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1. FY16
Alliances
&
Channels
-­‐
Partner
Office
Hours
Go
To
Market
Overview
​ Tom
Williams
​ Regional
Vice
President,
AMER
Go
To
Market
Alliances
&
Channels
​ March
2015

2. Ques-ons
will
be
reserved
un-l
the
end
Please
post
all
quesKons
to
the
chat
window
addressed
to
“all
panelist”
on
your
right

3. By
the
end
of
this
presenta-on,
you
will
understand…
• How
Partner
Coverage
Model
is
different
than
in
the
past
• Working
with
the
Direct
Sales
OrganizaKon
–
what’s
the
deal?
• Opportunity
Management
• The
Partnering
“Do
Step”

4. Align
the
MarkeKng
Cloud
Partner
Eco
System
with
the
Salesforce
direct
selling
organizaKon
to
drive
ACV,
Client
Success
and
Partner
Success
across
every
region,
territory
and
verKcal.
MISSION:

5. Lead Generation
BIGGER DEALS
Higher Win RatesFASTER
New Logos
Industry
Depth
Faster Time to Value
Stickier Customers
Drive
Renewals
Relationships
Account
Intel
SUPPORT
Thought
Leadership
DEMO
(CMO)
CLOSES

6. Going
To
Market
in
FY16
RE-­‐SELL
CO-­‐SELL
Partner
supports
close
of
an
exisKng
SFDC
opportunity
(e.g.,
previously
unknown
intelligence,
customer
account
relaKonship,
etc.);
includes
Partner-­‐Led
JOINT
SOURCED
ISV
CLOUD
RESELLER
Partner
idenKfies
previously
unknown
oppty
̶ IdenKfied
by
partner
in
account
planning
̶ Lead
submiced
through
partner
portal
̶ License
sold
to
partner
for
internal
use
̶ Lead
generated
as
result
of
partner
event
Partners
who
combine
the
resale
of
SFDC
licenses
with
their
own
intellectual
property,
typically
through
apps
listed
on
the
AppExchange
Partners
who
resell
ETMC
and
SFDC
licenses
while
also
providing
services,
markeKng
and
support;
includes
fulfillment
resellers
used
due
to
constraints
working
with
governments
or
local
currencies

7. Why Partner Now?
FY14 H1 FY15 H1
Partner No
Partner
Partner No
Partner
EBU 43% 23% 47% 17%
MM/GB 52% 36% 48% 26%
ESMB 41% 31% 48% 32%
TOTAL 45% 28% 47% 23%
Source: Salesforce A&C FY14 & FY15
Close
rates
INCREASE
when
partners
are
involved.
Partners
help
NOW.
✓ Help
SFMC
scale
✓ Build
pipeline
we
can’t
build
on
your
own
✓ Extend
Services
offerings
that
result
in
becer
client
experiences

8. FY16 Alliances & Channels GTM Leadership
Tony Beller
VP, AMER EBU
Rob Sparno
RVP, PBU
Steve Bradford
VP, EMEA
Minoru Hoshina
VP, Japan
Nicole Gallant
RVP, APAC
Dan Streetman
SVP, WW Alliance & Channel GTM
JF Allain
RVP, AMER CBU
Tom Williams
RVP, AMER
Marketing Cloud

9. Engagement
Go To Market
Alliances & Channels
Field Sales Teams
GTM Directors
SSI Team
Solution
Provider
Team
Agency
Team
CFL
AVP
RVP
AE
Core
Partner Account Managers
Connecting field sales to the Marketing Cloud partner ecosystem

10. Alliances
GTM
&
Partner
Alliance
Managers
Roles
&
ResponsibiliKes
✓ Partner
relaKonship
management
for
Strategic
SIs,
SoluKon
Providers
(Resellers)
&
Agencies
✓ Drives
execuKve
relaKonship
&
mapping
✓ Builds
Strategic
Go-­‐To-­‐Market
Plan
✓ Drives
Partner
enablement,
accreditaKon
&
MC
pracKce
development
✓ Drives
Full
Force
soluKons
with
Industry
teams
✓ Works
collaboraKvely
with
AEs
&
GTM
team
✓ Align
to
AVP/RVP
in
sales
regions
to
drive
sales
engagement
with
all
Partners
✓ Single
point
of
contact
for
sales
leaders
✓ Map
client/prospect’s
requirements
to
appropriate
delivery
Partner
✓ Named
Account
planning
(account
mapping)
✓ Drives
Regional
execuKve
relaKonships
✓ Builds
partner
account
plans
with
AEs
✓ Supports
CFL
on
partner
implementaKons
Relationship
Partner Account Manager
Pre-Sales
GTM - Alliances & Channels
Partner
Engagement

