The document discusses methods for technology vendors to grow their market share by listening to and responding to the needs of SMB partners. It outlines what SMB partners are asking from their vendors, including help developing sales and marketing plans, sales training and resources, connections to other partners, and a single point of contact. The document recommends vendors provide templates, tools, and guidance to partners to help them improve their effectiveness and drive new sales. It also describes how an outside company, CGS, can help implement and manage partner engagement programs.
This document provides a playbook for technology vendors to unleash the revenue potential of the SMB channel. It outlines strategies for identifying and recruiting qualified SMB partners, getting partners sales-ready through training and enablement, and providing ongoing support through marketing, sales tools, and reporting. The playbook recommends proactive engagement with partners at every stage including onboarding, training, solution development, and ongoing communication to accelerate partner sales. It also stresses the importance of metrics to track partner progress and performance.
This document provides guidance on setting up and executing an effective marketing development funds (MDF) program. It discusses what an MDF program is, who it benefits, and why companies implement them. It also outlines best practices for the planning, rules, metrics, activities, processes, and automation needed for successful execution. The goal of an MDF program is to create a mutually beneficial partnership where both parties are motivated to collaborate on marketing that drives business wins.
White paper on the success of modernized telesales approaches in large sales cycles. Telesales 2.0™ is the #1 way to engage with technology stakeholders, progress your pipeline and retain opportunities to realize revenue.
Executing a Billion Dollar Customer StrategyBill Lee
Our newest publication on building a robust customer strategy. This is a major missing link in most firms trying to engage with today's empowered buyers and customers. Both the C-suite, and executives and managers executing the firm’s total customer experience (TCE) operations will want to ready this carefully.
- The document provides an overview and key findings from a survey of 41 customer reference programs.
- While programs excel at producing reference materials and fulfilling requests, customer participation and measuring impact on business outcomes is still lacking.
- To remain relevant in the new subscription economy, reference programs need to focus more on customer retention, experience, and demonstrating value to both internal and external stakeholders.
- Key recommendations include increasing focus on the customer journey, becoming more strategic partners, and better integrating with sales.
Presenting the second paper in the series 'Multi-channel Customer Management' that delves deep into the design, deployment, coordination, and evaluation of customer interaction channels enterprises can and should leverage.
This document discusses how social syndication can help organizations expand their social selling reach. It explains that the process of buying and selling has changed, with people now proactively searching online for products rather than waiting for sales calls. This has given social syndication an important role in helping companies promote through social networks. The rest of the document provides solutions for overcoming common challenges in managing social syndication and channel partnerships, such as having structured programs aligned with different partner types and priorities, and celebrating partner successes.
Transforming Advocacy from Marketing Tactic
to Competitive Advantage
Key results from the 2015 Study on Customer Advocacy and Engagement
By The Center for Customer Engagement and SiriusDecisions
This document provides a playbook for technology vendors to unleash the revenue potential of the SMB channel. It outlines strategies for identifying and recruiting qualified SMB partners, getting partners sales-ready through training and enablement, and providing ongoing support through marketing, sales tools, and reporting. The playbook recommends proactive engagement with partners at every stage including onboarding, training, solution development, and ongoing communication to accelerate partner sales. It also stresses the importance of metrics to track partner progress and performance.
This document provides guidance on setting up and executing an effective marketing development funds (MDF) program. It discusses what an MDF program is, who it benefits, and why companies implement them. It also outlines best practices for the planning, rules, metrics, activities, processes, and automation needed for successful execution. The goal of an MDF program is to create a mutually beneficial partnership where both parties are motivated to collaborate on marketing that drives business wins.
White paper on the success of modernized telesales approaches in large sales cycles. Telesales 2.0™ is the #1 way to engage with technology stakeholders, progress your pipeline and retain opportunities to realize revenue.
Executing a Billion Dollar Customer StrategyBill Lee
Our newest publication on building a robust customer strategy. This is a major missing link in most firms trying to engage with today's empowered buyers and customers. Both the C-suite, and executives and managers executing the firm’s total customer experience (TCE) operations will want to ready this carefully.
- The document provides an overview and key findings from a survey of 41 customer reference programs.
- While programs excel at producing reference materials and fulfilling requests, customer participation and measuring impact on business outcomes is still lacking.
- To remain relevant in the new subscription economy, reference programs need to focus more on customer retention, experience, and demonstrating value to both internal and external stakeholders.
- Key recommendations include increasing focus on the customer journey, becoming more strategic partners, and better integrating with sales.
Presenting the second paper in the series 'Multi-channel Customer Management' that delves deep into the design, deployment, coordination, and evaluation of customer interaction channels enterprises can and should leverage.
This document discusses how social syndication can help organizations expand their social selling reach. It explains that the process of buying and selling has changed, with people now proactively searching online for products rather than waiting for sales calls. This has given social syndication an important role in helping companies promote through social networks. The rest of the document provides solutions for overcoming common challenges in managing social syndication and channel partnerships, such as having structured programs aligned with different partner types and priorities, and celebrating partner successes.
Transforming Advocacy from Marketing Tactic
to Competitive Advantage
Key results from the 2015 Study on Customer Advocacy and Engagement
By The Center for Customer Engagement and SiriusDecisions
The document discusses predictions from 10 thought leaders on where data-driven marketing insights will have the biggest impact in 2016. Common themes included a greater focus on measuring the entire customer journey, better integration of disparate data sources, and using data to better predict campaign outcomes and improve customer experience. Experts also predicted more personalized messaging tailored to individuals using marketing analytics, and a focus on metrics to measure and improve customer engagement, retention, and lifetime value.
A Guide to Effective Lead Generation - The Journey from List to LeadReshma Nigam
This white paper delineates Markable Solutions’ high impact lead generation techniques to develop marketing qualified leads for an organization’s sales pipeline.
