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                        Channel Management




A GLOBAL COMPUTERSHARE COMPANY
“Companies have recognized
that a channel program cannot
be successfully realized with
technology alone. By focusing on
an extensive partnership program,
vendors and solution providers are
together able to increase business
opportunities and turnover.”
Kelley Damore, Vice President, CRN-Magazin/Everything Channel
The challenge




Resolve conflicts—
secure market success.
Even in the era of the Internet, many companies generate a large
proportion of their sales by selling products via their distribution
partners. In the IT industry, for example, up to 90% of sales are
currently generated via indirect distribution. This makes the
distribution partner a key link to the end customer. The following
rule could be said to apply: the better the collaboration, the higher
the sales figures.

But this collaboration is not free from conflict, since distribution
partner management takes place in a triangle of tensions: the
manufacturer, distribution partner and end customer. Although
manufacturers and partners pursue common goals, such as increased
earnings and customer retention, both parties are nevertheless more
often in competition with each other than working together.

Only when sources of conflict in the partnership are recognized, and
nipped in the bud by means of appropriate partner management
measures, can manufacturers and distributors fully exploit available
potential.
The challenge




Cooperation between
manufacturers and resellers
is more important than ever.
The development of partner programs is not only
challenging in terms of content but also very ex-
pensive. Traditional partner programs often fail
to bring about the intended result. Being mainly
geared toward a specific service, they are difficult
to adapt to the individual requirements of distribu-
tion partners and current market developments.
It is therefore in manufacturers’ own interests to
rethink how their partner programs are designed,
since the potential for increasing sales in a har-
monious partnership is clear to see.
The challenge




Stumbling blocks in practice
Most manufacturers now rely on partner programs. Nevertheless, only a few have been able to exploit the full
potential of their programs.

There are a number of reasons for this:

• Communication is limited to exchanging manufacturers’ logos.
• Partners are not aware of the range of services offered by the program.
• The program is too complex, lowering its perceived value.
Added to this is the fact that many resellers are not just participants in one program, but use several programs from
different manufacturers. It is therefore all the more important for a program to be transparent and to make sense.



                                               Global competition, new technologies,
                                               shorter product life cycle

                                                                                  Insufficient basis for decisions
                                                                                  regarding budget distribution for
                                                      Manufacturer
                                                                                  sales and marketing measures

                                Retailer dissatisfaction
                               with standard offers that             Divergent
                                  are not individualized             business targets
Significant expenses for
brand building and sales
promotions without end
consumer knowledge                                         Retailer

                                  Lack of control                                 Sales performance according to
                              over end consumer                                   manufacturer wishes depends on
                           contact and consumer                                   qualification and motivation of the
                                     satisfaction                                 retail partner




                                                      End consumer
The solution




Professional distribution
partner management.
Partner programs form the backbone of distribution partner
management. Depending on how they are designed, they offer
a range of services (bonuses, marketing support, training, etc.)
to support the distribution partners of a manufacturer. As such,
they offer the manufacturer the chance to establish long-term
prospects for collaboration with distribution partners rather than
short-term tactical measures. Well-thought-out partner programs
therefore create a real win-win situation for all concerned and allow
for collective growth.




Establish a legitimate basis right from the start.
The starting point for every program development should be
the strategic aims of the manufacturer, and an analysis of
reseller relations. As well as the available investment volume,
understanding the requirements, expertise and loyalty of the
partner is particularly important in deciding on the structure of the
partner program (i.e. the framework and the program modules). The
following diagram illustrates by way of example how companies can
develop partner programs and make specific adjustments to these.
Review of the relationship status


  4. Implementation and controlling                            1. Target and relationship status
• Program management and administration                    • (strategic ) targets for indirect sales
• Program adjustments during the year as                   • Definition of partner requirements
  necessary                                                • Evaluation of current trade relationships (convicts,
• Success measuring (e.g. quota, partner ROI)                position in the market and market shares)
• Partner satisfaction and development                     • Definition of program targets




                                                 Channel
                                                 partner
                                                programs




  3. Program setup                                             2. Program concept
• Drafting of program contracts                            • Consolidation of existing offers in the trade
• Development of infrastructure, program                   • Monitoring of offer attractiveness and awareness
  interfaces/processes and databases                       • Evaluation of partnership competencies and loyalty
• Development and sending of program                       • Development of complete programs and program
  communication                                              modules
                                                           • Definition of criteria for success measurement
                                                           • Planning of trade communication




Advantages for you.
A good partner program has more to offer than bonus points and discounts.

