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Drafting a partner strategy for a software vendor   régis collignon alliance manager
 

Drafting a partner strategy for a software vendor régis collignon alliance manager

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    Drafting a partner strategy for a software vendor   régis collignon alliance manager Drafting a partner strategy for a software vendor régis collignon alliance manager Presentation Transcript

    • Drafting a partner strategy fora software vendor
      RégisCollignon
      PartnerManager
      Collignon.reg@gmail.com
    • Layered approach
      Putting in place a partner strategy requires to think at different levels
      Strategically
      What is your company’s vision at 3-5 y
      Tactically
      What would be the required resources ?
      Operationally
      How do we put that in place ?
    • 3
      The Challenge
      Putting in place a successful partner strategy is not a 1 man task !
      A good partner strategy requires the buy in from the entire company, at least from its leaders : top executives, sales managers, professional services managers,..
    • 4
      Strategic Level
      A coherent alliance strategy needs to rely on the underlying business strategy
      Is the creation of (separate) alliances actually fits my business and sales strategy in the mid/long term
      Shouldn’t we increase our sales forces instead
      Wouldn’t it create too much conflict with the professional services and sales teams ?
      Do we want to sell our licenses though resellers or do we simply want a co-sale, co implementation approach or a mix of both ?
      Is the company ready to put in place an internal infrastructure that supports and strives to maximize the value of external collaboration
      Hiring a partner manager that coordinate activities
      Designating individuals within each team that will allocate time on partnerships
    • 5
      Strategic Level cont’d
      What are my long term goals
      % of additional revenues generated by partners
      Countries to be covered, Coverage of new regions

      Which executive will sponsor those partnership development and eventually be actively involved in this activity ?
      Required Inputs : CEO’s, CSO’s, CMO’s, Head of Prof Services
      Output : an Agreed Strategic Plan
    • 6
      Tactical Level
      The required resources are
      Alliance or Partner Manager
      This partner manager will move the strategic plan forward
      Coordinate the activities of the internal teams with the partners
      Put in place the partner processes
      Be accountable for the partner results
      Executive sponsor(s)
      Sales
      Derived from the strategic plan, what will be the sales engagement process ?
      Who will take the sales lead when partners are being involved in sales processes when they bring new opportunities ?
    • 7
      Tactical Level cont’d
      Professional Services
      Clear engagement models are critical for successful partnerships . Especially with SI’s. Therefore, there will be a need for one individual that will create those engagements models or help creating those with the partner manager.
      Product organization
      May be needed for demo’s, solution centre
      Marketing
      Designate a point of contact for marketing activities
      Legal
      Designate a POC for legal matters (Master partnership agreements, teaming agreements, confidentiality agreements,..)
      Others
      Output :
      Allocate individuals within the teams who can support the partner process
      Define the coordination processes between the partner manager and the teams
    • 8
      Operational level
      With your strategic plan and the designated persons, you can now :
      Reprecise your targets
      Identify the markets/countries you want to reach
      Sales targets

      Identify the engagement models you want to follow for each market/country
      Evaluate what partnership models will best help you meet your strategic plan
      Try to establish a model that fits for all but eventually we may need to draft different types of partner types
      Develop a partner selection strategy by setting clear partner evaluation rules
    • 9
      Partner evaluation rules
      WILL THIS PARTNER GENERATE NEW OR ADDITIONAL REVENUE FOR MY COMPANY?
      Existing Partnership or not
      Experience with your company’s software
      Market Share in your domain
      Geographic Presence
      Customers/Key Accounts
      Specific skills
      Competitiveness
      Willingness to work with your company (if possible to state)
    • 10
      Operational level
      The partner manager will map the potential partners to the above criteria. Using those data, the partner manager will put forward a list of partners to go after.
      The list will of course includes the existing partnerships of your company
      May vary by type of partnership, by region, by country or by large accounts
    • 07/03/2010
      11
      The “Attack” plan
      Before approaching your targeted partners, it is important to have prepared
      A value proposition for each type of partner which defines what we offer them in terms of marketing, sales and complementary services
      The value proposition which will come with partnership sales presentation - The copy must clearly present the value proposition that attracts and persuades potential partners.  we are in a sales exercise and we need to be sure to outline benefits and activities tailored for each potential partner.
      The rules of engagement : confidentiality, contracts, services engagements, escalation, sales support, etc
    • 12
      Go and get them !
      Rapidly, this requires
      Enthusiasm
      Connections
      Again Internal support from
      Executive
      Sales
      Product
      ….
      Ideally the selection process needs to be fast since the negotiation and finalization of a partnership will take some time
    • 13
      Once you have found them you will need to…
      Sign a partnership agreement
      Establish with the Partner different plans and processes
      Business Plan : targets, territories, named accounts
      Marketing Plan
      Education plan
      Rules of engagements
      Opportunity / Lead Management Process
      Bid Process
      Pipeline Review
      Regular governance and review calls
      Solution centre
      SELL together !
      Concentrate on the partnerships that work !
    • 14
      ConclusionFew recommendations
      There isn’t a magical solution : preparation and professionalism is what will you help the best
      Indeed, engaging in a partner strategy requires some clear thinking beforehand : You need to look at it strategically and tactically before putting in places (expensive) resources
      If there is go for a (new) partner strategy, this requires internal buy in and support. A Partner manager is key but he cannot work by himself
      You need a method and tools for approaching your potential partners and evaluating them