You will learn how to:
1. Define a lead and understand the buying process
2. Build a robust B2B lead generation strategy
3. Use various list-to-lead techniques by Markable Solutions
This document discusses the challenges of marketing departments becoming fragmented as marketing functions specialize and new digital channels emerge. This can lead to inconsistent goals, siloed teams focusing only on their own KPIs, and a lack of integrated strategies. It recommends centralizing marketing functions and having a single, clear organizational goal and inbound marketing strategy to guide all teams. It also stresses the importance of a unified marketing automation platform to integrate disparate customer data sources and enable personalized, triggered communications. Centralizing content production and implementing a content marketing framework can help address challenges around dispersed content creation and inconsistent quality.
Marketing Automation sounds like the perfect solution, but perhaps it hasn’t delivered quite as well as you thought? Here are 10 reasons why Marketing Automation missions fail, and the solutions behind them!
9 Essentials to Grow Your Agency and Help Your Clients Succeed - an Act-On eBookSherry Lamoreaux
Marketing automation can help agencies strengthen their value proposition and better meet evolving client needs. By implementing a marketing automation platform, agencies can offer new service tiers and revenue streams to clients while improving campaign effectiveness, efficiencies, and costs. Marketing automation also allows agencies to position their expertise in a high-demand discipline and differentiate themselves in the increasingly competitive industry.
The document discusses buyer personas and their importance for aligning sales and marketing. It defines buyer personas as characterizations of typical buyers that reflect key attributes, behaviors, and preferences. Creating accurate buyer personas involves gathering customer data from sales interactions and media consumption patterns. Personas help sales and marketing work together by prioritizing audience segments and creating targeted campaigns. The document stresses gathering ongoing feedback to refine and update personas over time.
A quick guide on what Marketing Automation is, steps to success in launching your campaigns, how to optimise activity and enables sales to help drive revenue.
Teamworks Customer Relationship MarketingJudy Lane
TeamworksGlobal is a business development firm that provides strategic planning and implementation of integrated marketing campaigns. They help automate marketing processes using technology to manage data, analyze results, and automate communications. Their customer relationship marketing focuses on nurturing prospects, growing customers, and retaining inactive customers through periodic, transactional, and lifecycle communications. They provide solutions to improve marketing effectiveness and drive profitability.
This document provides an overview of a playbook to help B2B marketers transition to a more customer-obsessed organization. It recommends that B2B marketers shift from a focus on products to understanding customer outcomes, build systems for customer insight and engagement across channels, and manage marketing performance across the entire customer lifecycle. The playbook guides marketers through discovering their current state, planning the transition, operationalizing changes with a focus on customer engagement, and optimizing programs. The goal is for B2B marketing to measure business outcomes rather than just outputs and to make marketing more helpful, handy and human-centered.
This document summarizes the key points of connecting client and employee experiences to drive business success. It discusses how engaged employees can deliver a distinctive experience that leads to greater client loyalty and financial success. Specifically, it notes that a Harvard Business Review study found teams with engaged clients and employees were 3.4 times more effective financially. The document advocates bringing together different business functions like marketing, HR, etc. to develop client and employee experiences jointly and break down organizational silos. Measuring both client and employee feedback and linking various data can provide insights into leadership behaviors and impact.
This document discusses the importance of effective partner management. It begins by defining channel partners and their significance in helping businesses achieve sales goals. It then outlines several best practices for partner management, including showing a shared roadmap, customizing the partner experience, providing training, acknowledging accomplishments, and reviewing performance to assist rather than reprimand partners. It also identifies some pitfalls to avoid like inconsistent communications. The document emphasizes that ongoing partner enablement through avenues like online communities and certification programs can lead to improved sales outcomes. It concludes that managing partners effectively can significantly boost a business's value and market insights.
Learning the art of ‘effective’ partner management is what will upsurge your revenue logs and give you the competitive advantage – your fuel for thriving in the dynamic landscape.
The document discusses strategies for maximizing relationships with IT channel partners. It recommends a three-step approach of attracting, driving, and enabling partners. Specifically, it emphasizes the importance of attracting partners through strong brand support and communication. It also stresses driving partners' success by providing qualified leads and incentive programs. Finally, it suggests enabling partners by educating them on marketing best practices and providing resources like partner portals.
Q&A With Infinity Contact Founder, Chief Executive Officer and Owner, Tom Leidigh
About Tom Leidigh
30 years of executive experience in sales, direct marketing, and CRM program development. Tom is recognized as a leader in outsourced contact and is primarily focused on expansion strategies, trade alliances, and new product development.
Tom earned an M.B.A. with top honors from Arizona State University, and a B.B.A. from the University of Iowa.
Question: Why do clients choose Infinity?
Mr. Leidigh: As an innovator in integrated contact solutions, Infinity Contact has a singular focus: We collaborate with clients to Get Customers, Keep Customers and maximize customer lifetime value. Infinity Contact was founded to provide our clients with an enhanced experience of getting customers and keeping customers. That is real basic in terms of what all our clients want to do but the methodology and process behind that was where we thought we could differentiate B2B sales customer acquisition . Our brand is called Buyerlytics and it is really the science of sales and customers retention. It is integrating data, technology, customer contact and analytics into one program under the Buyerlytics brand. Many of our competitors offer a component or two but our ability to integrate those into a unified program is a huge differentiator and value prop for our clients.
This document discusses account-based marketing (ABM) and customer experience programs that were recognized for excellence in 2015. It profiles the award winning programs from SAP, Xerox, Medidata, Imprivata, and Citrix. These companies delivered significant results such as increased pipeline and revenue through ABM programs focused on named, large, or industry accounts. Imprivata improved customer retention and loyalty through a coordinated customer experience strategy. Citrix evolved its customer advocacy efforts to contribute more strategically to key customer relationships.
