The results have poured in from our 6th Annual State of Partnering research. This year’s study was the biggest and most comprehensive yet – with 98 global vendors and 250 solution provider participants.
This year’s study focused on several key partnering topics including enablement, cloud engagement models, field sales coverage and channel spending trends.
The document summarizes the findings of a yearly marketing survey conducted by a marketing consulting firm. It highlights that marketing confidence is at its lowest point according to the survey. Price sensitivity and decreasing customer loyalty were the top threats identified by marketers. Relevance remained a top challenge for marketers. The survey found that marketers are choosing short-term tactics over long-term strategies and shifting budgets towards owned media like online and mobile, while cutting spending on paid media like television and newspapers. The presentation concludes by identifying key qualities needed for successful marketers, including focus, agility, creativity, and sustainability.
This document discusses a company called MCE and how it helps other companies implement their strategies. MCE provides strategic consulting services, business transformation programs, strategy implementation programs, executive coaching, workshops, and corporate learning and development. It has expertise in areas like strategic leadership, change management, cross-functional management, and specific industries. MCE works with many large international clients to help them achieve measurable performance improvements through strategic implementation.
Bill Gates said that in the future there will only be two types of organizations: those that understand the use of technology and those that are out of business. ABC is looking to implement a strategic information system (SIS) to improve decision making, goal alignment, and business agility. The proposed SIS architecture would provide executives with a dashboard, integrate core systems like CRM and financials, and analyze business processes, applications, and technical architecture.
CAS Software AG is a German CRM software company established in 1986 with over 330 employees globally. The presentation discusses the increasing importance of CRM for businesses due to factors like decreasing customer loyalty, demanding customers, and increasing competition. It explains what CRM is and its key drivers. It then outlines how CAS Software AG helps companies revolutionize address management, reach and serve customers better through solutions like its Address Wizard, and live with an integrated CRM system.
Opus Global Group -Sales Accelerator Solutions Project 2010 Success Storytsilvestri
Opus Global Group helped a Fortune 100 marketing services company accelerate sales revenue by managing a project to develop a new daily deals coupon product. The client had lost 15% market share and revenue to competitors. OGG consultants redesigned business processes for sales, marketing, and operations. This improved customer retention and reduced costs by 25% while increasing revenue. The new product exceeded revenue targets and helped the client regain market leadership.
This webinar discussed specialization programs in the technology industry. It explored when specializations are important for channel strategies, how to measure their value, and challenges in launching and managing them. Key points included:
- Specializations are most useful when a vendor's portfolio grows broad, to help partners focus, or when a vendor needs to expand into new markets using partner skills.
- It is difficult to get partners, especially small ones, to invest in specializations due to barriers like staffing and unclear ROI within the first year.
- Programs are best structured to drive mutual value when requirements are aligned between the vendor, partners, and end customers.
- Pitfalls include misaligned expectations between
The document is a benchmark report on sales and marketing alignment from a survey of over 1,300 marketing professionals from 84 countries. Key findings include:
1) 32% of respondents see alignment between sales and marketing as a top priority for their business in the coming year.
2) Businesses reporting the greatest alignment are growing 5.4% faster than competitors annually, closing 38% more sales opportunities, and churning 36% fewer existing customers each year.
3) The report analyzes metrics like marketing budgets, lead generation tactics, opportunity qualification, and closure rates to understand differences between aligned and non-aligned businesses.
The document summarizes the findings of a yearly marketing survey conducted by a marketing consulting firm. It highlights that marketing confidence is at its lowest point according to the survey. Price sensitivity and decreasing customer loyalty were the top threats identified by marketers. Relevance remained a top challenge for marketers. The survey found that marketers are choosing short-term tactics over long-term strategies and shifting budgets towards owned media like online and mobile, while cutting spending on paid media like television and newspapers. The presentation concludes by identifying key qualities needed for successful marketers, including focus, agility, creativity, and sustainability.
This document discusses a company called MCE and how it helps other companies implement their strategies. MCE provides strategic consulting services, business transformation programs, strategy implementation programs, executive coaching, workshops, and corporate learning and development. It has expertise in areas like strategic leadership, change management, cross-functional management, and specific industries. MCE works with many large international clients to help them achieve measurable performance improvements through strategic implementation.
Bill Gates said that in the future there will only be two types of organizations: those that understand the use of technology and those that are out of business. ABC is looking to implement a strategic information system (SIS) to improve decision making, goal alignment, and business agility. The proposed SIS architecture would provide executives with a dashboard, integrate core systems like CRM and financials, and analyze business processes, applications, and technical architecture.
CAS Software AG is a German CRM software company established in 1986 with over 330 employees globally. The presentation discusses the increasing importance of CRM for businesses due to factors like decreasing customer loyalty, demanding customers, and increasing competition. It explains what CRM is and its key drivers. It then outlines how CAS Software AG helps companies revolutionize address management, reach and serve customers better through solutions like its Address Wizard, and live with an integrated CRM system.
Opus Global Group -Sales Accelerator Solutions Project 2010 Success Storytsilvestri
Opus Global Group helped a Fortune 100 marketing services company accelerate sales revenue by managing a project to develop a new daily deals coupon product. The client had lost 15% market share and revenue to competitors. OGG consultants redesigned business processes for sales, marketing, and operations. This improved customer retention and reduced costs by 25% while increasing revenue. The new product exceeded revenue targets and helped the client regain market leadership.
