Keys To Building A Winning Partner Enablement Strategy


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Tasked with the constant need to identify, prioritize, target, invest, and measure the performance of your partners? Transform your channel by effectively enabling your partners. Explore key strategies in this insightful presentation.

Keys To Building A Winning Partner Enablement Strategy

  1. 1. The Keys to Building a Winning Partner Enablement Strategy February 11, 2010 William Gilsing, VP Global Strategies
  2. 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 © 2010 hawkeye, all rights reserved. 2
  3. 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. 3
  4. 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 Improving the Value of Channel Relationships
  5. 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 © 2010 hawkeye, all rights reserved. 5
  6. 6. PARTNER SEGMENTATION AND ANALYTICS © 2010 hawkeye, all rights reserved. 6
  7. 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 © 2010 hawkeye, all rights reserved. 7
  8. 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. © 2010 hawkeye, all rights reserved. 8
  9. 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” © 2010 hawkeye, all rights reserved.
  10. 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 © 2010 hawkeye, all rights reserved.
  11. 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‖ © 2010 hawkeye, all rights reserved. 11
  12. 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?
  13. 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
  14. 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
  15. 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
  16. 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?
  17. 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‖
  18. 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. © 2010 hawkeye, all rights reserved. 18
  19. 19. HEALTH CHECKS © 2010 hawkeye, all rights reserved. 19
  20. 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 © 2010 hawkeye, all rights reserved. 20
  21. 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? © 2010 hawkeye, all rights reserved. 21
  22. 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? © 2010 hawkeye, all rights reserved. 22
  23. 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
  24. 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? 24
  25. 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 25
  26. 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 © 2010 hawkeye, all rights reserved. 26
  27. 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 © 2010 hawkeye, all rights reserved. 27
  28. 28. RESEARCH & PARTNER ADVISORY COUNCILS © 2010 hawkeye, all rights reserved. 28
  29. 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. © 2010 hawkeye, all rights reserved. 29
  30. 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 © 2008 hawkeye, all rights reserved. 30
  31. 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 © 2010 hawkeye, all rights reserved. 31
  32. 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! © 2010 hawkeye, all rights reserved. 32
  33. 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? © 2008 hawkeye, all rights reserved. 33
  34. 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. © 2010 hawkeye, all rights reserved. 34
  35. 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 © 2010 hawkeye, all rights reserved. 35
  36. 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 © 2010 hawkeye, all rights reserved. 36
  37. 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 © 2010 hawkeye, all rights reserved. 37
  38. 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 © 2010 hawkeye, all rights reserved. 38
  39. 39. CONCLUSION © 2010 hawkeye, all rights reserved. 39
  40. 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 © 2010 hawkeye, all rights reserved. 40
  41. 41. THANK YOU William Gilsing VP, Global Channel Strategies 425.656.5891 © 2010 hawkeye, all rights reserved.
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