Marketing Services Excellence: Driving Costs Down and Effectiveness UpBest Practices
Marketing organizations today are under increasing pressure to deliver quality services to their internal clients while holding down costs. To remain competitive, Marketing leaders need to understand how their expenses, services scope, resources, organizational structure, and use of off-shore labor sources compare with those at other companies so they can identify and close performance gaps. This cross-industry benchmarking study provides metrics and critical insights for evaluating the effectiveness of the Marketing Services/Operations function, including Creative Services, Support Services and Market Research & Analytics Services.
A Guide to Sales and Marketing Messaging Alignment with WittyParrotWittyParrot
A guide to align the sales and marketing messaging and content reuse. It also covers certain vital points including capturing, managing, maintaining, reusing and sharing messaging components.
El documento habla sobre la importancia de posicionarse a través de los clientes. Resalta que es necesario enfocarse en el 20% de los clientes que generan el 80% de los ingresos, y conocer sus necesidades a través de la escucha activa. También enfatiza en la necesidad de capacitar al personal para satisfacer a los clientes y generar confianza, registrar información sobre los clientes y seleccionarlos según su valor y potencial.
El documento habla sobre Manolito, un niño con síndrome de Down que vive su vida con entusiasmo y alegría. Su familia le apoya para que pueda desarrollar todas sus capacidades. El objetivo es una sociedad que ofrezca las mismas oportunidades a Manolito para que pueda vivir de forma independiente.
The document discusses predictions from 10 thought leaders on where data-driven marketing insights will have the biggest impact in 2016. Common themes included a greater focus on measuring the entire customer journey, better integration of disparate data sources, and using data to better predict campaign outcomes and improve customer experience. Experts also predicted more personalized messaging tailored to individuals using marketing analytics, and a focus on metrics to measure and improve customer engagement, retention, and lifetime value.
A Guide to Effective Lead Generation - The Journey from List to LeadReshma Nigam
This white paper delineates Markable Solutions’ high impact lead generation techniques to develop marketing qualified leads for an organization’s sales pipeline.
You will learn how to:
1. Define a lead and understand the buying process
2. Build a robust B2B lead generation strategy
3. Use various list-to-lead techniques by Markable Solutions
This document discusses the challenges of marketing departments becoming fragmented as marketing functions specialize and new digital channels emerge. This can lead to inconsistent goals, siloed teams focusing only on their own KPIs, and a lack of integrated strategies. It recommends centralizing marketing functions and having a single, clear organizational goal and inbound marketing strategy to guide all teams. It also stresses the importance of a unified marketing automation platform to integrate disparate customer data sources and enable personalized, triggered communications. Centralizing content production and implementing a content marketing framework can help address challenges around dispersed content creation and inconsistent quality.
Marketing Automation sounds like the perfect solution, but perhaps it hasn’t delivered quite as well as you thought? Here are 10 reasons why Marketing Automation missions fail, and the solutions behind them!
9 Essentials to Grow Your Agency and Help Your Clients Succeed - an Act-On eBookSherry Lamoreaux
Marketing automation can help agencies strengthen their value proposition and better meet evolving client needs. By implementing a marketing automation platform, agencies can offer new service tiers and revenue streams to clients while improving campaign effectiveness, efficiencies, and costs. Marketing automation also allows agencies to position their expertise in a high-demand discipline and differentiate themselves in the increasingly competitive industry.
The document discusses buyer personas and their importance for aligning sales and marketing. It defines buyer personas as characterizations of typical buyers that reflect key attributes, behaviors, and preferences. Creating accurate buyer personas involves gathering customer data from sales interactions and media consumption patterns. Personas help sales and marketing work together by prioritizing audience segments and creating targeted campaigns. The document stresses gathering ongoing feedback to refine and update personas over time.
A quick guide on what Marketing Automation is, steps to success in launching your campaigns, how to optimise activity and enables sales to help drive revenue.
Teamworks Customer Relationship MarketingJudy Lane
TeamworksGlobal is a business development firm that provides strategic planning and implementation of integrated marketing campaigns. They help automate marketing processes using technology to manage data, analyze results, and automate communications. Their customer relationship marketing focuses on nurturing prospects, growing customers, and retaining inactive customers through periodic, transactional, and lifecycle communications. They provide solutions to improve marketing effectiveness and drive profitability.
This document provides an overview of a playbook to help B2B marketers transition to a more customer-obsessed organization. It recommends that B2B marketers shift from a focus on products to understanding customer outcomes, build systems for customer insight and engagement across channels, and manage marketing performance across the entire customer lifecycle. The playbook guides marketers through discovering their current state, planning the transition, operationalizing changes with a focus on customer engagement, and optimizing programs. The goal is for B2B marketing to measure business outcomes rather than just outputs and to make marketing more helpful, handy and human-centered.
This document summarizes the key points of connecting client and employee experiences to drive business success. It discusses how engaged employees can deliver a distinctive experience that leads to greater client loyalty and financial success. Specifically, it notes that a Harvard Business Review study found teams with engaged clients and employees were 3.4 times more effective financially. The document advocates bringing together different business functions like marketing, HR, etc. to develop client and employee experiences jointly and break down organizational silos. Measuring both client and employee feedback and linking various data can provide insights into leadership behaviors and impact.
This document discusses the importance of effective partner management. It begins by defining channel partners and their significance in helping businesses achieve sales goals. It then outlines several best practices for partner management, including showing a shared roadmap, customizing the partner experience, providing training, acknowledging accomplishments, and reviewing performance to assist rather than reprimand partners. It also identifies some pitfalls to avoid like inconsistent communications. The document emphasizes that ongoing partner enablement through avenues like online communities and certification programs can lead to improved sales outcomes. It concludes that managing partners effectively can significantly boost a business's value and market insights.
Learning the art of ‘effective’ partner management is what will upsurge your revenue logs and give you the competitive advantage – your fuel for thriving in the dynamic landscape.
