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I F H002 Dushyant Pandya91707


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I F H002 Dushyant Pandya91707

  1. 1. High Tech Channel Management Best Practices Speakers Jeff Zobrist, Director Global Channel Operations, Siemens/UGS Dushyant Pandya, VP Product Strategy, Track: High Tech Vertical
  2. 2. Safe Harbor Statement “ Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements the achievement of which involves risks, uncertainties and assumptions. If any such risks or uncertainties materialize or if any of the assumptions proves incorrect, our results could differ materially from the results expressed or implied by the forward-looking statements we make.  All statements other than statements of historical fact could be deemed forward-looking, including any projections of subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. The risks and uncertainties referred to above include - but are not limited to - risks associated with the integration of Sendia Corporation’s technology, operations, infrastructure and personnel with ours; unexpected costs or delays incurred in integrating Sendia with, which could adversely affect our operating results and rate of growth; any unknown errors or limitations in the Sendia technology; any third party intellectual property claims arising from the Sendia technology; customer and partner acceptance and deployment of the AppExchange and AppExchange Mobile platforms; interruptions or delays in our service or our Web hosting; our new business model; breach of our security measures; possible fluctuations in our operating results and rate of growth; the emerging market in which we operate; our relatively limited operating history; our ability to hire, retain and motivate our employees and manage our growth; competition; our ability to continue to release and gain customer acceptance of new and improved versions of our CRM service; unanticipated changes in our effective tax rate; fluctuations in the number of shares outstanding; the price of such shares; foreign currency exchange rates and interest rates. Further information on these and other factors that could affect our financial results is included in the reports on Forms 10-K, 10-Q and 8-K and in other filings we make with the Securities and Exchange Commission from time to time, including our Form 10-K for the fiscal year ended January 31, 2006. These documents are available on the SEC Filings section of the Investor Information section of our website at /investor . Any unreleased services or features referenced in this or other press releases or public statements are not currently available and may not be delivered on time or at all.  Customers who purchase our services should make purchase decisions based upon features that are currently available., inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law.
  3. 3. Channel sales are a significant part of revenue Source: Gartner Research Indirect Sales 70% Direct Sales 30% Revenue Breakdown by Channel For High Tech, Manufacturing, & Consumer Goods
  4. 4. High Tech Channel Management Variations <ul><li>Differing levels of channel focus by region </li></ul><ul><li>Different levels of collaboration by partner types </li></ul><ul><li>Partner participation and mind share </li></ul>
  5. 5. What Channel Challenges Are You Facing Today? Channel Conflict? Mind share? Visibility? Scale? Adoption? Do you know who your top performing partners are? Do you know why they are your top performers? ” “
  6. 6. Increase Channel Growth and Partner Success Automate Recruitment Market Sell Measure View Every Metric Improve Effectiveness Generate Loyalty Recruit <ul><li>Sales Analytics </li></ul><ul><li>Forecasting </li></ul><ul><li>Dashboards </li></ul><ul><li>Data Quality Management </li></ul><ul><li>Partner Recruitment </li></ul><ul><li>Partner Account Management </li></ul><ul><li>Partner Training </li></ul><ul><li>Channel Plans </li></ul><ul><li>Lead Management </li></ul><ul><li>Partner Communications </li></ul><ul><li>Funds & Budgeting Management </li></ul><ul><li>Document Management </li></ul><ul><li>Deal Registration </li></ul><ul><li>Opportunity Management </li></ul><ul><li>Activity Management </li></ul><ul><li>Pricing Management </li></ul><ul><li>Workflow </li></ul>
  7. 7. Jeff Zobrist Director, Global Channel Operations PLM Software [email_address]
  8. 8. Siemens PLM Software <ul><li>Predecessor companies (SDRC & UGS) founded in 1960s </li></ul><ul><li>2001 - EDS purchased UGS & SDRC to become the #1 PLM provider </li></ul><ul><li>2004 - Private Equity purchased UGS from EDS $2B </li></ul><ul><li>2007 - Siemens Acquired UGS $3.5B </li></ul><ul><li>Leading provider of PLM software </li></ul><ul><ul><li>>47,000 customers </li></ul></ul><ul><ul><li>> 4.4M licenses </li></ul></ul><ul><li>Creates and manages more than 40% of the world’s 3D data </li></ul><ul><li>Strong Partner Ecosystem (>30% YoY revenue growth) </li></ul><ul><ul><li>INDUSTRY : Product lifecycle management software & services </li></ul></ul><ul><ul><li>EMPLOYEES : 7,400 </li></ul></ul><ul><ul><li>REVENUE : $1.2B </li></ul></ul><ul><ul><li># USERS : 950 Internal / 1,300 Partners </li></ul></ul><ul><ul><li>GEOGRAPHY : 62 Countries </li></ul></ul>