This webinar discussed specialization programs in the technology industry. It explored when specializations are important for channel strategies, how to measure their value, and challenges in launching and managing them. Key points included:
- Specializations are most useful when a vendor's portfolio grows broad, to help partners focus, or when a vendor needs to expand into new markets using partner skills.
- It is difficult to get partners, especially small ones, to invest in specializations due to barriers like staffing and unclear ROI within the first year.
- Programs are best structured to drive mutual value when requirements are aligned between the vendor, partners, and end customers.
- Pitfalls include misaligned expectations between
The document is a benchmark report on sales and marketing alignment from a survey of over 1,300 marketing professionals from 84 countries. Key findings include:
1) 32% of respondents see alignment between sales and marketing as a top priority for their business in the coming year.
2) Businesses reporting the greatest alignment are growing 5.4% faster than competitors annually, closing 38% more sales opportunities, and churning 36% fewer existing customers each year.
3) The report analyzes metrics like marketing budgets, lead generation tactics, opportunity qualification, and closure rates to understand differences between aligned and non-aligned businesses.
Insights to Growth is a consulting firm that leverages market intelligence and strategy expertise to support clients' business planning, decisions, and competitiveness. It offers services such as market assessment, customer qualification, performance assessment, and business management. Past engagements include developing knowledge bases for life sciences clients and assessing market opportunities, resource allocation, and business processes for technology companies. The firm's experts have over 20 years of experience across multiple industries and use methods like primary research, data analysis, and opportunity modeling to provide insights and recommendations.
This document summarizes a webinar about managing specialization programs. It discusses how specializations can help partners focus their skills and differentiate themselves. However, partners must see a return on investment for their specialization efforts. The webinar addressed challenges in getting partners to invest in specializations and how to structure programs to provide value for both partners and vendors. It also highlighted potential pitfalls for vendors in launching and managing specialization programs.
Whats new in customer experience managementPrayukth K V
Social media and new technologies are empowering people and changing society in fundamental ways. The collective voice of people online cannot be controlled and is shaping history. Customers now demand personalized experiences on their terms. This customer-centric reality is transforming industries and requiring companies to focus on building trust and delivering value.
This is the full research report from Amazon Consulting's 5th Annual State of Partnering Study. This comprehensive report in eBook format gives detailed analysis on the findings from this annual study. Thsi full report is only available to subscribers of the PartnerG2 market intelligence service.
ITSMA Recognizes Best in Class Marketing Programs with its 2012 Marketing Excellence Awards
BT, Capgemini, Cisco, Dell, Deloitte, DocuSign, IBM, Infosys, Microsoft, Optum, and Tata Consultancy Services are recognized as B2B Marketing Leaders across six categories.
An international jury of marketing executives and experts selected the winners based on excellence in situation analysis, innovation, program execution, and business results. The awards honor excellence at two levels: diamond and gold.
IBM held a business partner kickoff event in 2013 to discuss strategy. Jan Simonsen from IBM presented on creating IBM's strategy map to visualize goals, strategies, and tactics. Understanding IBM's strategy helps partners explain their value proposition, understand their own goals and role, and build a smarter business. Partners were asked to analyze, understand, and use the strategy map to improve their skills and grow their business. The strategy map is a tool to keep strategies and tactics aligned to achieve goals.
BPO Call Center, Contact Center Investment Market Landscape for M&A Corporate...Charles Bedard
The document discusses trends in the call center and contact center industries, including:
1. Consolidation occurring for industry-oriented providers such as healthcare and financial services as well as inbound and outbound contact centers.
2. Near-shore opportunities becoming more prevalent.
3. Entering the BPO services level will likely be through acquiring "subscale assets".
The Catalyst Group (TCG) is a global consultancy established nearly 30 years ago serving process industries. TCG provides strategic planning and connects process technology developments to market opportunities through a global network of over 100 scientific and commercial experts. TCG delivers value to clients through private consulting projects and multi-client programs and studies. TCG's experience, client list of top industrial leaders, and unique ability to integrate technology and business sets it apart from competitors.
Connect and Engage Better with Provocation-based SellingAlinean, Inc.
Today's buyer has been forced to do-more-with-less, and has less time than ever before to uncover their issues, and explore solution options.
How can you sell to a prospect if they are unaware of the opportunity or priority of the issues you can address, and that indeed a remedy exists?
Introduction
The creation of successful products is essential for companies that want to grow or maintain a competitive advantage. Many organizations lack a clearly defined and understood product strategy.
We will discuss the importance of the AIPMM Product Management Framework (PMF) to define and implement a process to conceive, plan and market your company’s products at each stage of their life cycle. We will identify key activities to align business and product strategy with unmet customer needs to create value for your business.
We will describe the typical product life cycle from concept to launch and through product retirement. We will also discuss why growing organizations need to implement a formal product management process to support their product strategy.
Objectives
* Why do you need to define the right product strategy?
* What are the benefits of implementing a product planning process?
* What do you need to constantly create insanely great products?
Contact me at http:/linkd.in/hdelcastillo for more information regarding AIPMM membership or certification courses in your area.
Let me know how I can help you accelerate your career, or create and implement a product strategy and product planning process successfully to grow your business.