Bonuses and discounts are key ways to motivate distribution partners. As monetary incentives are very attractive,
they are often centrally located in the partner program layout.

However, a successful partner program can do a lot more than that: it can support partners in the distribution of
integrated system solutions and services rather than individual products.

The program also includes elements that empower partners and promote relations. As such, the expertise and
confidence of partners can be increased in the medium term.
Our offer




Long-term prospects                              Program services primarily
                                                 increasing turnover
for collective growth.                           (immediate effect on turnover)

                                                 Bonus incentives

                                                 Bonus/turnover       • Cash-bonus for certain products/
The modules that make up a partner program,                             services
                                                 compensation
                                                                      • Point collecting system for turnover
and the rate at which measures related to                               that can be exchanged for prices/
sales or promoting relations are used, depend                           trips/cash
on the individual manufacturer’s situation.      Rebates              • Rebates based on increase of
And, depending on your requirements, Pepper                             turnover
can support you with individual components,                           • Rebates on specific products/for
                                                                        specific customer groups
to acquire new partners or to strengthen
existing partnerships.                           ME-budgets           • Market development budgets

                                                 Training budgets     • Training and partner support budgets
These program services, composed of modules,
allow you to choose appropriately for a wide
range of requirements, taking into account
your strategic goals.
                                                 Turnover/sales support
This will result in some interesting benefits:
                                                 Generating of        • Identification/forwarding of leads by
• Being able to control investments in                                  the manufacturer
                                                 customers/leads
  partners, in order to generate a higher                             • Lead prioritizing
  partner ROI                                                         • Access to databases of manufacturer
                                                                        and pdf files
• Less complexity for the partner
                                                 Marketing support    • Classical print advertising material
• Option to adapt to new/altered distribution                         • Online advertising material
  partner business models                                             • Common newsletter
                                                                      • Web-based services (download of
• Option to adjust to different stages of
                                                                        information/logos images etc.)
  maturity in local markets (in the case                              • Cooperation campaigns/programs
  of manufacturers present in a number                                • Integrated campaigns
  of regions)                                                         • White papers and case studies
                                                                      • Shop equipment
                                                                      • Product demos
                                                                      • Tradeshow support
                                                                      • Events (yearly sales summit)
                                                                      • Free advertising in Yellow Pages
                                                                      • Free software updates

                                                 Technical support    • Expert contact person for general
                                                                        support
                                                                      • Expert contact person sales/product/
                                                                        technical
                                                                      • Technical support for pre-sale phase

                                                 Process support      • Quick turnaround for questions
                                                                        regarding pricing
                                                                      • Service quality monitoring
                                                                      • Service hotline for partners (delivery
                                                                        status, technical questions)
Program services primarily
promoting relationships
(immediate effect on turnover)

Trust developing measures

Common marketing      • Common marketing for service/
                        leasing programs                       Summary: it is not the number of
                      • Multi-vendor service contracts
                                                               services partner programs offer but their
                      • Common sales force
                                                               attractiveness and user-friendliness from
Contractual           • Development of an aligned customer     a reseller’s perspective that make them
                        list with the reseller
self-obligations                                               an important tool in distribution partner
                      • Reimbursement for the reseller for
                        expenses, even if customer decides     management. Pepper can help you
                        to buy directly
                                                               successfully implement all necessary
                      • Resellers are compensated for
                        developing accounts, even if the       criteria successfully.
                        customer decides for a competitor
                        in the end
                      • Contractual regulation of the quota
                        and the conduct with customers incl.
                        penalty system




Partner support and knowledge building

Knowledge building/   • Product training
training              • Sales training
                      • Further trainings, (i.e. marketing,
                        CRM management etc.)
                      • Virtual new product seminars/
                        technology workshops
                      • Quarterly technical update CDs/
                        current online product register

Program               • Program communication incl.
                        welcome pack, newsletter, fax
communication           shots, e-mail news, etc.
                      • Making available of further
                        interesting articles regarding
                        the industry/solutions etc.

