Getting the funds you need to run and grow a channel organization can be a struggle. Often channel teams are the key path to much or all of a company’s revenue, yet are often woefully underfunded. You may be a superstar at partner marketing or sales strategy, but why do you often hear ‘no’ when trying to fund what you know you need to be successful?
The good news is you don’t need to be a financial or legal expert to run and grow a program. But you do need to understand what to pay attention to, and how to measure it, and how to talk about it with the rest of the company.
CCI’s Steven Kellam and The Spur Group‘s Richard Flynn discuss how the cloud has changed the channel in a very short time and what vendors can do to come along for the ride.
A review of MDF fundamentals, packaged around the most relevant industry trends that we see driving the necessary adjustments for success. While the core elements of a successful MDF program haven’t changed much, the ever dynamic context in which they are viewed and the rapidly changing landscape of the buyer’s and seller’s journey make it necessary to continue to vet the details of each step of even the most historically successful program.
Starting with MDF programs, we'll identify the key challenges and highlight success criteria of traditional incentives. From there, we'll drill into why it's not just necessary, but imperative, that your incentive programs evolve beyond historical funding programs to the “new world” of channel incentives.
Channel marketing fund overview (MDF/Co-Op)Ashish Saxena
Market development funds (MDF) or Co-op Funds are used by manufacturers to provide funds to channel partners, resellers, VARs, or distributors, to enable sale of their products and create local awareness about their brands. The presentation describes the Channel Marketing Fund solution in SAP CRM.
Effectively managing channel incentives to drive partner behavior and program...Zyme - An E2open Company
As channel incentives programs offered by product manufacturers to channel partners get increasingly more complex, it has become even more challenging than before to drive partner participation, influence partner behavior, and measure data-backed ROI of the programs.
View these slides from a webinar featuring SiriusDecisions, Western Digital and Zyme to learn about the current state of channel incentives programs, and how leading companies are aligning their incentives programs to drive greater channel sales while reducing their channel investment.
Zyme offers zymeIncentives - one of the most comprehensive, data-driven incentives solution in the industry – for leading technology manufacturing companies to seamlessly manage their incentives programs. Some of the key competitive advantages offered by zymeIncentives to manufacturers are:
User-defined Innovative program definitions
Leverage Zyme’s proprietary TruePay engine
Comprehensive portfolio of capabilities to manage various incentives programs
End to end visibility
CCI’s Steven Kellam and The Spur Group‘s Richard Flynn discuss how the cloud has changed the channel in a very short time and what vendors can do to come along for the ride.
A review of MDF fundamentals, packaged around the most relevant industry trends that we see driving the necessary adjustments for success. While the core elements of a successful MDF program haven’t changed much, the ever dynamic context in which they are viewed and the rapidly changing landscape of the buyer’s and seller’s journey make it necessary to continue to vet the details of each step of even the most historically successful program.
Starting with MDF programs, we'll identify the key challenges and highlight success criteria of traditional incentives. From there, we'll drill into why it's not just necessary, but imperative, that your incentive programs evolve beyond historical funding programs to the “new world” of channel incentives.
Channel marketing fund overview (MDF/Co-Op)Ashish Saxena
Market development funds (MDF) or Co-op Funds are used by manufacturers to provide funds to channel partners, resellers, VARs, or distributors, to enable sale of their products and create local awareness about their brands. The presentation describes the Channel Marketing Fund solution in SAP CRM.
Effectively managing channel incentives to drive partner behavior and program...Zyme - An E2open Company
As channel incentives programs offered by product manufacturers to channel partners get increasingly more complex, it has become even more challenging than before to drive partner participation, influence partner behavior, and measure data-backed ROI of the programs.
View these slides from a webinar featuring SiriusDecisions, Western Digital and Zyme to learn about the current state of channel incentives programs, and how leading companies are aligning their incentives programs to drive greater channel sales while reducing their channel investment.
Zyme offers zymeIncentives - one of the most comprehensive, data-driven incentives solution in the industry – for leading technology manufacturing companies to seamlessly manage their incentives programs. Some of the key competitive advantages offered by zymeIncentives to manufacturers are:
User-defined Innovative program definitions
Leverage Zyme’s proprietary TruePay engine
Comprehensive portfolio of capabilities to manage various incentives programs
End to end visibility
Best Practices for Channel Incentive ProgramsChannelinsight
Our purpose here is to examine channel incentive programs for best practices. What types of programs are manufacturers and
vendors using today? Which programs do channel partners respond to, and why? How do you measure success? How can
programs be improved? We’ll answer these questions and more,
drawing on experience and research conducted with practitioners who derive a majority of their income from the channel.
