth
– New, nontradi)onal channel development/partnering • Marke)ng
• Social Media Mentoring Programs and Analy)cs
• Big Data Crunching, Analysis and Persona Development • Lean Start-‐ups
– Business planning, customer feedback, Board development, funding contact support
• Cloud Compu)ng: High Technology, Telecommunica)ons – organisa)ons of all sizes
Addendum
CHANNEL MAPPING – The Foundation Strong Channel Development and Partner Program success
Branding Strategic priorities:
Partner Value Propositions & Benefits
Partner Contributions & Participation
• Program name + logo • Segment nomenclature
• Level designations + logos
• Artwork & terms of use • Other relevant terminology
USPs:
• Channel economics (full-spectrum model) • TCO sensitive • Commercial entitlements
• Sign-up process • Participation criteria • Value-based configurator (calculator)
Program Administration
• Soft benefits • Rationale
Implementation & Roadmap: Preparation
PREVIEW Steady-state industry-leading program Longer-term evolution
Program Budget
Project Plan
Long-term Comms Plan
On-boarding & training
Collaterals, Tools and Portal
ecosystem
Phase 1
Execution & Support Infrastructure
Customer value:
Channel Map:
Project Framework – Pro Forma