Company insight-      • Video streaming of important
                        meetings
sharing
                      • Quarterly update meetings regarding
                        company status and strategy

Program execution     • Individual access on demand of
                        status of incentives, training and
support                 technical support (automated)
                      • Online status report for sales
                        achieved by resellers including
                        status of compensation
                      • Online price/offer and order
                        configuration tool
                      • Online complaint management
                        tools
Case study




Holistic distribution partner evaluation
as part of a partner program.



                      Pepper overhauled the entire partner program of
                      a leading IT company and realigned offers and
                      measures. As part of this realignment, a partner
                      evaluation model was developed which avoids a
                      purely sales-oriented classification of distribution
                      partners.
                      The three pillars of sales, loyalty and expertise
                      allow for a much more effective arrangement of
                      the partner structure, enabling the manufacturer
                      to understand the characteristics and requirements
                      of partners and provide them with more targeted
                      support.
The individual measures taken include:
• Definition of target profiles for the acquisition of new channel partners based on
  expert discussions and secondary research
• Development and implementation of a development plan for joint mass
  customization activities
• Management recommendations for effective allocation of distribution funds and staff
• Improved transparency of management and multidimensional overview of the
  performance of channel partners in over 40 countries
• More effective allocation of distribution and marketing funds (short-term)
• Identification of opportunities for channel partner development (longer-term)
• More efficient, better-quality account planning
Your point of contact




Answers to your questions.
As an agency with offices all over the world, Pepper can also pro-
vide you with a contact partner with a high level of experience in
channel marketing in close proximity to where you are located. In
other words, we are waiting for your call anywhere in the world,
and your specific requirements can be met on a regional, national
or even international basis. Give us a try.


Your contacts at Pepper:

Munich                                      Chicago
Christian von Vietinghoff                   Brennen Roberts
Director Consulting                         Managing Director
Tel +49 89 30903 553                        Tel +1 312 588 4774
christian.vonvietinghoff@pepperglobal.com   brennen.roberts@pepperglobal.com


Vienna                                      Singapore
Alexandra Wolf                              Caroline Lim
Client Service Director                     Managing Director
Tel +43 1 71 30 110 14                      Tel +65 6221 3312
alexandra.wolf@pepperglobal.com             caroline.lim@pepperglobal.com




pepperglobal.com

                                                                                             PEWP1107_US_16

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Pepper_whitepaper_Channel_Management_US