What are the biggest challenges and struggles channel partners encounter when...Bill Kelly
Partner Helpdesks are no longer the call centers of the past. As the “front door” to the vendor, the Helpdesk is the first point of contact with its Partners. This function places the Helpdesk at the heart of issues and problems Partners encounter when working with their Vendors.
This webinar includes real data and examples for:
1. Identifying the Pain - What gives Partners the most trouble?
2. Defining the Scope - What areas and programs should the Helpdesk support?
3. Using Effective Measures - How do you set and measure Service Level Objectives?
4. Taking Action – How do you use the data to improve Partner satisfaction?
5. Realizing The Advantage – How does this the Vendor and Partner organization?
In today’s competitive, dynamic channel marketplace the Partner Helpdesk serves both a tactical AND strategic function for vendors. If a Vendor is looking to improve Partner satisfaction and loyalty, increasing channel Partner revenue, reduce channel operational and support costs or boost channel account managers’ productivity and efficiency, perhaps the Partner helpdesk has the answers.
How do you choose the right channel incentives to match your strategy and accomplish your organizational goals? Is it science? Is it art?
In this presentation, Dan Overgaag, Principal for The Spur Group, Rod Baptie, Founder of Channel Focus/ Baptie & Co, and Steven Kellam VP of Global Alliances at 360insights shared and discussed a framework for how to choose and implement the right channel program to achieve transformational goals.
Channel Transformation & The Role of Incentives360insights
How do you go about designing effective incentive programs that incorporate best practices, achieve transformational goals and positively impact channel behavior? At our recent webinar, Channel Transformation: Influencing Behavior with Incentives, presenters, Maria Chien, Service Director, Channel Marketing Strategies @SiriusDecisions, Lisa Penn, Chief of Staff, Global Partner Marketing @SAP, and Steve Kellam, VP of Global Alliances @360insights outline key tactics on how to do this.
B&O PLAY was launched in 2012 as a new brand by Bang & Olufsen, the global provider of luxury, integrated audio-video solutions and services. Offering portable products that are intuitive to use, easy to integrate into daily life whilst delivering excellent high-quality experiences, B&O PLAY's focus is on providing the contemporary design and audio experience preferred by the digital generation.
View the case study to learn more on how B&O Play streamlined its channel sales across more than 30 distributors and around 5700 selling points globally by leveraging Zyme’s industry leading CDM platform - zyme cloud platform 3.0. More details here: http://www.zyme.com/resources/case-studies/b-o-play-s-cdm-solution-speaks-volumes-to-partner-network
Designing an Indirect Sales Incentive Program: Defining Your Strategy Hawk Incentives
Companies selling through indirect channel partners often rely on incentive programs to reward sales and other behaviors. These program have many labels: SPIF programs, Rebates, MDF, Opportunity Registration more. Despite the pervasive use of these programs, many channel managers are struggling with and understanding of which programs are the most effective, and have a difficult time providing evidence of true program ROI.
This webinar is for sales and marketing personnel who are tasked with designing and managing incentive programs to improve effectiveness from their indirect sales channels, regardless of industry.
Developing Relationship with Channel Partners Rebecca Sanders
Strategic channel partnerships provide scale to an organizations sales efforts. Developing these partnerships is both an art and a science and requires on-going planning, measurements and alignment to adjust to market dynamics. The Association of Strategic Alliance Professionals, "ASAP" invited me to speak at the Silicon Valley Chapter meeting on channel partner development. I hope you enjoy the presentation. Rebecca Sanders
360insights' Webinar: 8 Essentials for a Successful MDF & Co-Op Marketing Pro...360insights
How can we as incentive program managers increase channel satisfaction with our MDF and Co-Op marketing efforts? Diane Krakora, CEO of Partner Path and 360insights' VP of Alliances, Steven Kellam recently got together to shed light on this very topic. We had so many questions that the webinar went quite a bit over its allotted time window, but that's good – it shows that channel marketing professionals are engaged. They want to know more, and they want to do better work. You can watch the replay of the webinar in its entirety by searching for the blog post on our site of the same name as this deck.