This document is Synchronized Solutions' 2006 annual report. It discusses the company's mission of solving global challenges and maintaining top performance through long-term customer partnerships and a dedicated business unit model. It highlights strategic advantages such as diversified growth into new sectors, dedicated business units that function as extensions of customers, and sector-specific supply chain solutions. The report also includes a letter to shareholders noting strong revenue growth in 2006 but lower than expected profitability due to unanticipated expenses and a weakened pricing environment.
kbs+p Ventures debuted in Q1 2011 as a differentiated, strategic value-added investor in marketing and advertising technology. They evaluated over 120 potential investments and ultimately invested in 7 early-stage companies focused on adtech and marketing tech. Building the venture arm provided value to portfolio companies through strategic introductions and helped bring innovation to kbs+p clients.
Presentation given at ibp presentation miami march29Lora Cecere
The document discusses supply chain insights and the evolution of sales and operations planning (S&OP). It notes that S&OP has progressed from a manufacturing-driven focus on delivering a feasible plan, to a sales-driven focus on matching demand and supply, and increasingly to a demand-driven and market-driven focus on sensing demand signals and orchestrating supply across markets. Emerging technologies can help organizations achieve greater benefits by supporting demand translation, network modeling, constraints-based planning, and optimization of financial drivers.
This document discusses key performance indicators for professional service firms. It defines important concepts like business models, value logic, and the roles of principals. It then analyzes a case study consulting firm using these concepts. Three scenarios are modeled to explore how changing how principals spend their time could impact the firm's performance. The base case shows a focus on utilization over health factors like fees and leverage. Shifting principals' focus to customer development in scenario 2 increases leverage but not enough. Standardization also needs focus to fully address health factors.
They have expertise across many industries and have worked with clients such as AT&T, Coca-Cola, Delta Airlines, Dunkin' Donuts, Nissan, PGi, Spark Energy, and a top 5 U.S. bank.
With FirstRain’s Business Monitoring Engine, organizations can easily uncover intelligence on their customers and competitors—tracking critical events, understanding their markets, spotting emerging threats and identifying sales triggers. Unlike content aggregators and lead-management tools, FirstRain’s patented semantic-analytics technology instantly cuts through the clutter of the consumer Web, delivering only highly-relevant customer and competitor intelligence.
The document discusses measuring a nation's income and GDP. It defines GDP as the total market value of all final goods and services produced within a country in a given period of time. GDP equals total household spending on goods and services and can be broken down into consumption, investment, government spending, and net exports. An example for the US in 2009 is provided, with consumption making up 70% of GDP. The concept of value added is also introduced.
The document presents an overview of the ten principles of economics. It discusses how economics studies how households and societies allocate scarce resources and how economists examine decision-making, interactions between people, and forces that affect the overall economy. Several principles are summarized, including that people face tradeoffs, rational individuals consider costs and benefits at the margin, and incentives affect behavior. Markets can improve outcomes through specialization and trade but governments also have a role to address market failures.
Specializations are becoming the new table-stakes in value-based channel programs. Their goal? To help differentiate partner value and drive increased competency. But, are specializations considered a distraction to the partner sales and technical certification requirements? Are they a worthy partner investment in long-term skills development and market position? This exclusive channel research explores the perceived value and ROI of channel specialization programs, from both the vantage point of 400 solution providers and 40 vendors. Get answers to these questions: Which type of specialized partners are vendors looking to develop or attract? What are the specialization program requirements and benefits? What ROI are partners expecting on their specialization investment? How does specialization improve the solution providers’ relationship with their customers and vendors?
The document discusses aggregate demand and aggregate supply, and their role in explaining short-run economic fluctuations. It notes that economic activity fluctuates from year to year, with recessions representing periods of declining incomes and rising unemployment. The aggregate demand-aggregate supply model is used to analyze these fluctuations by showing the relationship between price levels, output, and the demand and supply of goods and services. Shifts in components of aggregate demand, like government purchases, can cause the aggregate demand curve to shift and impact price levels and output in the short run.
This document outlines a photo storyboard for a soap opera with 6 shots. Shot 1 shows people queuing up to sign up for a club or use the printer. Shot 2 shows a person cutting in line at the photocopier. Shot 3 shows a person alone on their phone against a wall. Shot 4 shows two characters starting a dialogue as a girl walks past from the toilets. Shot 5 shows two girls talking to each other in the corridor. Shot 6 shows a boy and girl talking as they walk along, possibly in the library.
Insights to Growth is a consulting firm that leverages market intelligence and strategy expertise to support clients' business planning, decisions, and competitiveness. It offers services such as market assessment, customer qualification, performance assessment, and business management. Past engagements include developing knowledge bases for life sciences clients and assessing market opportunities, resource allocation, and business processes for technology companies. The firm's experts have over 20 years of experience across multiple industries and use methods like primary research, data analysis, and opportunity modeling to provide insights and recommendations.
This document summarizes a webinar about managing specialization programs. It discusses how specializations can help partners focus their skills and differentiate themselves. However, partners must see a return on investment for their specialization efforts. The webinar addressed challenges in getting partners to invest in specializations and how to structure programs to provide value for both partners and vendors. It also highlighted potential pitfalls for vendors in launching and managing specialization programs.
Whats new in customer experience managementPrayukth K V
Social media and new technologies are empowering people and changing society in fundamental ways. The collective voice of people online cannot be controlled and is shaping history. Customers now demand personalized experiences on their terms. This customer-centric reality is transforming industries and requiring companies to focus on building trust and delivering value.
This is the full research report from Amazon Consulting's 5th Annual State of Partnering Study. This comprehensive report in eBook format gives detailed analysis on the findings from this annual study. Thsi full report is only available to subscribers of the PartnerG2 market intelligence service.