The document discusses strategies for maximizing relationships with IT channel partners. It recommends a three-step approach of attracting, driving, and enabling partners. Specifically, it emphasizes the importance of attracting partners through strong brand support and communication. It also stresses driving partners' success by providing qualified leads and incentive programs. Finally, it suggests enabling partners by educating them on marketing best practices and providing resources like partner portals.
Q&A With Infinity Contact Founder, Chief Executive Officer and Owner, Tom Leidigh
About Tom Leidigh
30 years of executive experience in sales, direct marketing, and CRM program development. Tom is recognized as a leader in outsourced contact and is primarily focused on expansion strategies, trade alliances, and new product development.
Tom earned an M.B.A. with top honors from Arizona State University, and a B.B.A. from the University of Iowa.
Question: Why do clients choose Infinity?
Mr. Leidigh: As an innovator in integrated contact solutions, Infinity Contact has a singular focus: We collaborate with clients to Get Customers, Keep Customers and maximize customer lifetime value. Infinity Contact was founded to provide our clients with an enhanced experience of getting customers and keeping customers. That is real basic in terms of what all our clients want to do but the methodology and process behind that was where we thought we could differentiate B2B sales customer acquisition . Our brand is called Buyerlytics and it is really the science of sales and customers retention. It is integrating data, technology, customer contact and analytics into one program under the Buyerlytics brand. Many of our competitors offer a component or two but our ability to integrate those into a unified program is a huge differentiator and value prop for our clients.
This document discusses account-based marketing (ABM) and customer experience programs that were recognized for excellence in 2015. It profiles the award winning programs from SAP, Xerox, Medidata, Imprivata, and Citrix. These companies delivered significant results such as increased pipeline and revenue through ABM programs focused on named, large, or industry accounts. Imprivata improved customer retention and loyalty through a coordinated customer experience strategy. Citrix evolved its customer advocacy efforts to contribute more strategically to key customer relationships.
Marketing Services Excellence: Driving Costs Down and Effectiveness UpBest Practices
Marketing organizations today are under increasing pressure to deliver quality services to their internal clients while holding down costs. To remain competitive, Marketing leaders need to understand how their expenses, services scope, resources, organizational structure, and use of off-shore labor sources compare with those at other companies so they can identify and close performance gaps. This cross-industry benchmarking study provides metrics and critical insights for evaluating the effectiveness of the Marketing Services/Operations function, including Creative Services, Support Services and Market Research & Analytics Services.
A Guide to Sales and Marketing Messaging Alignment with WittyParrotWittyParrot
A guide to align the sales and marketing messaging and content reuse. It also covers certain vital points including capturing, managing, maintaining, reusing and sharing messaging components.
El documento habla sobre la importancia de posicionarse a través de los clientes. Resalta que es necesario enfocarse en el 20% de los clientes que generan el 80% de los ingresos, y conocer sus necesidades a través de la escucha activa. También enfatiza en la necesidad de capacitar al personal para satisfacer a los clientes y generar confianza, registrar información sobre los clientes y seleccionarlos según su valor y potencial.
El documento habla sobre Manolito, un niño con síndrome de Down que vive su vida con entusiasmo y alegría. Su familia le apoya para que pueda desarrollar todas sus capacidades. El objetivo es una sociedad que ofrezca las mismas oportunidades a Manolito para que pueda vivir de forma independiente.
El documento describe los conceptos fundamentales del Big Data. Explica que el Big Data se refiere a grandes volúmenes de datos de diversas fuentes que son difíciles de procesar con herramientas tradicionales. También describe las características del Big Data como el volumen, la velocidad, la variedad, la veracidad y el valor. Además, explica los componentes clave de la infraestructura del Big Data como la recolección, el almacenamiento y el procesamiento distribuido de datos a gran escala.
La energía hidráulica se produce a partir de la energía potencial y cinética del agua almacenada en embalses y moviéndose a través de tuberías. El agua impulsa turbinas que activan un generador eléctrico para producir energía. Las centrales hidroeléctricas transforman la energía potencial del agua en energía eléctrica a través de esta cadena que incluye embalses, tuberías, turbinas e generadores.
The document appears to contain the results of several surveys or polls, presented as percentages. For each topic or question, it shows the response breakdown between two or three options. Some questions asked about health, location, agreement levels, and food/drink preferences. The percentages provided indicate the proportion of respondents who chose each answer.
Barsan Global Logistics (BGL) is an international logistics company established in 1982 that provides domestic and international transportation, warehousing, and customs clearance services. It has over 2,700 employees and operates in multiple countries worldwide. BGL has a large fleet of trucks and warehouses over 542,000 square meters. It aims to provide logistics services "at the speed of thought" through its global network and technological capabilities.
Ruta senderista por el Valle de Ardisana ,en el Concejo de Llanes donde pueden encontrarse figuras de la mitología asturiana a lo largo de su recorrido.
El documento describe el sistema solar y sus componentes. Explica que el sistema solar está formado por el Sol y los objetos que giran a su alrededor como los planetas Mercurio, Venus, Tierra, Marte, Júpiter, Saturno, Urano y Neptuno. También incluye los planetas enanos Plutón y Eris, así como asteroides, meteoritos y estrellas fugaces. Describe además los movimientos de rotación y traslación de la Tierra y la Luna, y algunos de sus efectos como las mareas y los eclipses.
El recibo indica que Ramón Aquino Rojas recibió S/ 1,800 nuevos soles netos de CECOVI S.A.C. por concepto de asesoría contable. El total de honorarios fue de S/ 2,000, del cual se retuvo el 10% (S/ 200) por impuesto a la renta, resultando un total neto recibido de S/ 1,800. El recibo fue emitido el 9 de enero del 2007.
The document describes 3M Volition Patch Panels. Classic versions include a cable tray and provide automatic grounding when jacks are inserted. They are compatible with 3M RJ45 K6 or K5e jacks and provide EMC protection. Economic UTP versions are the lowest cost option for use with racks having integral cable management. Features include high performance, high density modular design, shuttered presentation when loaded, direct grounding of jacks, and total shielding of STP jacks.