Effectively executed, Joint Business Planning with your channel partners is the best way to ensure alignment of business goals and effective allocation of resources.
However, many companies have either abandoned joint planning or limited its scope because it has been too labor intensive to create the initial plan and too cumbersome to manage throughout the plan’s life.
Learn the best practices of Joint Marketing Planning (JMP) and how you can benefit–without adding resources or increasing workload for your staff or partners.
This webinar is presented by Craig DeWolf, Vice President Strategic Development for CCI, with over 30 years of best practice experience in the design and management of channel programs.
Keys To Building A Winning Partner Enablement Strategyhawkeye Channel
Tasked with the constant need to identify, prioritize, target, invest, and measure the performance of your partners? Transform your channel by effectively enabling your partners. Explore key strategies in this insightful presentation.
Sales compensation expert Mike D’Amico, VP of Human Resources at Stratford managers shares his deep experience in implementing successful sales compensation programs.
Exploring a representative case study, you will learn how to assess your organization's readiness to implement a sales compensation program. You’ll then get practical tools to help launch a pilot program and transition sales staff into an effective program.
Webinar by CCI’s Steven Kellam and Scott England from Zift Solutions where they share the emerging footprint of what a global channel automation solution looks like. They will demonstrate how systems for partner marketing and engagement, fully integrated with comprehensive tools for joint partner planning, team coordination, and incentives management, can offer vendors the ‘holy grail’ of complete channel automation that is affordable and configurable.
Best Practices for Channel Incentive ProgramsChannelinsight
Our purpose here is to examine channel incentive programs for best practices. What types of programs are manufacturers and
vendors using today? Which programs do channel partners respond to, and why? How do you measure success? How can
programs be improved? We’ll answer these questions and more,
drawing on experience and research conducted with practitioners who derive a majority of their income from the channel.
What are the biggest challenges and struggles channel partners encounter when...Bill Kelly
Partner Helpdesks are no longer the call centers of the past. As the “front door” to the vendor, the Helpdesk is the first point of contact with its Partners. This function places the Helpdesk at the heart of issues and problems Partners encounter when working with their Vendors.
This webinar includes real data and examples for:
1. Identifying the Pain - What gives Partners the most trouble?
2. Defining the Scope - What areas and programs should the Helpdesk support?
3. Using Effective Measures - How do you set and measure Service Level Objectives?
4. Taking Action – How do you use the data to improve Partner satisfaction?
5. Realizing The Advantage – How does this the Vendor and Partner organization?
In today’s competitive, dynamic channel marketplace the Partner Helpdesk serves both a tactical AND strategic function for vendors. If a Vendor is looking to improve Partner satisfaction and loyalty, increasing channel Partner revenue, reduce channel operational and support costs or boost channel account managers’ productivity and efficiency, perhaps the Partner helpdesk has the answers.
How do you choose the right channel incentives to match your strategy and accomplish your organizational goals? Is it science? Is it art?
In this presentation, Dan Overgaag, Principal for The Spur Group, Rod Baptie, Founder of Channel Focus/ Baptie & Co, and Steven Kellam VP of Global Alliances at 360insights shared and discussed a framework for how to choose and implement the right channel program to achieve transformational goals.
Channel Transformation & The Role of Incentives360insights
How do you go about designing effective incentive programs that incorporate best practices, achieve transformational goals and positively impact channel behavior? At our recent webinar, Channel Transformation: Influencing Behavior with Incentives, presenters, Maria Chien, Service Director, Channel Marketing Strategies @SiriusDecisions, Lisa Penn, Chief of Staff, Global Partner Marketing @SAP, and Steve Kellam, VP of Global Alliances @360insights outline key tactics on how to do this.
B&O PLAY was launched in 2012 as a new brand by Bang & Olufsen, the global provider of luxury, integrated audio-video solutions and services. Offering portable products that are intuitive to use, easy to integrate into daily life whilst delivering excellent high-quality experiences, B&O PLAY's focus is on providing the contemporary design and audio experience preferred by the digital generation.