ITSMA Recognizes Best in Class Marketing Programs with its 2012 Marketing Excellence Awards
BT, Capgemini, Cisco, Dell, Deloitte, DocuSign, IBM, Infosys, Microsoft, Optum, and Tata Consultancy Services are recognized as B2B Marketing Leaders across six categories.
An international jury of marketing executives and experts selected the winners based on excellence in situation analysis, innovation, program execution, and business results. The awards honor excellence at two levels: diamond and gold.
IBM held a business partner kickoff event in 2013 to discuss strategy. Jan Simonsen from IBM presented on creating IBM's strategy map to visualize goals, strategies, and tactics. Understanding IBM's strategy helps partners explain their value proposition, understand their own goals and role, and build a smarter business. Partners were asked to analyze, understand, and use the strategy map to improve their skills and grow their business. The strategy map is a tool to keep strategies and tactics aligned to achieve goals.
BPO Call Center, Contact Center Investment Market Landscape for M&A Corporate...Charles Bedard
The document discusses trends in the call center and contact center industries, including:
1. Consolidation occurring for industry-oriented providers such as healthcare and financial services as well as inbound and outbound contact centers.
2. Near-shore opportunities becoming more prevalent.
3. Entering the BPO services level will likely be through acquiring "subscale assets".
The Catalyst Group (TCG) is a global consultancy established nearly 30 years ago serving process industries. TCG provides strategic planning and connects process technology developments to market opportunities through a global network of over 100 scientific and commercial experts. TCG delivers value to clients through private consulting projects and multi-client programs and studies. TCG's experience, client list of top industrial leaders, and unique ability to integrate technology and business sets it apart from competitors.
Connect and Engage Better with Provocation-based SellingAlinean, Inc.
Today's buyer has been forced to do-more-with-less, and has less time than ever before to uncover their issues, and explore solution options.
How can you sell to a prospect if they are unaware of the opportunity or priority of the issues you can address, and that indeed a remedy exists?
Introduction
The creation of successful products is essential for companies that want to grow or maintain a competitive advantage. Many organizations lack a clearly defined and understood product strategy.
We will discuss the importance of the AIPMM Product Management Framework (PMF) to define and implement a process to conceive, plan and market your company’s products at each stage of their life cycle. We will identify key activities to align business and product strategy with unmet customer needs to create value for your business.
We will describe the typical product life cycle from concept to launch and through product retirement. We will also discuss why growing organizations need to implement a formal product management process to support their product strategy.
Objectives
* Why do you need to define the right product strategy?
* What are the benefits of implementing a product planning process?
* What do you need to constantly create insanely great products?
Contact me at http:/linkd.in/hdelcastillo for more information regarding AIPMM membership or certification courses in your area.
Let me know how I can help you accelerate your career, or create and implement a product strategy and product planning process successfully to grow your business.
This document is Synchronized Solutions' 2006 annual report. It discusses the company's mission of solving global challenges and maintaining top performance through long-term customer partnerships and a dedicated business unit model. It highlights strategic advantages such as diversified growth into new sectors, dedicated business units that function as extensions of customers, and sector-specific supply chain solutions. The report also includes a letter to shareholders noting strong revenue growth in 2006 but lower than expected profitability due to unanticipated expenses and a weakened pricing environment.
kbs+p Ventures debuted in Q1 2011 as a differentiated, strategic value-added investor in marketing and advertising technology. They evaluated over 120 potential investments and ultimately invested in 7 early-stage companies focused on adtech and marketing tech. Building the venture arm provided value to portfolio companies through strategic introductions and helped bring innovation to kbs+p clients.
Presentation given at ibp presentation miami march29Lora Cecere
The document discusses supply chain insights and the evolution of sales and operations planning (S&OP). It notes that S&OP has progressed from a manufacturing-driven focus on delivering a feasible plan, to a sales-driven focus on matching demand and supply, and increasingly to a demand-driven and market-driven focus on sensing demand signals and orchestrating supply across markets. Emerging technologies can help organizations achieve greater benefits by supporting demand translation, network modeling, constraints-based planning, and optimization of financial drivers.
This document discusses key performance indicators for professional service firms. It defines important concepts like business models, value logic, and the roles of principals. It then analyzes a case study consulting firm using these concepts. Three scenarios are modeled to explore how changing how principals spend their time could impact the firm's performance. The base case shows a focus on utilization over health factors like fees and leverage. Shifting principals' focus to customer development in scenario 2 increases leverage but not enough. Standardization also needs focus to fully address health factors.
They have expertise across many industries and have worked with clients such as AT&T, Coca-Cola, Delta Airlines, Dunkin' Donuts, Nissan, PGi, Spark Energy, and a top 5 U.S. bank.
With FirstRain’s Business Monitoring Engine, organizations can easily uncover intelligence on their customers and competitors—tracking critical events, understanding their markets, spotting emerging threats and identifying sales triggers. Unlike content aggregators and lead-management tools, FirstRain’s patented semantic-analytics technology instantly cuts through the clutter of the consumer Web, delivering only highly-relevant customer and competitor intelligence.
The document discusses measuring a nation's income and GDP. It defines GDP as the total market value of all final goods and services produced within a country in a given period of time. GDP equals total household spending on goods and services and can be broken down into consumption, investment, government spending, and net exports. An example for the US in 2009 is provided, with consumption making up 70% of GDP. The concept of value added is also introduced.