  • 1. 3 Channel Management A GLOBAL COMPUTERSHARE COMPANY
  • 2. “Companies have recognized that a channel program cannot be successfully realized with technology alone. By focusing on an extensive partnership program, vendors and solution providers are together able to increase business opportunities and turnover.” Kelley Damore, Vice President, CRN-Magazin/Everything Channel
  • 3. The challenge Resolve conflicts— secure market success. Even in the era of the Internet, many companies generate a large proportion of their sales by selling products via their distribution partners. In the IT industry, for example, up to 90% of sales are currently generated via indirect distribution. This makes the distribution partner a key link to the end customer. The following rule could be said to apply: the better the collaboration, the higher the sales figures. But this collaboration is not free from conflict, since distribution partner management takes place in a triangle of tensions: the manufacturer, distribution partner and end customer. Although manufacturers and partners pursue common goals, such as increased earnings and customer retention, both parties are nevertheless more often in competition with each other than working together. Only when sources of conflict in the partnership are recognized, and nipped in the bud by means of appropriate partner management measures, can manufacturers and distributors fully exploit available potential.
  • 4. The challenge Cooperation between manufacturers and resellers is more important than ever. The development of partner programs is not only challenging in terms of content but also very ex- pensive. Traditional partner programs often fail to bring about the intended result. Being mainly geared toward a specific service, they are difficult to adapt to the individual requirements of distribu- tion partners and current market developments. It is therefore in manufacturers’ own interests to rethink how their partner programs are designed, since the potential for increasing sales in a har- monious partnership is clear to see.
  • 5. The challenge Stumbling blocks in practice Most manufacturers now rely on partner programs. Nevertheless, only a few have been able to exploit the full potential of their programs. There are a number of reasons for this: • Communication is limited to exchanging manufacturers’ logos. • Partners are not aware of the range of services offered by the program. • The program is too complex, lowering its perceived value. Added to this is the fact that many resellers are not just participants in one program, but use several programs from different manufacturers. It is therefore all the more important for a program to be transparent and to make sense. Global competition, new technologies, shorter product life cycle Insufficient basis for decisions regarding budget distribution for Manufacturer sales and marketing measures Retailer dissatisfaction with standard offers that Divergent are not individualized business targets Significant expenses for brand building and sales promotions without end consumer knowledge Retailer Lack of control Sales performance according to over end consumer manufacturer wishes depends on contact and consumer qualification and motivation of the satisfaction retail partner End consumer
  • 6. The solution Professional distribution partner management. Partner programs form the backbone of distribution partner management. Depending on how they are designed, they offer a range of services (bonuses, marketing support, training, etc.) to support the distribution partners of a manufacturer. As such, they offer the manufacturer the chance to establish long-term prospects for collaboration with distribution partners rather than short-term tactical measures. Well-thought-out partner programs therefore create a real win-win situation for all concerned and allow for collective growth. Establish a legitimate basis right from the start. The starting point for every program development should be the strategic aims of the manufacturer, and an analysis of reseller relations. As well as the available investment volume, understanding the requirements, expertise and loyalty of the partner is particularly important in deciding on the structure of the partner program (i.e. the framework and the program modules). The following diagram illustrates by way of example how companies can develop partner programs and make specific adjustments to these.
  • 7. Review of the relationship status 4. Implementation and controlling 1. Target and relationship status • Program management and administration • (strategic ) targets for indirect sales • Program adjustments during the year as • Definition of partner requirements necessary • Evaluation of current trade relationships (convicts, • Success measuring (e.g. quota, partner ROI) position in the market and market shares) • Partner satisfaction and development • Definition of program targets Channel partner programs 3. Program setup 2. Program concept • Drafting of program contracts • Consolidation of existing offers in the trade • Development of infrastructure, program • Monitoring of offer attractiveness and awareness interfaces/processes and databases • Evaluation of partnership competencies and loyalty • Development and sending of program • Development of complete programs and program communication modules • Definition of criteria for success measurement • Planning of trade communication Advantages for you. A good partner program has more to offer than bonus points and discounts. Bonuses and discounts are key ways to motivate distribution partners. As monetary incentives are very attractive, they are often centrally located in the partner program layout. However, a successful partner program can do a lot more than that: it can support partners in the distribution of integrated system solutions and services rather than individual products. The program also includes elements that empower partners and promote relations. As such, the expertise and confidence of partners can be increased in the medium term.