  9. 9. A Global Powerhouse in Electrical Engineering and Electronics l Total sales in billion USD, 2006 163 Exchange rate of EUR/USD: 1,32027 JPY/USD: 0,008402 KRW/USD: 0,001091 115 93 92 91 86 77 70 61 57
  10. 10. Touching Lives Everywhere … <ul><li>>$110 bln in revenue </li></ul><ul><li>4th largest employer in the world (largest foreign employer in the United States) </li></ul><ul><li>Employs more software engineers than Microsoft </li></ul><ul><li>75% of all company revenues come from new products (less than five years old) </li></ul><ul><li>3rd largest source of R&D investment in the United States </li></ul><ul><li>Produces more than ⅓ of all electricity in the US </li></ul><ul><li>Automation systems that help the U.S. Postal Service process 90 percent of the nation's mail </li></ul><ul><li>Equipment to generate more than one-third of the nation's electricity </li></ul><ul><li>Technologies in 50 percent of all cars on the nation's roads </li></ul><ul><li>One-third of North America's light rail vehicles </li></ul><ul><li>Processing of 164 million healthcare information transactions </li></ul><ul><li>Lighting technologies in 75 percent of all cars on the nation's (US) roads </li></ul>20%
  11. 11. Unifying product design and production for greater Speed with Confidence… <ul><ul><li>SPEED (First to Market) </li></ul></ul><ul><ul><li>Achieve concurrent disciplines by integrating product & production </li></ul></ul><ul><ul><li>Digitally analyze products & production for agile processes </li></ul></ul><ul><ul><li>Re-use assets : knowledge, engineering, parts, manufacturing plans & resources </li></ul></ul><ul><ul><li>CONFIDENCE (Right to Market) </li></ul></ul><ul><ul><li>Simulate and validate for predictable quality, cost and compliance </li></ul></ul><ul><ul><li>Close the loop between virtual & physical data for continuous improvement </li></ul></ul><ul><ul><li>Manage change predictably to ensure high quality throughout the lifecycle </li></ul></ul>
  12. 12. Why is PRM important to Siemens? <ul><li>Partners are important to our growth, we have to integrate them </li></ul><ul><ul><li>Tremendous value is created by partners </li></ul></ul><ul><ul><li>Making it easier to do business increases mind share </li></ul></ul><ul><li>Partners are an extension of our workforce </li></ul><ul><ul><li>Another organization to manage </li></ul></ul><ul><ul><li>Not a traditional reporting relationship </li></ul></ul><ul><li>In order to improve productivity, you have to measure it </li></ul><ul><ul><li>Need capacity and productivity metrics for partners </li></ul></ul>Key objective: Motivating and increasing the productivity of the 4,000-5,000 partner feet on the street who represent and sell for you but don’t directly work for you
  13. 13. Key partner relationship challenges <ul><li>Partners represent a significant amount of revenue and growth potential </li></ul><ul><li>Sales organization spread across many geographies and partner types </li></ul><ul><ul><li>Different sales processes – need to either support or unify the processes in the field </li></ul></ul><ul><ul><li>Differing levels of focus on indirect channel </li></ul></ul><ul><li>Existing system was not flexible enough to support business </li></ul><ul><ul><li>Not global - customized zone by zone, which made it difficult to redesign </li></ul></ul><ul><ul><li>Did not support full partner sales integration </li></ul></ul><ul><ul><li>Reporting inadequate </li></ul></ul>… and three geographic Sales areas with different focuses … Large number of partners… UGS’s partner solutions were complicated by…
  14. 14. PRM Objectives <ul><li>Improve “Ease of Doing Business” with Partners </li></ul><ul><ul><li>Deal Registration, links into Partner Portal information from Opportunity, Single source of information, ability to share account and opportunity information, etc. </li></ul></ul><ul><li>Improve the effectiveness of our Global Channel Sales Team by leveraging a single platform </li></ul><ul><ul><li>Remove the need for all the separate databases, spreadsheets, word documents, emails, and reports (now all on-line and associative) </li></ul></ul><ul><li>Improve Communication </li></ul><ul><ul><li>Sharing (based on set-up) between Channel manager, channel partner, direct sales </li></ul></ul><ul><ul><li>Work and communicate in local language (only a few fields must be in English) </li></ul></ul><ul><li>NEW – PRM functionality </li></ul><ul><ul><li>Fully integrate SFA Capability (Leads & Opportunities) with PRM Capability (Partner Management) </li></ul></ul><ul><li>Multi-Phase Roll Out </li></ul><ul><ul><li>Keep it simple – a tool for Channel Managers and Partners (90/10 Rule) </li></ul></ul>