The document presents an overview of the ten principles of economics. It discusses how economics studies how households and societies allocate scarce resources and how economists examine decision-making, interactions between people, and forces that affect the overall economy. Several principles are summarized, including that people face tradeoffs, rational individuals consider costs and benefits at the margin, and incentives affect behavior. Markets can improve outcomes through specialization and trade but governments also have a role to address market failures.
Specializations are becoming the new table-stakes in value-based channel programs. Their goal? To help differentiate partner value and drive increased competency. But, are specializations considered a distraction to the partner sales and technical certification requirements? Are they a worthy partner investment in long-term skills development and market position? This exclusive channel research explores the perceived value and ROI of channel specialization programs, from both the vantage point of 400 solution providers and 40 vendors. Get answers to these questions: Which type of specialized partners are vendors looking to develop or attract? What are the specialization program requirements and benefits? What ROI are partners expecting on their specialization investment? How does specialization improve the solution providers’ relationship with their customers and vendors?
The document discusses aggregate demand and aggregate supply, and their role in explaining short-run economic fluctuations. It notes that economic activity fluctuates from year to year, with recessions representing periods of declining incomes and rising unemployment. The aggregate demand-aggregate supply model is used to analyze these fluctuations by showing the relationship between price levels, output, and the demand and supply of goods and services. Shifts in components of aggregate demand, like government purchases, can cause the aggregate demand curve to shift and impact price levels and output in the short run.
This document outlines a photo storyboard for a soap opera with 6 shots. Shot 1 shows people queuing up to sign up for a club or use the printer. Shot 2 shows a person cutting in line at the photocopier. Shot 3 shows a person alone on their phone against a wall. Shot 4 shows two characters starting a dialogue as a girl walks past from the toilets. Shot 5 shows two girls talking to each other in the corridor. Shot 6 shows a boy and girl talking as they walk along, possibly in the library.
This document contains several charts and graphs about the economy of Corpus Christi, Texas. It shows that Corpus Christi has experienced steady economic growth with unexpected surges in recent months. The city's job growth was particularly strong in 2012 and since mid-2014, and its unemployment rate has returned to below 4.5%. While industrial construction has replaced oil and gas as the main growth driver, bringing over $32 billion in investments and 1,700 permanent jobs to 115 projects. The tight local job market has put upward pressure on housing prices and cost of living.
This webinar discussed specialization programs in the technology industry. It explored when specializations are important for channel strategies, how to measure their value, and challenges in launching and managing them. Key points included:
- Specializations are most useful when a vendor's portfolio grows broad, channel conflict increases, or a vendor needs to expand into new markets.
- Value is measured through incremental revenue/profit for partners and increased market share for vendors, but it is difficult to achieve ROI within the first year for partners.
- Launching a program requires defining clear value for end users, partners, and vendors while ensuring internal alignment. Managing one requires addressing partner capacity and misaligned expectations.
Logicalis delivered strong financial results in 2012, with total sales up 18% to $1.2 billion and EBITDA up 27% to $67.4 million. South America became the largest market for the first time, accounting for almost 40% of sales, driven by continued investment in telecommunications infrastructure in Brazil. The UK and US markets were more challenging due to economic slowdowns. Logicalis also sold a 10% stake in its Latin American subsidiary to its local partner, having first partnered with them in 2008 to develop the South American business.
This annual review document summarizes Logicalis' performance in 2012 and outlook for the future:
1) Logicalis achieved strong financial performance in 2012, with total sales increasing 18% to $1.2 billion and operating profit increasing 36% to $42.6 million.
2) The company focused on providing innovative new cloud and mobile solutions to customers, helping businesses address their IT challenges in new ways.
3) Looking ahead, Logicalis will continue rolling out new cloud services globally and supporting trends like mobile consumerization and business analytics to help customers stay ahead of the competitive landscape.
Version 6.5 of Sage ERP X3 includes several new features and enhancements. It provides 3 new countries for the Standard Edition, 3 new legislations for the International Edition, and integrations with Sage CRM and Sage SalesLogix solutions. The release also further embeds the EDM module for managing documents and files within Sage ERP X3. Additional improvements include new modules for REACH compliance, fixed assets, and more legal add-ons in the base product. Overall, the release contains over 80 enhancements focused on usability, compliance, reporting, and performance.
Do successful companies think differently and act differently? Do they fear recession? How do they stay
at the helm as market or technology leaders? Do they pile on cash for future or invest now?
- Reevoo is a leading provider of social commerce solutions that is deployed by over 150 major brands across retail, travel, and automotive industries.
- Their solutions drive consumer engagement and have been viewed over 750 million times per month.
- Customer Black & Decker reported that Reevoo Launch has been an effective brand-building activity by including them in the purchase process.
- Reevoo aims to develop personalised engagement with consumers across channels to build trust and improve customer experience.
Leading them on – secrets of successful lead nurturing programmes - The Marke...B2B Marketing
Behind the scenes of the programmes that won B2B Marketing’s Best Lead Nurturing Campaign awards in 2010 and 2011.
The new art (or is it a science?) of lead nurturing is a cornerstone of alignment between sales and marketing and promises benefits including higher numbers of better qualified sales leads and significant efficiency savings compared with one-off lead generation campaigns. Paul will talk through the success factors behind measurable sales results seen by organisations including Oracle (Best Lead Nurturing Campaign 2010), O2 (Best Lead Nurturing Campaign 2011) and Canon.