  • 8. Our offer Long-term prospects Program services primarily increasing turnover for collective growth. (immediate effect on turnover) Bonus incentives Bonus/turnover • Cash-bonus for certain products/ The modules that make up a partner program, services compensation • Point collecting system for turnover and the rate at which measures related to that can be exchanged for prices/ sales or promoting relations are used, depend trips/cash on the individual manufacturer’s situation. Rebates • Rebates based on increase of And, depending on your requirements, Pepper turnover can support you with individual components, • Rebates on specific products/for specific customer groups to acquire new partners or to strengthen existing partnerships. ME-budgets • Market development budgets Training budgets • Training and partner support budgets These program services, composed of modules, allow you to choose appropriately for a wide range of requirements, taking into account your strategic goals. Turnover/sales support This will result in some interesting benefits: Generating of • Identification/forwarding of leads by • Being able to control investments in the manufacturer customers/leads partners, in order to generate a higher • Lead prioritizing partner ROI • Access to databases of manufacturer and pdf files • Less complexity for the partner Marketing support • Classical print advertising material • Option to adapt to new/altered distribution • Online advertising material partner business models • Common newsletter • Web-based services (download of • Option to adjust to different stages of information/logos images etc.) maturity in local markets (in the case • Cooperation campaigns/programs of manufacturers present in a number • Integrated campaigns of regions) • White papers and case studies • Shop equipment • Product demos • Tradeshow support • Events (yearly sales summit) • Free advertising in Yellow Pages • Free software updates Technical support • Expert contact person for general support • Expert contact person sales/product/ technical • Technical support for pre-sale phase Process support • Quick turnaround for questions regarding pricing • Service quality monitoring • Service hotline for partners (delivery status, technical questions)
  • 9. Program services primarily promoting relationships (immediate effect on turnover) Trust developing measures Common marketing • Common marketing for service/ leasing programs Summary: it is not the number of • Multi-vendor service contracts services partner programs offer but their • Common sales force attractiveness and user-friendliness from Contractual • Development of an aligned customer a reseller’s perspective that make them list with the reseller self-obligations an important tool in distribution partner • Reimbursement for the reseller for expenses, even if customer decides management. Pepper can help you to buy directly successfully implement all necessary • Resellers are compensated for developing accounts, even if the criteria successfully. customer decides for a competitor in the end • Contractual regulation of the quota and the conduct with customers incl. penalty system Partner support and knowledge building Knowledge building/ • Product training training • Sales training • Further trainings, (i.e. marketing, CRM management etc.) • Virtual new product seminars/ technology workshops • Quarterly technical update CDs/ current online product register Program • Program communication incl. welcome pack, newsletter, fax communication shots, e-mail news, etc. • Making available of further interesting articles regarding the industry/solutions etc. Company insight- • Video streaming of important meetings sharing • Quarterly update meetings regarding company status and strategy Program execution • Individual access on demand of status of incentives, training and support technical support (automated) • Online status report for sales achieved by resellers including status of compensation • Online price/offer and order configuration tool • Online complaint management tools
  • 10. Case study Holistic distribution partner evaluation as part of a partner program. Pepper overhauled the entire partner program of a leading IT company and realigned offers and measures. As part of this realignment, a partner evaluation model was developed which avoids a purely sales-oriented classification of distribution partners. The three pillars of sales, loyalty and expertise allow for a much more effective arrangement of the partner structure, enabling the manufacturer to understand the characteristics and requirements of partners and provide them with more targeted support.
  • 11. The individual measures taken include: • Definition of target profiles for the acquisition of new channel partners based on expert discussions and secondary research • Development and implementation of a development plan for joint mass customization activities • Management recommendations for effective allocation of distribution funds and staff • Improved transparency of management and multidimensional overview of the performance of channel partners in over 40 countries • More effective allocation of distribution and marketing funds (short-term) • Identification of opportunities for channel partner development (longer-term) • More efficient, better-quality account planning
  • 12. Your point of contact Answers to your questions. As an agency with offices all over the world, Pepper can also pro- vide you with a contact partner with a high level of experience in channel marketing in close proximity to where you are located. In other words, we are waiting for your call anywhere in the world, and your specific requirements can be met on a regional, national or even international basis. Give us a try. Your contacts at Pepper: Munich Chicago Christian von Vietinghoff Brennen Roberts Director Consulting Managing Director Tel +49 89 30903 553 Tel +1 312 588 4774 christian.vonvietinghoff@pepperglobal.com brennen.roberts@pepperglobal.com Vienna Singapore Alexandra Wolf Caroline Lim Client Service Director Managing Director Tel +43 1 71 30 110 14 Tel +65 6221 3312 alexandra.wolf@pepperglobal.com caroline.lim@pepperglobal.com pepperglobal.com PEWP1107_US_16