This document provides several techniques and activities for teachers to help children identify and express their feelings in the classroom:
1) Calming down corner allows children to choose a face or item to represent their mood when needing to express themselves.
2) Colouring feelings uses colour stickers to indicate daily emotions.
3) Message cards of different colours allow private messages to convey positive or negative feelings.
4) Feeling faces and a numbering scale help children quantify their emotions throughout the day.
5) Books, worksheets, and games on topics like death, divorce, and poverty aid discussion of difficult feelings.
This issue of Cycle World magazine features reviews of new motorcycles for 2015, including the Triumph Tiger 800 XC, Husqvarna FE 501 S, and KTM 690 Enduro R. It also previews highly anticipated new superbike models with over 200 horsepower from manufacturers like Yamaha, Honda, and Kawasaki. Additional articles discuss gear for women riders, protective airbag vests, and other new motorcycle products. The issue concludes with regular columns about racing, maintenance, and riding techniques.
EDUCACIÓN PARA LA SALUD SEXUAL Y REPRODUCTIVA EN LOS JOVENES DE LA URBANIZACI...Rotary-UPEL Diplomado
Este proyecto busca promover la educación para la salud sexual y reproductiva entre los jóvenes de la urbanización William Lara en Petare, Venezuela. El objetivo general es formar a los jóvenes sobre estos temas para disminuir los embarazos precoces y las enfermedades de transmisión sexual. El proyecto implementará charlas educativas, difusión de métodos anticonceptivos, y actividades para el uso saludable del tiempo libre. El presupuesto estimado es de 602.200 bolívares y beneficiará a 200 j
Riaan Pieterse is a South African music producer and composer known as "Maestro" who works in various genres including electro-dance-pop. He has produced music for films such as Ghostbusters 3 and Zombieland. Maestro holds the #1 spot on ReverbNation's electronica and dance charts and is working with singer Emma Lock. He is looking to sign with a major record label in order to place his music with popular artists and in more films/games soundtracks.
Recursos naturals i sostenibilitat 2012EnricHarris
Aquest power point està preparat per estudiants de segon de batxillerat.
Hi apareix el paisatge espanyol i català, les principals crisis ecològiques que està patint el planeta i la resposta sostenible a aquestes crisis i altres problemes mediambientals.
El documento describe 5 lecciones que se pueden aprender de las aves migratorias. Vuelan en formación de V para aumentar su alcance de vuelo. Al permanecer unidos, comparten la carga y se ayudan mutuamente. Cuando el líder se cansa, otro asume el liderazgo. Se animan unos a otros durante el vuelo. Ayudan a los débiles o enfermos hasta que puedan volver a unirse al grupo.
The document provides an overview of partner marketing and outlines key areas to focus on to improve results from partner marketing activities. It discusses common barriers to success in partner marketing like lack of control over partners and limited partner resources. It emphasizes the importance of enablement to help partners be better marketers and the delivery of great content. It identifies the top 5 areas to focus on as people, technology, buyer journey, content, and reach. It also provides an overview of the services offered by Quantum Marketing to deliver partner marketing campaigns and generate demand.
More effective & future proof channel sales operations Qollabi
1) The document discusses how to transform channel sales operations to make them more effective and futureproof. It provides advice on conducting a gap analysis of processes, people, and tools and creating a roadmap to prioritize improvements.
2) It recommends creating a one-page problem statement to get all stakeholders on the same page about the challenges and opportunities in channel operations. This includes the current situation, key challenges, and a call to action.
3) The document also stresses the importance of understanding partners' needs and creating a shared mission and vision. It provides examples of domains where partners expect support, such as business relationship management, sales enablement, and incentive management.
The channel sales model is a great way to scale up your business. But, that doesn't mean channel sales is easy. It comes with its own set of challenges. Download this whitepaper to learn more about the 7 steps to smoother channel management.
The Channel Chief Insomniac Final Final FinalKerry Desberg
This document discusses top issues causing insomnia for channel chiefs and provides recommendations from industry experts. The top 10 issues include questions around margin, number of partners, deal registration, demand generation ROI, and cloud changes. Experts suggest focusing on partner profitability over margin alone and that the right number varies by market and can be increased by driving greater engagement from current partners rather than always adding more. Calculating channel capacity correctly requires understanding partner capabilities and services needed to support the business. Addressing these key issues can help channel chiefs improve their channel operations and sleep more soundly.
Exploring the Channel Disconnect - within Technology Vendor Partner Programs.
Many vendors, across hardware and software enterprises, are struggling to engage and benefit from their partner programs.
This whitepaper explores some of the ways the UK technology channel is struggling with optimising their reseller programs, and steps they can take to improve their partner programs - to ultimately increase revenues, reduce the cost of sale and provide a more rounded experience to customers.
sales-i is looking for technology, services, and industry partners to share in the success of its leading sales intelligence solution. The document introduces sales-i's partnership program and describes the benefits of partnering with sales-i, including increased sales, customer visibility, and productivity for sales teams. Potential partners can define their business model and plan, receive training, and register on the partner community portal to become a sales-i partner.
Partner marketing is a specialization within the overall discipline of marketing, focused on communicating value to, with, through, and for partners.
Partners are companies outside of your organization. They might be distributors, resellers, agents, alliance partners, or many other types of third-party companies. Understand that each of these companies deal with the same types of problems every other business faces: not enough time, people, or money to solve all the problems that are in front of them. As a partner marketer you are in a unique position to help them.
Many organizations engage partners as a route to market, for addressing a need, or an opportunity they cannot satisfy alone.
For example, if you don’t have the resources to manage dozens or hundreds of resellers directly, you can choose to establish a distribution partner. You can pay for the service they provide, typically by sharing the margin you would have kept for yourself in a direct sales model. The distributor can help make up for the expense, with the growth and scale they offer.
