Channel PRO™ solutions framework




                                             The ChannelPRO™ methodology is built upo...
Target Market Segmentation and Mapping

This KPA helps companies make the most of the hottest market opportunities. Partne...
We assess whether:

        program objectives are clearly defined

        critical ‘whole channel program’ elements are ...
plans are customized for each partner or if they are generic

       the right resources have been dedicated to this proce...
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Channel Marketing @ channel enablers

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Channel Marketing @ channel enablers

  1. 1. Channel PRO™ solutions framework The ChannelPRO™ methodology is built upon seven Key Performance Areas (KPA’s): Target Market Segmentation and Mapping Do we have enough of the right type of coverage to address the market opportunity? Whole Product The totality of products, services, attributes and partnerships that are required to completely meet market requirements. Partner Selection & Recruitment Identify attributes of an 'ideal' partner, determine ‘gaps’ among existing partners and recruit the best new partners. Channel Enablement Systems and processes that drive the creation of more effective partners and speed up time to market. Partner Programs Identify the most effective partner program elements and understand competitive issues. Sales Productivity Sales territory and partner planning alignment to drive sales productivity. Company Alignment Are we organized, measured and compensated in a way which effectivly integrates our channel strategy into overall business?
  2. 2. Target Market Segmentation and Mapping This KPA helps companies make the most of the hottest market opportunities. Partnering strategies and requirements are established by looking at: market segmentation processes and criteria potential market coverage gaps preferred channels in these market segments alternative channel strategies where their products are in the market life cycle Whole Product This KPA helps companies understand the totality of products, services and attributes that partnerships must deliver to competitively satisfy end-user requirements It reviews a company’s understanding of: the whole product concept the economics of transferring costs to partners, and how well the pricing model competes and meets customer requirements Partners and vendors often contribute different pieces of the whole product so in order to deliver a complete and competitive solution it is crucial that respective roles and responsibilities are clearly defined. Partner Programs Under this KPA vendors determine all the technical, training, and/or marketing investments they must make to enable and motivate partners.
  3. 3. We assess whether: program objectives are clearly defined critical ‘whole channel program’ elements are missing partner program budgets are proportionate to the level of expected return current program elements meet the needs of existing and potential partners partner programs influence partner behaviors existing financial incentives will attract new and desirable partners programs are being measured effectively Partners often have choices about which vendors to invest in, so partner programs must be regularly benchmarked to ensure they are competitive. Channel Enablement Under this KPA vendors describe their “perfect” partner to determine how well potential new partners measure up and if existing partners are lacking in any way. In this area we: review the entire recruitment process including the criteria used to evaluate new and existing partners determine the optimum recruitment strategy and steps needed in the recruiting process assess if partners can deliver needed whole product elements to end-users undertake an analysis to identify gaps between vendor requirements and partner delivery identify if remedial programs are in place to close partner performance gaps Revenue Readiness and Training Under this KPA we determine what must be done to enable new partners to succeed. There are many steps between partner contract signing and profitable revenue. We question if: a process exists to prepare partners to generate revenue technical and marketing readiness programs are in place
  4. 4. plans are customized for each partner or if they are generic the right resources have been dedicated to this process commitments have been made to close gaps identified during partner analysis existing sales structures and roles adequately support partnering activities Sales Productivity Under this KPA we consider what are the best ways for a company to manage the sales process in a multi-channel environment by looking at: alignment between divisions and market segments neutrality of compensation between direct and indirect sales the integration of partners into sales activities channel conflict minimization implementation of consistent conflict management processes Company Alignment Improving the degree to which business objectives and processes are aligned with partnering success offers the greatest benefits for many vendors. Company alignment is at the centre of the ChannelPRO™ framework and is a foundation upon which success in other KPA's is established. In this key KPA we evaluate how well departmental practices support the company channel strategy. We ask: Is there a company understanding of the reasons they have engaged partners? Are these reasons consistent across the organization? Are the right processes and systems in place to support channel sales growth? Is there a channel business plan, do all parties know about it and support it, and is it being implemented? Do channel planning and decision-making processes include consultation with all those affected by their outcomes? Is there sufficient automation of channel programs?

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