2012.11.13 - How to accelerate IT Channel's Transition to Selling and Delivering Measurable Business Outcomes to Customers
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2012.11.13 - How to accelerate IT Channel's Transition to Selling and Delivering Measurable Business Outcomes to Customers

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This presentation has been prepared by members of the Channel Focus Western Europe Working Group who worked during workshops on ways to accelerate the transition of the existing IT Channel to the ...

This presentation has been prepared by members of the Channel Focus Western Europe Working Group who worked during workshops on ways to accelerate the transition of the existing IT Channel to the delivery of measurable Business Outcomes to their Customers.
This material will be leveraged during the 2012 Western Europe Channel Focus Event - 13 & 14th of November - Brussels to discuss the issue among peer vendors, distributors and channel partners.
Feel free to join the Working Group by contacting Rod Baptie [Baptie], Wolfgang Ebermann [Microsoft], Loic Simon [IBM] or any other member of the Working Group Committee.
You may also join the Working Group online: http://channelfocus.baptie.com/groups/westerneuropeworkinggroup/default.aspx

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2012.11.13 - How to accelerate IT Channel's Transition to Selling and Delivering Measurable Business Outcomes to Customers 2012.11.13 - How to accelerate IT Channel's Transition to Selling and Delivering Measurable Business Outcomes to Customers Presentation Transcript

  • How to Accelerate IT Channel’sTransition to Selling andDelivering MeasurableBusiness Outcomesto Customers? Western Europe Working Group
  • The Issue: The IT Channel has always [mostly] sold “Plumbing”The “Plumbing” is going away…
  • The Challenge:The Customers• Want to discuss how to make their businesses more productive, successful and profitableThe Partners• Have never had these conversations• Are [mostly] technical & not business orientedThe Challenge for the Vendors• Is HOW to enable the partners to discuss the things our customers want to talk about!
  • It all starts with the Customerrequesting IT to be a strategicinvestment to secure company’sgrowth and profitability agenda
  • IT must provideBusiness Solutions which deliverBusiness Outcomes.
  • Enterprise Customersneed customized solutionsaddressing specific business needsIT needs to solve real business problems through an end-to-end offering: Understanding my problem Proposing an end-to-end solution Showing me real Business Outcomes Deploying solution in transparent way with legacy systems Supporting and administrating the solution for me Co-managing solutions’ life-cycle [monitoring & reporting]
  • SMB Customersneed turnkey scalable solutionsIT needs to help: run my business more effectively [ROI] answer my needs in a cost-efficient way [TCO] allow me to scale up or down as my business grows or changes
  • IT Channel Roles must evolve to deliver on these needs:We suggest the Triple V model ! VAI VAM VAV
  • VAIValue Added Integrator Delivers the value to the customer
  • VAM Value Added MediatorMediates and delivers between VAI and VAV
  • VAV Value Added VendorBuilds the product/solution/service and enables the Channel
  • Customers VAIs VAMs VAVs
  • VAIValue Added IntegratorTo answer Customers’ needs,the VAI must be positioned as aTrusted Advisor
  • … which requires the VAI to change its Customer Engagement Model: Moving from a Transactional/Box/Technology Selling approach… …to a Business Outcomes Selling Approach
  • …which requires the VAI to understand, design, pre-sell, sell, deliver, support... end to end solutions Moving from industry agnostic/technology skills  to Vertical/Business expertise Moving from point product delivery  to end to end solution delivery
  • … which requires the VAI to focus and to partner: Which key expertise should the company be based upon? Acquire/develop necessary skills and deliver them « in house » Focus on solution enhancements with services that differentiate VAI from competition Which complementary expertise should come from partnerships/alliances ? Examples: business consulting, technology platforms…
  • Focus: Business Model(s) Offering(s) Target Market(s)Allows Clear understanding of core skills to be kept/developed internally  differentiation power Clear understanding of target partners profiles and skills  complementing power Deep understanding of Target Market Business issues & needs  competitive power Clear Position that can be communicated to customers/partners  advisory power
  • Partnerships:Depend on VAI’s own focus: Business Consulting Experts & Business Influencers Technology VAVs [multi-vendors!] [Cloud] Platform VAVs [eg IaaS, SaaS] ISV, SaaS, BPaaS Experts Business Enablers [eg Telco...]Allow End to End Solution to Customer Focus by each Partner Mutualized Go-to-Market…
  • The VAI – Value Added Integratorneeds to develop a revenue & profit GrowthBusiness Model based on showing VAIBusiness Outcomes to Customersand providing end-to-endSolutions [consulting, selling,implementing, managing,supporting, enhancing]through Focus andPartnerships
  • VAMValue Added MediatorTo answer VAVs and VAIs’ needs,the VAM must be positioned as aTrusted Business Mediator
  • … which requires the VAM to transition from being a simple Distributor… Transition from a static & VAV-following oriented product stocking & funding warehouse  to a dynamic, process oriented, business engaged entity that enables VAI and VAVs to find & facilitate each other. Understand, position and represent multiple complementary VAVs Focus on deep engagement with selected VAIs that excel in specific sectors and/or solutions
  • ... in order to mediate Value Outcome Find ‘hooks’ & ‘enhancements’ to enrich the end-to-end solution Build part of the way for the VAI by ‘packaging’ logical license schemes & solutions over various products/services from various VAVs Thus warranting for the VAV the adoption level of his product into Next Gen end-to-end solutions
  • The VAM – Value Added Mediatormust build a value sales offering thateither the VAV or the VAI can’t orwon’t build and offer specificservices to VAV to allowaccelerated and inscale VAI channelrecruitement &activation. VAM
  • VAVValue Added VendorTo answer Customers, VAIs andVAMs’ needs, the VAVmust be positioned as a realTrusted Solution Enabler
  • [1] Understand where the VAV himself fits: What can be the end to end Solutions and Business Outcomes that are required by Customers ? Where do my products/offerings fit in the Solution, now and tomorrow?
  • [2] Recruit VAIs by assessing their capabilities & readiness against… New Value Selling model Potential end to end solutions
  • [3] Develop VAIs’ readiness to intended markets and new solutions Next to technical product readiness… Put new focus on “Salesforce readiness” on Value Selling aspect !
  • [4] Enhance Partner [VAI] Incentive Model Next to product selling incentives… Provide pre-sales “Value Selling” incentives.
  • [5] Promote and Facilitate P2P Help VAI Focus Help VAI Partner with Partners
  • The VAV – Value Added Vendormust look at the end to end solutionthat is required by the Customers,self-select where its offering(s) fitand enable VAIs to sell anddeliver Business Outcomesby helping them focusand partner. VAV
  • New IT Channel Models also mean New Roles:Solution Alliance Manager SAM
  • SAMSolution Alliance ManagerSenior Role [GM role] reporting directly to SolutionSelling Business UnitDefines the Solution GTM offerings based oncustomer target audiences & needs Identifies relevant strategic alliance partnerships Carries Business Unit Sales Quota Both in VAVs and in VAMs
  • In Summary IT Future:IT must provide Business Solutions which deliverBusiness Outcomes Transformation needed:New Triple V Model (VAI, VAM, VAV)Focus & Strategic Partnerships Catalyst to lead Transformation:Solution Alliance Manager
  • Next Steps Customer VAI SAM VAM SAMQ&A VAVJoin Lunch Break-outJoin our Channel Focus Western Europe Working Grouphttp://channelfocus.baptie.com/groups/westerneuropeworkinggroup/default.aspx