He will begin by discussing what’s involved in setting up a lead nurturing programme from scratch, e.g. What’s the business case? How does it fit with other marketing activities? How do you ensure marketing is fully aligned with sales? What do you really need in terms of a team, processes and systems?
Paul will then look at it from the customer’s point of view. What does it feel like to be included in a nurture campaign? Which channels work best (and which ones do most marketers forget about)?
He will conclude with some notes about ongoing governance and some common pitfalls to avoid in the execution of a lead nurturing programme.
Benefits to gain from this session
Factors to include in a business case or ongoing measurement of a lead nurturing programme
Real-life examples of what’s involved in getting programmes set up and running (including sales alignment, systems, processes and teams)
Examples of the channels/content/techniques that work best in lead nurturing – including tips that could instantly improve response rates of any prospect campaigns
Traps to avoid!
Solutions Insights is a B2B consulting and training firm that helps companies develop, market, and sell high-value solutions.
A Framework to Build and Market Solutions - The Case for Shifting from Product to Solutions Marketing
Customer Experience Management by MIS AssociatesGerry Brown
This presentation was made in April 2012 at the Text Analytics Summit in London. The presentation outlines Customer Experience Management (CEM) best practices and their value to both the customer and the vendor. In addition we look at the technical, operational and measurement challenges of CEM, and the customer decision journey.
Wholesale distribution outlook 2012 net suiteGuy Blissett
The survey found that over 69% of mid-market wholesale distribution companies were optimistic about business prospects in 2012, with nearly 99% expecting business to remain steady or improve. A majority (65%) of companies aimed to achieve both revenue growth and cost savings. Profitable growth through new products, channels, and streamlining business processes was the top priority for 2012.
Pentaho Business Analytics for ISVs and SaaS providers in healthcarePentaho
The document discusses how business analytics capabilities are important for healthcare ISVs and SaaS providers to compete in the industry. It recommends that ISVs evaluate embedded business intelligence platforms to lower costs of goods sold over five years, improve customer adoption and satisfaction, and deliver more compelling products. The Pentaho OEM program is presented as an option for ISVs to gain world-class analytic capabilities for their offerings in a cost-effective manner through flexible business terms and a technology partner experienced in the healthcare sector.
Differential Value Proposition presented by GE and ValkreBMAChicago
This document discusses GE's use of the Differential Value Proposition (DVP) method and Render software to address business challenges. DVP helped GE identify new offerings, understand customer needs, and develop growth plans. Render software enabled the DVP process at scale and speed across many business units worldwide. GE executives shared that DVP built stronger customer partnerships and improved their ability to create value.
The document discusses integrated marketing and the challenges facing marketers. It summarizes key challenges such as the data explosion, social media growth, shifting consumer demographics, and the need for customer collaboration. It then discusses how IBM's Intelligent Advisor solution addresses these challenges through its capabilities for capturing customer data, analyzing insights, and executing targeted campaigns across channels. Finally, it outlines how a complete integrated marketing management solution can optimize the customer experience and journey from awareness to loyalty.
The POEM Framework® provides a simple model that helps African Founders, Innovation Hubs, Business Angels and other ecosystem members meet their needs for structure, understanding and communication as they journey together to commercial success with the founders of technology-enabled startup ventures.
Vision is the founders story about the problem or challenge and their innovation driven commercial solution to it as a startup business venture.
Proposition is the startups offer of products (and/or services) to a target customer base in a specified market.
Organization is the startup's people, processes and technologies that deliver the proposition.
Economics measure the startups use of available capital for funding expenses to generate revenues that create impact.
Milestones measure the startups achievements, challenges of meeting targets from MVP to Series A.
Are you trying to make sense out of this fast-changing marketing automation environment? Or, better yet, are you trying to find ways to deliver on that long-term lead nurturing strategy that you so eloquently sold to your execs last year? Then, join us as we tackle some of the great myths about automated lead nurturing. Using real-world examples
of Pardot in action, you will see how to overcome the hurdles that stand in the way of executing effective automated marketing and offer sage advice to help generate the promised results from your marketing automation system.
How is content being used to support b2b lead generation and nurturing? What’s working best? And how can you measure its success?
Presentation from MicroMedia's after summer b2b event in Helsinki on 20 September 2012. Including some examples of successful b2b marketing campaigns with great content at their heart.
The document discusses the need for sales enablement and revenue performance management. It notes that sales performance has declined in recent years while revenue targets have increased. It also discusses trends toward greater focus on revenue in the boardroom and by executives. The document advocates for removing silos between marketing and sales and taking a more holistic view of the buying funnel. It promotes sales enablement tools and programs to increase sales productivity and optimize sales processes. The goal is to get more qualified leads, make sales reps more productive, and help opportunities move through the sales cycle faster.
Asug Minnesota Using Six Sigma To Reduce CostsFabio Brancati
The document discusses how organizations can reduce costs and boost performance in SAP managed services using Six Sigma. It outlines Softtek's "Right Approach" which focuses on right-sizing, right-placing, and right-balancing SAP application portfolios. This includes streamlining operations, aligning services with business priorities, and driving process rigor to continuously improve performance and reduce costs on an ongoing basis.
