Cloud Channel Dynamics - Channel Growth

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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 checklist

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Cloud Channel Dynamics - Channel Growth

  1. 1. Contact:    Leahanne.Hobson@Alinea-­‐Partners.com  
  2. 2. 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.’      
  3. 3. 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.  
  4. 4. Scary?And a bit uncomfortable?
  5. 5. old products & services becoming less valuable!cloud !transformation!is disruptive!
  6. 6. Easier for vendors to sell direct!... making traditional resellers less relevant!
  7. 7. 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  
  8. 8. 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 GmbHGeFng  the  Context  Right  
  9. 9. 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?    
  10. 10. Scary?And a bit uncomfortable?Need Help?
  11. 11. 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.  
  12. 12. 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  
  13. 13. Addendum  
  14. 14. CHANNEL MAPPING –The Foundation Strong Channel Development and Partner Program success
  15. 15. BrandingStrategic priorities:Partner Value Propositions & BenefitsPartner Contributions & Participation• Program name + logo• Segment nomenclature• Level designations + logos• Artwork & terms of use• Other relevant terminologyUSPs:• Channel economics (full-spectrum model)•  TCO sensitive• Commercial entitlements• Sign-up process• Participation criteria•  Value-based configurator (calculator)ProgramAdministration• Soft benefits• RationaleImplementation & Roadmap:PreparationPREVIEW Steady-state industry-leading programLonger-term evolutionProgramBudgetProjectPlanLong-termComms PlanOn-boarding& trainingCollaterals,Tools and PortalecosystemPhase 1Execution & Support InfrastructureCustomer value:Channel Map:Project  Framework  –  Pro  Forma  

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