11. Clear
&
Differen-ated
Value
Prop
Engagement
Execution at Scales
Characteris-cs
of
a
Go
To
Market
Partner
​ Deep
Exper-se
§ MarkeKng,
Sales
&
Services
§ Peer
Alignment
(PAM,
AE,
Sales
Leadership)
§ In
market
coverage
§ RepresentaKon
of
Value
Prop
=
Point
of
View
+
body
of
work
§ Cross
Channel
and
Cross-­‐cloud
§ AccreditaKons
§ Customer
wins
§ VerKcal
ExperKse
§ Adjacent
Technology
competency
§ Own
client
engagement
from
strategy
to
on-­‐going
delivery
§
Trained
to
implement
all
products
§
Bandwidth
to
deliver
mulKple
engagements
simultaneously
§
FREQUENT
COMMUNICATION

12. 4 Pillars for Partner Success
Expected Outcomes:
Metrics: $3M+ ACV
Expected Outcomes:
Metrics: Certifications &
CSAT
Expected outcomes:
Metrics: ROI & Pipeline
Expected Outcomes:
Metrics: CSAT & Client
Success
​ FY 2016
Sales
Engagement
Account Management
Active Opportunity
Participation
Business Development
Support
Engagement
Client Support Certified
Customer Training
CSAT Measures
Services
Engagement
Accreditation
Cross-Channel
Multi-Cloud
Marketing
Engagement
Campaign/Program
Planning
Marketing Development
Funds
Lead referral (Sourced)

13. FY16
GTM
Partners

14. Suspect
>
Discovery
Account
alignment
and
mapping
Confirm
&
Differen-ate
>
Confirming
Value
Joint
value
proposiKon
delivers
differenKaKon
Proposal/Plan
>
Nego-a-ng
Specific
and
near-­‐term
capability
(Capacity,
Capability,
Timing)
Early Engagement Improves Win Rate and Accelerates Pipeline
When
to
Engage
GTM
Partners
Stage 1-2
Stag 5-6
Stage 3-4
Stage 5-6

15. How
we
do
it.
Working
with
Go
To
Market
Alliance
Partners

16. Enable
&
Certify
• Enablement on Customer Success Platform a priority
• Multiple Individuals/teams
• Expand beyond Email
• Leverage Partner Success Services
Profile
Differentiation
• Complete partner Profile Survey
• Profile differentiation & value prop
• Focus on Verticals
GTM
• Share Target Accounts with PAMs
• GTMs Map Partner Capabilities to AE Accounts
• ID Cosell Opportunities
Leverage MDF to Drive demand generation
Measure,
adjust
&
invest
• Track GTM Partner influence on:
• ACV Contribution
• Close Rates
• CSAT
Opportunity
Management
• Schedule Forecast Calls with PAM
• PAM/GTMs coordinate with MC Sales
teams on all opportunities
The GTM Do-step

17. The image cannot be displayed. Your computer may not have
enough memory to open the image, or the image may have
been corrupted. Restart your computer, and then open the file
again. If the red x still appears, you may have to delete the
image and then insert it again.
Revenue:
• $150M+
YTD
(CY2014)
• Sourced
ACV:
$9.6M
(FY15)
• Influenced
ACV:
$17M
(FY15)
• CSAT:
9.0/10.0
(FY15)
Cer-fica-ons:
• Total:
612
• Technical
Architect:
5
• Sales:
140
• Service:
124
• Developer:
343
Founded
in
2006,
backed
by
Sequoia,
GGV,
General
AtlanKc
and
salesforce.com.
They
have
500+
enterprise
customers
1500+
projects,
5000+
companies
using
their
cloud
technologies.
Appirio
has
consultants
in
38
states,
five
countries
and
is
headquarterd
in
San
Francisco,
California.

18. Commi]ed
to
Partner
Success
MC
Partner
Account
Manager
Training
Team
SoluKon
ConsulKng
Team
Go
To
Market
A
&
C
Go
To
Market
Services
Salesforce Marketing Cloud has invested heavily in supporting it’s Partner Ecosystem

19. 1. Suspect
3. Confirm & Differentiate
4. Confirming Value
5. Proposal & Plan
7. Closed Won - Waiting on Contract
8. Closed Won
2. Discovery
Omitted
Best Case
Best Case
Best Case
Most Likely
Commit
Commit
Closed
6. Negotiating
Sales Stages
Forecast
Category
Probability
0
10
25
50
75
90
100
100
ACV Forecast Category Mapping

20. ACV Forecast Category Mapping

21. Lead
Sales/Partner
•
Tag
the
partner
on
this
opportunity
Lead
Sales/Partner
Role
•
This
indicates
Joint
or
Sourced
Partner
Team(s)
added
Opportunity
Teams
•
Partner
Account
Manager
(PAM)
added
as
100%
overlay
•
Go
To
Market
Director
(GTM)
added
as
100%
overlay
How We Track Co-sell Opportunities with GTM Partner Involvement
Opportunity Tagging