  15. 15. PRM is bigger than a Partner Sales Portal <ul><li>SFA / CRM </li></ul><ul><li>Customer Accounts </li></ul><ul><li>Customer contacts </li></ul><ul><li>Opportunities </li></ul><ul><li>Leads </li></ul><ul><li>Dashboards </li></ul><ul><li>Reports </li></ul><ul><li>Activities & tasks </li></ul><ul><li>“ Partner HR” </li></ul><ul><li>Partner accounts </li></ul><ul><li>Partner contacts </li></ul><ul><li>Leads </li></ul><ul><ul><li>Partner recruitment </li></ul></ul><ul><li>Contracts </li></ul><ul><li>Budgets </li></ul><ul><li>Channel plans </li></ul><ul><li>Certifications </li></ul><ul><li>Dashboards </li></ul><ul><li>Reports </li></ul><ul><li>Activities & tasks </li></ul><ul><li>Partner Portal </li></ul><ul><li>Leads </li></ul><ul><li>Opportunities </li></ul><ul><li>MDF budgets </li></ul><ul><li>Channel Plans </li></ul><ul><li>Activities & tasks </li></ul>How Siemens looked at it …
  16. 16. SFDC PRM – Single Sales Tool for Channel Managers
  17. 17. SFDC PRM – Single Sales Tool for Channel Partners <ul><li>Single sign on from existing partner portal </li></ul><ul><li>Create, accept, and manage leads </li></ul><ul><li>Deal / opportunity registration </li></ul><ul><li>Opportunity management </li></ul><ul><li>Direct integration from opportunity to sales/marketing materials and quote/order entry </li></ul><ul><li>MDF tracking (requests & claims) </li></ul><ul><li>Annual & Quarterly Business Planning </li></ul><ul><li>Export/update/import leads and opportunities (custom functionality) </li></ul>
  18. 18. Live Across the Globe in 100 Days: Key Steps <ul><li>Timeline </li></ul><ul><li>Dec 2006: Selected </li></ul><ul><li>Jan 2007: Kicked off project </li></ul><ul><li>May 2007: Go-live in all geographies </li></ul><ul><ul><li>3 week roll-out </li></ul></ul><ul><li>Executive decision and buy in </li></ul><ul><ul><li>Board, CEO, GSS EVP </li></ul></ul><ul><li>Small global team formed </li></ul><ul><li>Global business process changes & definition </li></ul><ul><ul><li>Moved from opportunity based system to account based system </li></ul></ul><ul><li> customization </li></ul><ul><ul><li>SFA/CRM and PRM field customization </li></ul></ul><ul><ul><li>Custom development </li></ul></ul><ul><li>Integration to other systems </li></ul><ul><li>SFDC Localization </li></ul><ul><li>Data Migration </li></ul><ul><li>Hiring dedicated support staff </li></ul><ul><li>Training </li></ul>
  19. 19. UGS PRM – Lessons Learned <ul><li>Power of Customization </li></ul><ul><ul><li>Ready, Fire, Aim – with a hosted application, it was easy to build the system, get feedback, and then refine </li></ul></ul><ul><ul><li>Keep it simple – stay focused on the end user </li></ul></ul><ul><ul><li>Question the need and use of every field </li></ul></ul><ul><li>Planning process </li></ul><ul><ul><li>Full support of executives, sales, IT </li></ul></ul><ul><ul><li>Core team of 10 people, with 2-3 subject matter experts behind each </li></ul></ul><ul><ul><li>Weekly meetings, with a 5 day kickoff: ensured alignment </li></ul></ul><ul><li>Rollout </li></ul><ul><ul><li>Very fast rollout, with few surprises </li></ul></ul><ul><ul><li>Easy to achieve wide adoption </li></ul></ul>
  20. 20. Going Live is Only the Beginning <ul><li>Study usage by users & partners – see who is getting value </li></ul><ul><li>User feedback to drive usefulness of tool </li></ul><ul><li>Leverage new functionality as it becomes available </li></ul><ul><ul><li>How to make our users more productive </li></ul></ul><ul><ul><li>Fit new features & capabilities into day to day use of the tool </li></ul></ul><ul><li>Weekly meetings to review functionality, problems, enhancements </li></ul><ul><li>Data cleanup from migration </li></ul>
  21. 21. Jeff Zobrist Director, Global Channel Operations PLM Software [email_address] QUESTION & ANSWER SESSION
  22. 22. Customer Hall of Fame Kerry Grimes, Vice President, Mid Market and Global Channel Sales says: “Jeff’s knowledge of our company and partner sales model, coupled with his fast acquired knowledge of SFDC, makes him the ultimate authority and “Go-to-Guy” when it comes to SFDC PRM/CRM. Regardless of the time or time zone Jeff was in during our global deployment – he was there for anyone, day or night, to insure our global rollout was a huge success for both our internal and partner users. Due to Jeff’s tireless efforts and endless energy we’ve had a very successful global rollout which is already delivering benefits.” Jeff Zobrist Director, Global Channel Operations PLM Software What the fans are saying: <ul><li>Famed Statistics: </li></ul><ul><li>100 Day Global PRM Implementation </li></ul><ul><li>>400 Partners and 1,250 Partner users </li></ul><ul><li>Custom integration into existing systems and processes </li></ul><ul><li>Custom PRM tabs, objects, functionality </li></ul>
  23. 23. Don’t miss these Activities: <ul><li>Visit our High Tech Expo </li></ul><ul><li>16 Partner Solutions </li></ul><ul><li>Software and High Tech Demos </li></ul><ul><li>Meet 2000 High Tech Attendees </li></ul><ul><li>Birds of a Feather Industry Luncheon: Tue 12:15 </li></ul><ul><li>Enjoy a Latte and Network in our Industries Lounge </li></ul>