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2012 State of Partnering
1. 2012: The
Threshold of the
Next Wave of IT
Growth
Part I - The Vendors’ Plans
January 26, 2012
PartnerPath 2012 1
2. We Elevate the Impact of Your Partnering
PartnerPath is the only
company with a holistic
approach to
designing, implementing and
automating go-to-market Centric
models to increase impact and
Accomplished
awareness
Reliant
Tolerant
Novice
PartnerPath 2012 2
3. Research Overview
6th Annual Study
98 diverse vendors responding:
45% global, 42% N. America
50% <$500M , 41% >$1b
Software & networking focus
Avg. 42% revenue through
partners
248 N. American solution provider
respondents (1:1 interviews)
Broad array of plans and priorities
PartnerPath 2012 3
4. Panelists
Paige Erickson Bill Cate
V.P., North American Partners & Alliances Sr. Director, Global Partner Programs
PartnerPath 2012 4
5. Discussion
1. Market Outlook
2. Enablement Activities
3. Professional Services & Cloud Investments
4. Staffing and Organization
5. Channel Spending
PartnerPath 2012 5
6. Audience Poll
What kind of year do you predict for your partnering
efforts in 2012?
a. Bullish – we’re investing for major expansion & growth
b. Shifting – we’re using our existing resources in different
ways to get better results
c. Renovating – we’re making major changes in our strategy
or program structure
d. Coasting - we’ve made lots of investments & changes
recently and will ride the wave & manage for results
e. Not exactly sure
PartnerPath 2012 6
7. Poised for Big Growth …?
2007 2009 2011
2008 2010 2012
PartnerPath 2012 7
8. Market Outlook Revenue Forecast
<$5 Million $5 - $20M $20 - $50M $50 M+
100%
Solution providers very optimistic
80%
about 2012 revenue
60%
40%
Vendor’s top metrics – 20%
new business, marketshare
0%
Increase Decrease Remain the
same
Top Value Metrics:
1. New business
2. Competitive
marketshare gains
3. Customer satisfaction
PartnerPath 2012 8
9. $20 M+ <$20 M
Market Outlook
Decisions are more
cost driven
But, customer decisions are still More
cost-driven virtualization/cloud
solutions
They are delaying
And access to capital restricts smaller upgrades
partners’ service investment Fixing instead buying
new
0% 20% 40% 60%
of <$20M partners $20M+ Partners re: challenges:
“The economy; people are cutting back and
letting go of employees”
“Getting people to spend money”
“Slow payment”
PartnerPath 2012 9
10. Discussion
1. Market Outlook
2. Enablement Activities
3. Professional Services & Cloud Investments
4. Staffing and Organization
5. Channel Spending
PartnerPath 2012 10
11. 2012 2011 2010
Enablement Activities Doing effective pre-
sales discovery
Sales skills still a big vendor priority Selling value to LOB
decision makers
Developing vertical
solution or selling
approach
Selling LOB value is focus
Enhancing technical
skills with specialization
Selling & marketing an
annuity-based service
Enhancing post-sales
professional
services delivery
0% 10% 20% 30% 40% 50%
2012 Top Vendor Priorities
1. Ease of doing business – 46%
2. Recruiting the right partners – 38%
3. Increasing partners’ sales skills – 28%
PartnerPath 2012 11
12. Enablement Activities
From Technical to Sales - Where’s Services?
2008 2009 2010 2011 2012
• Sales into • New • Number of • New business • New
key markets Only business customers
30% plan to offer business
(horizontal served • Technical
Prof. •Services training or
or vertical) Customer expertise • Competitive
satisfaction • New
share IP with partners marketshare
• New business • Competitive gains
business • Specialized marketshare
market • Market gains • Customer
• Demand focus or focus/ satisfaction
generation industry industry
mktg. expertise expertise
9.) In 2012, what do your anticipate your company's most highly valued partner performance metrics, BEYOND sales volume?
(choose top two)
PartnerPath 2012 12
13. Discussion
1. Market Outlook
2. Enablement Activities
3. Professional Services & Cloud Investments
4. Staffing and Organization
5. Channel Spending
PartnerPath 2012 13
14. Professional Services Investments
Partners focused on managed Vendors want partners to build
and cloud services Professional Services
Partners Vendors
Managed infrastructure
services
Cloud or managed
applications as a service
First line tech support
Hardware break/fix repair
Pre-sales assessments and
architectures
Post-sale product
integration, testing & tuning
0% 10% 20% 30% 40% 50%
QV: Around which type of services are you most interested in cultivating partner
delivery skills in 2012?
QP: Which of these services are you most interested in offering or expanding in 2012?
PartnerPath 2012 14
15. Cloud Services – Vendor Expectations
Vendors trying all Expect Partners To:
engagement models for cloud
2012 2011
1. Resell their cloud
services
Sell infrastructure to
partners to build
services; no direct
2. Manage customer
delivery relationship
Provide services directly
to end-user; use partners 3. Offer pre- and post-sale
as sales agents Professional Services
Sell to large Service
Providers & help them 4. Refer sales to vendor
recruit our partners as
channel
5. Sell services for large
Provide services direct to Service Providers
end-users; use partners
as resellers
6. Build SaaS apps.
0% 10% 20% 30% 40% 50%
Q: What primary role(s) do you expect partners to play
Q: What will your company's positioning on offering IT as a service sales and/or delivery of your cloud solution(s) in
or cloud-related services in 2012? (check top two) 2012? (check top two)
PartnerPath 2012 15
16. Cloud Services – Partners’ Plans
Solution providers of all sizes Expect Partners To:
still taking a wait-and-see attitude
1. Resell their cloud
<$5m $5 - 20M $20-50M $50M+
services
80%
2. Manage customer
70% relationship
60%
3. Offer pre- and post-sale
50%
Professional Services
40%
30% 4. Refer sales to vendor
20%
5. Sell services for large
10% Service Providers
0%
Likely/Very Moderately Not 6. Build SaaS apps.