22. Sales Rules of Engagement
§ Partners
will
not
knowingly
solicit
exisKng
Salesforce
direct
account
relaKonships
unless
they
are
collaboraKng
with
Direct
Sales
AE;
in
GB
and
ENTR,
resellers
will
not
solicit
any
business.
§ If
customer
noKfies
Salesforce
in
wriKng
of
its
intent
to
allow
its
contract
to
expire
in
order
to
migrate
to
a
Reseller,
Direct
Sales
will
engage
with
the
both
the
customer
and
the
Reseller
to
facilitate
the
transiKon
of
services
from
a
direct
engagement
to
a
Reseller
engagement.
§ At
any
point
that
a
Reseller
becomes
aware
of
an
exisKng
contractual
relaKonship
between
a
prospecKve
customer
and
Direct
Sales,
the
Reseller
AE
is
required
to
noKfy
the
appropriate
Direct
Sales
AE
of
the
potenKal
opportunity.
Exis-ng
Salesforce
Direct
Customers
Exis-ng
Salesforce
Indirect
Customers
§ Direct
Sales
will
not
knowingly
solicit
direct
engagement.
Resellers
get
first
right
of
refusal
to
sell
new
applicaKons.
§ At
any
point
that
Direct
Sales
team
becomes
aware
of
an
exisKng
contractual
relaKonship
between
a
prospecKve
customer
and
a
partner,
the
Direct
Sales
AE
is
required
to
noKfy
the
appropriate
Reseller
AE
of
the
potenKal
opportunity.
§ Direct
Sales
will
screen
inbound
leads
for
prior
exisKng
relaKonships
with
a
Reseller
or
deals
registered
by
a
Reseller
prospect.
Resellers
and
Reseller
AEs
must
collaborate
closely
to
ensure
accuracy
in
screening
process.
§ If
Reseller’s
customer
wants
to
migrate
to
Direct
relaKonship,
Direct
Sales
may
only
engage
with
customer
once
customer
submits
intent
in
wriKng
to
both
Direct
Sales
and
Reseller,
and
the
Reseller
must
acknowledge
receipt.
Customer
Prospects
§ Direct
Sales
will
not
knowingly
solicit
any
enKty
that
has
been
idenKfied
in
Salesforce
as
a
prospecKve
customer
of
a
Reseller
(through
a
registered
lead)
unless
invited
into
the
sales
opportunity
by
the
Reseller.
§ If
a
Reseller
sources
a
deal,
the
Direct
Sales
AE
should
not
proacKvely
look
to
bid
or
compete
on
the
deal
(even
if
RFP
is
issued).
If
any
party
feels
strongly
that
1
)the
Reseller
capabiliKes
are
inadequate
to
do
the
work,
2)
our
brand
is
at
risk
or
3)
we
are
asked
to
bid
directly
by
the
client,
then
there
will
be
a
internal
conversaKon,
with
Sales
&Alliances
leadership
approval
needed
to
bid
direct
or
via
a
blended
model
with
partners.
§ Either
party
(Reseller
or
Direct
Sales)
can
register
leads
related
to
A)
a
lead
from
the
other
party
with
no
acKvity/live
contact
for
>30
days,
B)
opportuniKes
deaded
out
>
60
days
prior
or
C)
previous
customers
that
acrited
>
90
days
prior.

23. Services Rules of Engagement
§ Salesforce
Services
will
not
compete
when
Opportunity
is
sourced
by
partner
or
Partner
is
an
acKve
proponent
of
Salesforce
or
opportunity
is
being
driven
by
a
partner
Fullforce
soluKon.
§ In
joint
Core
and
MC
sales
pursuits,
the
partnering
strategy
for
the
Core
products
should
be
the
partnering
strategy
for
MC,
provided
the
partner
has
MC
experKse
§ This
rule
is
Opportunity
specific,
not
Account
specific
Primary
Rule
Excep-ons
§ The
Following
excepKons
need
to
be
approved
on
a
case-­‐by-­‐case
basis
by
both
Sales
and
CFL
leadership:
§ Salesforce
brand
is
at
risk
§ A
client
mandates
it
§ Salesforce
Services
acKvely
invests
in
the
sales
cycle
either
with
demos
or
other
assets
Partners
Helping
Salesforce
Services
§ Partners
are
asked
to
increase
the
amount
of
blended
Salesforce
Services
resources
into
their
complex
projects;
beyond
staff
augmentaKon
and
preferably
with
whole
work
streams.
§ MC
Sales
teams
will
get
paid
on
ET@
services
when
these
services
are
sold
to
a
partner
§ Alliances
idenKfies
opportuniKes
for
Salesforce
Services
to
grow
offerings
for
newly
ramping
SIs,
programs
with
signed
PSAs
and
rate
cards,
and
implementaKon
services
to
partners
and
customers
in
new
technologies
(e.g.,
analyKcs,
mobile,
communiKes,
etc.).

24. Questions

25. May
12th:
•
Salesforce
Connec-ons
May
19th:
•
Marke-ng
Cloud
Product
Update:
Email
Upcoming Office Hours

26. Thank
You.