Just because someone agrees to be your partner, it doesn’t mean they’re going to proactively bring your product or service to the market. Sometimes they need some stimulation and that’s where partner marketing can help.
The document discusses the benefits of outsourcing channel marketing administration (CMA), including increased operational efficiency, cost reduction, and improved productivity and partner relationships. Outsourcing CMA allows companies to focus on core business operations while experts handle administrative tasks like lead qualification and sales development. This can increase qualified leads by 50% while reducing costs by 33%. The document also notes that most companies do not adequately measure cross-channel marketing activities or prioritize converting qualified leads, representing lost revenue opportunities.
The document summarizes a discussion about cross-vendor partner funding trends and practices. It outlines different types of vendor programs, perspectives from both partners and vendors, and best practices identified. These include having predictable, flexible, and collaborative programs that simplify processes for partners. The document also discusses trends around investing in partner programs and enabling marketing through various tools and resources.
7steps to effective b2b channel marketingDigital Pymes
The document outlines 7 steps for effective B2B channel marketing. It discusses challenges vendors face in managing channel partners, including lead follow-up, nurturing leads, and measuring partner performance. It then provides recommendations for optimizing channel marketing, such as identifying the right partner profile, assigning dedicated resources, developing lead nurturing strategies, and establishing a demand center to support partners.
Industry 4.0: Technology Insights for Channel Program OptimizationSeth Jacobsen
The concept of Industry 4.0 – also known as the fourth industrial revolution – is mostly rooted in data, analytics, autonomous learning, and the Internet of Things. The impact of smart technology, however, is not limited to the supply chain and manufacturing operations. Opportunities to innovate exist in the sales and distribution channel as well. Of course, the ultimate goal is to reduce costs, increase productivity and market share, and drive revenue growth.
Over the past couple of decades, two major channel management automation platforms have attracted widespread attention: partner relationship management (PRM) automation and partner marketing management (PMM) automation. However, the most important area in channel automation—an area that has been neglected and remains a major opportunity—is partner sales enablement or partner sales management. If you are considering an investment in channel automation, you should look at partner sales enablement automation first.
IEEE GlobalSpec is pleased to provide you with this Marketing Planning Kit to help you evaluate the effectiveness of your
current marketing choices, calculate the value of existing marketing programs, understand today’s marketing landscape,
and plan more effective strategies for 2019. Our intent is to help you define and achieve your marketing goals and
objectives for the year ahead.
3 Reasons Why Your B2B Marketing Strategy Framework Is Not Generating Quality...Impulse Digital
Generating leads is hard. But generating quality leads is harder. A good B2B marketing strategy framework is your roadmap to quality leads and, ultimately, increased sales. In this blog we will look into 3 reasons why your b2b marketing strategy framework is not generating quality leads. For more info visit:https://www.theimpulsedigital.com/blog/3-reasons-why-your-b2b-marketing-strategy-framework-is-not-generating-quality-leads/
This document discusses how niche contract labor suppliers can create value for their MSP partners and become a "20% supplier". It identifies 7 key approaches to value creation: 1) Collaborative account growth, 2) Collaborative opportunity development, 3) Transparency and communication, 4) End-user engagement, 5) Educating the MSP, 6) Fulfillment and validation, and 7) Strategic relationships. The document emphasizes that MSPs prioritize growth, efficiency, compliance, and meeting client needs. Suppliers who can tangibly help MSPs in these areas through the identified value creation approaches will become trusted strategic partners.
The document outlines 7 key features that channel automation software should provide: 1) Allowing partners to personalize materials while maintaining brand control, 2) Providing sales playbooks and templates, 3) Offering lead scoring and tracking of prospect interactions, 4) Tools for lead capture and follow up through automated drip campaigns, 5) Analytics on channel engagement and effectiveness, 6) Management of marketing development funds, and 7) Social media automation capabilities. The ideal channel automation solution gives partners customized tools and materials while helping vendors analyze partner performance and control their brand.
1. What Partners
Are Really
Asking For
10 Proven Methods —
How to Grow Market
Share By Listening
and Responding to
SMB Partners
Channel Development &
Management Solutions
200 Vesey St - Brookfield Place - New York, NY 10281-1017
212-408-3833 channels@cgsinc.com cgsinc.com
2. By providing the resources
SMB partners need to meet
their challenges head on,
technology vendors can
expand mindshare and
increase sales.
As sales and margins at the enterprise level slow or stagnate, small and medium
businesses represent an important and growing market for many technology
product and services vendors. This makes SMB partners critically important in
helping vendors reach this market.
Vendors understand they cannot rely only on the general strength of their brand
to cultivate relationships with partners who sell to the SMB market. As a result, the
most successful technology companies are increasingly seeking to address the
needs of SMB partners with new solutions that go beyond traditional inbound
telesales support or in-house telesales teams.
By building mutually beneficial relationships with small and medium business
partnersandestablishingcommitmentsfromeachpartytoprovidetheresources
and support necessary for success, technology companies are finding strong
opportunities for exponential growth.
Small Business Can Be Big
Business for Technology Vendors
2
What Partners Are Really Asking For
Channel Development &
Management Solutions
3. TABLE OF CONTENTS
Enterprising Solutions For
Smaller-Than-Enterprise Businesses
What SMB Partners Are Asking From Their
Vendors - And How You Can Give It To Them
A Lesson in Listening
Creating a Sales Environment
Making Lasting Connections
Commitment Through Enablement
Measures For Making Partners More Effective
What Differentiates CGS From other Channel
Development Solutions?
1.
2.
3.
4.
5.
6.
7.
8.