Likely/Very
Q: How likely is your company to begin offering cloud solutions
in 2012? (1 = "not at all likely," and 7 = “extremely likely”)
PartnerPath 2012 16
17. Discussion
1. Market Outlook
2. Enablement Activities
3. Professional Services & Cloud Investments
4. Staffing and Organization
5. Channel Spending
PartnerPath 2012 17
18. Partners’ Staffing Crisis
$50M+ $20-50M $5-20M <$5M Trouble finding the right
sales & technical talent
Staffing/resources
2011 - 22%
2012 - 31%
0% 10% 20% 30% 40%
“The biggest challenge is growing our business
with the current staff that we already have without
hiring more employees.”
“Finding capable sales people, that is really the
most important factor.”
“Finding quality people in a weak economy; finding
people who are educated in sales of services.”
PartnerPath 2012 18
19. Vendor Field Teams – Sales or Business Development?
2012 Vendor Staffing Plans
No changes planned for
2012
Give them more support
thru inside sales or help-
desk functions
Increase their training on
business & financial
management issues
Actively involved in our business Increasing the number of
people doing that job
planning & support our growth
plans Change compensation plan
25% to encourage long-term
partner development
Give less partners to cover
Only interested in their products or develop
and short-term sales
31% 0% 10% 20% 30%
PartnerPath 2012 19
20. Discussion
1. Market Outlook
2. Enablement Activities
3. Professional Services & Cloud Investments
4. Staffing and Organization
5. Channel Spending
PartnerPath 2012 20
21. Channel Spending – Refocus on Marketing
Increase No Change Decrease
Marketing funds 54% 43% 3%
Rebates and other incentives 50% 44% 6%
Deal registration incentives 48% 46% 6%
Sales influence or agent fees 19% 75% 6%
Reselling discounts 18% 69% 13%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
11.) How do you generally intend to change those spending percentages for 2012? (each coded as increase, no change, decrease)
PartnerPath 2012 21
22. Channel Spending – Refocus on Lead Generation & MDF
2012 2011 #1 Vendor Plan to
Doing more lead generation
Increase Partner
for / with partners 42% 60% Profitability
$20 M+ <$20M
In annual revenues
Increase or Improve
Advertising/Marketing Efforts
Hire New Sales or Technical
Employees
Offer New, Higher-Margin #1 Partner Plan to
Services Increase Revenue
Add new product lines from
current vendors
Add new vendors lines
0% 10% 20% 30% 40%
PartnerPath 2012 22
23. Join Us Next Month
State of Partnering Results:
The Solution Providers’ Perspective
Thursday, February 23, 2012
Guest Panelist:
Mont Phelps,
President & CEO
PartnerPath 2012 23
Editor's Notes
World Economic Forum:Information Communications Technology (ICT) is a key enabler of a more economically, environmentally and socially sustainable world in the aftermath of one of the most serious economic crises in decades.
This broad set of data is organized across three elements: Growth Strategies, Enablement Plan and Investment Plans. The first is growth strategies:The drive for new business and regaining topline growth in 2011 is a big priority. This will support a continued focus on deal reg. programs and partners driving new businessMSPS and services providers who are driving the next generation of IT as a service have increased in focus significantly from last year Cloud engagement models are emerging quickly with a variety of ways for vendors and their partners to programmatically engageSo, let’s look at the data that supports these themes ….
This broad set of data is organized across three elements: Growth Strategies, Enablement Plan and Investment Plans. The first is growth strategies:The drive for new business and regaining topline growth in 2011 is a big priority. This will support a continued focus on deal reg. programs and partners driving new businessMSPS and services providers who are driving the next generation of IT as a service have increased in focus significantly from last year Cloud engagement models are emerging quickly with a variety of ways for vendors and their partners to programmatically engageSo, let’s look at the data that supports these themes ….
This broad set of data is organized across three elements: Growth Strategies, Enablement Plan and Investment Plans. The first is growth strategies:The drive for new business and regaining topline growth in 2011 is a big priority. This will support a continued focus on deal reg. programs and partners driving new businessMSPS and services providers who are driving the next generation of IT as a service have increased in focus significantly from last year Cloud engagement models are emerging quickly with a variety of ways for vendors and their partners to programmatically engageSo, let’s look at the data that supports these themes ….
Other:Geographical coverageimplementation services against a business problem
This broad set of data is organized across three elements: Growth Strategies, Enablement Plan and Investment Plans. The first is growth strategies:The drive for new business and regaining topline growth in 2011 is a big priority. This will support a continued focus on deal reg. programs and partners driving new businessMSPS and services providers who are driving the next generation of IT as a service have increased in focus significantly from last year Cloud engagement models are emerging quickly with a variety of ways for vendors and their partners to programmatically engageSo, let’s look at the data that supports these themes ….
This broad set of data is organized across three elements: Growth Strategies, Enablement Plan and Investment Plans. The first is growth strategies:The drive for new business and regaining topline growth in 2011 is a big priority. This will support a continued focus on deal reg. programs and partners driving new businessMSPS and services providers who are driving the next generation of IT as a service have increased in focus significantly from last year Cloud engagement models are emerging quickly with a variety of ways for vendors and their partners to programmatically engageSo, let’s look at the data that supports these themes ….