3
What Partners Are Really Asking For
4
6
7
9
11
13
14
15
Channel Development &
Management Solutions
4. 4
The most successful of these partners continually work to acquire new customers in their region and are viewed
as trusted advisors who build long-term business relationships. These are the class of partners who represent
enormous sales potential for technology vendors. But to truly cultivate strong relationships, win mindshare and
accelerate sales among SMB customers, these smaller partners expect a comparable level of service and respect
to that of your tier-1 partners. In short, they want technology companies to listen to what they have to say about
what they and their customers need.
What Partners Are Really Asking For
Most vendors today do not have effective go-to-market programs and outbound
nurturing and development support in place for their smaller SMB partners but do have
robust best practice programs in place for their tier-1 partners.
Despite having individual budgets smaller than those of larger enterprises — Less
than 30% have dedicated IT staff—SMB customers understand that technology and IT
services are critical to operating efficiently and keeping their businesses competitive.
To achieve these goals, a large percentage of SMB businesses have developed long-
term relationships with local SMB partners.
Small and medium businesses are seeking capabilities that go beyond their internal
product knowledge and networks of support services. These business men and women
look to build relationships with local partners that have empathy for the challenges of
small businesses, understand their market and business model and, of course, provide
the ability to advise, service and support all of their technical needs.
Enterprising Solutions for
Smaller-Than-Enterprise Businesses
Despite having individual budgets smaller
than those of larger enterprises — Less
than 30% have dedicated IT staff — SMB
customers understand that technology and
IT services are critical to operating efficiently
and keeping their businesses competitive.30%
Channel Development &
Management Solutions
5. 5
What Partners Are Really Asking For
To truly cultivate strong
relationships, win mindshare
and accelerate sales among
SMB customers, smaller partners
expect a comparable level of
service and respect to that
of your TIER-1 partners.
In short, they want technology
companies to listen to what they
have to say about what they and
their customers need.
“
”
Channel Development &
Management Solutions
6. 6
What Partners Are Really Asking For
What follows is a sample of what SMB partners are saying about
their relationships with technology companies—as well as detailed
recommendations about how vendors can effectively respond.
What SMB Partners Are Asking
From Their Vendors — And How
You Can Give It To Them
The first step in addressing this need is to do your homework about the
partners’ business model, number of employees, market focus, solutions,
geographic focus, key issues with current vendors, how they go to market
and add value.
Partner profile data should be captured during the recruitment phase and used as a
reference by a Partner Resource Manager to develop call strategies and initiate discussions
centered on the partners’ market focus, current solutions and services provided, key issues
with current vendor(s), how they go to market and add value, and provide you with their
requirements for what is needed to begin the initial steps toward becoming enabled on
the vendor’s platform.
“In a typical program, 20% of partners are generating 80% of the business.
PARTNERS
20%
BUSINESS
80%
“You Do Not Understand My Business or What We Do.”
Channel Development &
Management Solutions
7. 7
What Partners Are Really Asking For
A Lesson in Listening
Partners often complain that they rarely receive direct calls from their vendor and only
receive generic email messages. Vendors must address this complaint by spending
more time communicating directly to partners; listening to their challenges; and
understanding their issues, needs and business goals.
Communications with SMB partners should be frequent and through direct discussions. Any emailed data
must contain meaningful information pertinent to this ecosystem of partners. Webinars are another extensively
used tool and can be an outstanding tactic for creating additional excitement and interest with the partners.
Frequent communications also help you understand the success partners are having, or not having, once they
have launched their sales campaigns.
“I Seldom Receive a Call From My Vendor.”
1
Partners have proven they will provide loyalty to vendors who make it simpler to
do business. Demonstrate to partners the various easy-to-do-business initiatives in
place to assist them and your partners will not only become sales and technically
enabled, they will also be more successful selling your products.
This is one of the most important requirements SMB partners are asking for. Vendors have traditionally focused on
easy-to-do-business initiatives for their Tier-1 partners. By providing similar levels of support to Tier-2 SMB partners,
vendors can foster stronger partner commitments and substantial sales growth.
“Make It Easy-To-Do Business.”
2
Partners need vendors to build secure, personal strategic relationships with them.
By assigning a Partner Resource Manager as a single point of contact to a partner,
vendors can establish a framework that produces more value for everyone involved.
By taking the perspective of the partners’ business model and key issues, Partner Resource Managers are better
able to craft effective messages regarding opportunities, profitability and business growth.
“I Do Not Want to Deal With Multiple People.
I Want One Dedicated Contact.”3
Channel Development &
Management Solutions
8. 8
What Partners Are Really Asking For
coMPReHeNSiVe SaLeS
PLaYBookS HeLP PRoVide
tHe coMPeLLiNG coNteNt
Needed FoR HiGHeR
QuaLitY iNteRactioNS
WitH cuStoMeRS aNd
PRoSPectS.
“
”
Channel Development &
Management Solutions
9. 9
What Partners Are Really Asking For
Creating a Sales Environment
“Provide an easy-to-use three-page marketing plan template
that allows the partners to define their top 3-4 marketing
initiatives, goals, execution elements, schedules and owners.
”
Most SMB partners need help in this category. By providing templates and samples
of well-documented sales plans and walking through a series of sales questions,
you’ll help prime the partners’ thinking and actions for developing strategic plans
and sales campaigns.
Directing partners to your sales and marketing collateral, customer presentations and solution profiling tools allows
them to better develop sales strategies with compelling messages. Working on strategic sales plan efforts with partners
on a regular basis also aids in developing a schedule of sales readiness and performance assessments. Topics should
include: Timelines for partner-developed sales collateral, solution profiles, pipeline reviews and call-back schedules.
“Will You Help Me Develop a Sales Plan?”
1
Small and medium business partners realize the importance of having a marketing plan.
However, these same partners often push back because most vendors want them to
complete the vendors’ supplied marketing plan template which can be overwhelming.
Provide an easy-to-use three-page marketing plan template that allows the partners to define their top 3-4
marketing initiatives, goals, execution elements, schedules and owners. Follow-up with the partners to find out
what worked/did not work. Then guide them on how to improve their marketing strategy.
“Can You Help Me Develop a Simple
Yet Effective Marketing Plan?”2
Providing the right tools for partners to easily develop professional quality sales
collateral (for example, PowerPoint slides and Word document templates including
ROI tools) will increase their ability to confidently and professionally present your
products with their solutions and services.
Comprehensive sales playbooks help provide the compelling content needed for higher quality interactions with customers
and prospects. They are an important way to help empower your partners to increase revenue and shorten sales cycles.
“What is Available to Help Get My Sales Reps
Prepared to Sell Your Products With My Solutions?”3
Channel Development &
Management Solutions
10. 10
What Partners Are Really Asking For
Helping partners align with
other participating partners
— based on common market
objectives & complementary
skills and offerings —
provides an environment in
which they can establish new
relationships and develop
joint business plans and
go-to-market schedules.
“
”
Channel Development &
Management Solutions
11. 11
What Partners Are Really Asking For
Making Lasting Connections
SMB partners, especially those with deep vertical market expertise, want to connect
with other vendor partners to grow their own business. By collaborating with other
partners they can extend their geographic and market reach and potentially grow
revenue in new directions.
Helping partners align with other participating partners—based on common market objectives and complementary
skills and offerings—provides an environment in which they can establish new relationships and develop joint business
plans and go-to-market schedules.
“Can You Help Me Connect With Other Partners?”
1
Not surprisingly, SMB partners are asking for sales leads. Though the majority of SMB
partners will not initially qualify to receive qualified sales leads directly from the
vendor, existing resources can often help the partners develop the insights they
need to take their lead generation efforts to the next level.
Identifying vendor programs, resources and tools can help sales partners develop and implement their own local
lead generation programs.
“How Can You Help Me Find New Business?”
2
Provide templates and automated tools to assist partners in developing professional
profiles of their solutions and services. Partners want to gain visibility through the
vendor’s solution database and will also use these solution profiles in their sales and
marketing programs.
Track partners’ progress and help them achieve their commitments on schedule. Assistance is also offered in categories
such as: providing appropriate training roadmaps, assisted enrollment in training courses, guidance through your
partner portal to quickly locate sales and marketing tools to develop sales and marketing collateral on your platform,
offering technical tools to begin porting/developing their solution, developing their marketing plans, etc.
“How Can I Get Visibility for My Solutions & Services?”
3
Channel Development &
Management Solutions
12. 12
What Partners Are Really Asking For
I had been
primarily
selling X
vendor’s
products.
Because of
the valuable
support I am
receiving I
am now fully
committed to
selling your
products.
“
”
Channel Development &
Management Solutions
13. 13
What Partners Are Really Asking For
Commitment through Enablement
SMB partners appreciate being guided through the vendor’s partner portal because
it helps them identify the specific sales collateral, marketing programs, incentive
programs, technical resources and training programs that apply to them.
Offering a guided tour of the resources available enables partners to easily and quickly develop their solutions and
accelerate their go-to-market timeframe.
“I Can’t Find What I Need to Work With You.”
1
Partners need detailed training roadmaps to help identify appropriate sales and
technical training courses based on their current needs. And because these partners
prefer distance learning, vendors can help by offering relevant online courses.
Partner Resource Managers can work to identify courses that are applicable to the partners’ specific training
requirements. In doing so this helps individuals or the partner’s entire team receive information on training categories
such as certification, prep materials, and online courses.
“What is the Training Roadmap?”
2
Partners need training on your ROI calculation tools. It is one of the best ways for
them to hone their “financial benefits” discussions with clients. Most of SMB partners
have sold on the merits of “technical” or “product” benefits but in today’s economy,
savvy partners realize that they need help articulating the business and financial
value of the solution.
Providing sales skills training that takes into account both the technical and financial benefits of products and services
places them in a larger context and helps address current and future economic factors.
“Given Today’s Economy, Help
Me Sell the ROI on Your Products?”3
Channel Development &
Management Solutions
14. 14
What Partners Are Really Asking For
Measures for Making
Partners More Effective
Through measures like those detailed in this document, today’s vendors are
addressing the needs of their SMB partners to secure strong relationships,
accelerate partner enablement, and drive new sales.
To help ensure the success of these efforts, turning to outside sources to cost
effectively implement and manage the partner engagement, enablement,
sales activation and support functions can provide partners with the
required assistance needed to quickly become sales enabled all within one
comprehensive program.
CGS’s Channel Development & Management Solutions group has helped
numerous technology companies achieve tremendous results through the
development and activation of a strong SMB partner ecosystem.
We have never
experienced this
level of assistance
and support from
any other vendor.
“
”
Channel Development &
Management Solutions
15. 200 Vesey St - Brookfield Place - New York, NY 10281-1017
212-408-3833 channels@cgsinc.com cgsinc.com
What Differentiates CGS
From other Channel
Development Solutions?
Our portfolio of innovative channel development and management
services are “proven” with some of the world’s largest technology vendors.
CGS’s channel development and management services offer the
opportunity to truly “differentiate” partner programs from the competition
with features that address the needs and desires of today’s SMB partners.
Our executive staff has over 30 years of indirect channel sales and channel
businessdevelopmentexperienceonaworldwidebasis.Youwillbeworking
with seasoned experienced channel executives that have encountered
the same challenges you face, especially in today’s economy.
CGS will assist you in gaining a superior position in your market as the
vendor of choice with the best partner program, delivering a complete
end-to-end channel development program cost effectively.
Global Reach – with over 5,000 employees and facilities located in 20
countries serving North America, Europe, Asia and Latin America, we
can support your partners in 18 languages.
To Learn More About CGS’s Channel Management Solutions:
Contact us at: channels@cgsinc.com or
Visit us at: http://www.cgsinc.com/en/channel-partner-enablement