View the case study to learn more on how B&O Play streamlined its channel sales across more than 30 distributors and around 5700 selling points globally by leveraging Zyme’s industry leading CDM platform - zyme cloud platform 3.0. More details here: http://www.zyme.com/resources/case-studies/b-o-play-s-cdm-solution-speaks-volumes-to-partner-network
Designing an Indirect Sales Incentive Program: Defining Your Strategy Hawk Incentives
Companies selling through indirect channel partners often rely on incentive programs to reward sales and other behaviors. These program have many labels: SPIF programs, Rebates, MDF, Opportunity Registration more. Despite the pervasive use of these programs, many channel managers are struggling with and understanding of which programs are the most effective, and have a difficult time providing evidence of true program ROI.
This webinar is for sales and marketing personnel who are tasked with designing and managing incentive programs to improve effectiveness from their indirect sales channels, regardless of industry.
Developing Relationship with Channel Partners Rebecca Sanders
Strategic channel partnerships provide scale to an organizations sales efforts. Developing these partnerships is both an art and a science and requires on-going planning, measurements and alignment to adjust to market dynamics. The Association of Strategic Alliance Professionals, "ASAP" invited me to speak at the Silicon Valley Chapter meeting on channel partner development. I hope you enjoy the presentation. Rebecca Sanders
360insights' Webinar: 8 Essentials for a Successful MDF & Co-Op Marketing Pro...360insights
How can we as incentive program managers increase channel satisfaction with our MDF and Co-Op marketing efforts? Diane Krakora, CEO of Partner Path and 360insights' VP of Alliances, Steven Kellam recently got together to shed light on this very topic. We had so many questions that the webinar went quite a bit over its allotted time window, but that's good – it shows that channel marketing professionals are engaged. They want to know more, and they want to do better work. You can watch the replay of the webinar in its entirety by searching for the blog post on our site of the same name as this deck.
Effectively executed, Joint Business Planning with your channel partners is the best way to ensure alignment of business goals and effective allocation of resources.
However, many companies have either abandoned joint planning or limited its scope because it has been too labor intensive to create the initial plan and too cumbersome to manage throughout the plan’s life.
Learn the best practices of Joint Marketing Planning (JMP) and how you can benefit–without adding resources or increasing workload for your staff or partners.
This webinar is presented by Craig DeWolf, Vice President Strategic Development for CCI, with over 30 years of best practice experience in the design and management of channel programs.
Keys To Building A Winning Partner Enablement Strategyhawkeye Channel
Tasked with the constant need to identify, prioritize, target, invest, and measure the performance of your partners? Transform your channel by effectively enabling your partners. Explore key strategies in this insightful presentation.
Sales compensation expert Mike D’Amico, VP of Human Resources at Stratford managers shares his deep experience in implementing successful sales compensation programs.
Exploring a representative case study, you will learn how to assess your organization's readiness to implement a sales compensation program. You’ll then get practical tools to help launch a pilot program and transition sales staff into an effective program.
Webinar by CCI’s Steven Kellam and Scott England from Zift Solutions where they share the emerging footprint of what a global channel automation solution looks like. They will demonstrate how systems for partner marketing and engagement, fully integrated with comprehensive tools for joint partner planning, team coordination, and incentives management, can offer vendors the ‘holy grail’ of complete channel automation that is affordable and configurable.
Not training your community of partners and customers? You could be missing out on a big opportunity for boosted sales and increased customer loyalty. See how.
Delivering Rewards in an Instant World - Blackhawk Engagement SolutionsHawk Incentives
They say good things come to those who wait. But when it comes to rewarding behavior, waiting may have a negative impact. What if you could provide rewards instantly when the behavior is fresh in the recipient’s mind?
Watch our recent webinar, Delivering Rewards in an Instant World and learn how instant rewards can fit into your incentive programs.
The Business Builder framework is designed to accurately determine at what stage your business is at present while at the same time highlighting critical areas that you need to focus on to ensure your business grows and succeeds.
In these economic times, companies must find new ways to grow revenues. The Partner community and it\'s extended sales force is the #1obvious choice. Palladin will show you how to implement Best Practices to develop predictable forecasting & new revenue growth with select Partners.
Deal Registration - Channel Chiefs Council Webinar - Jay McBain - Dec 2016Jay McBain
The Canadian Channel Chiefs Council (C4) is hosting a first of its kind webinar on a topic that has become the most hotly debated area in the channel today: deal registration. Taking place on Dec. 13th at 1 PM ET, the webinar will feature noted channel professional Jay McBain of ChannelEyes to outline what the future holds for deal registration programs in light of the recent announcement by Salesforce.com on its new Einstein tool.
Einstein is an artificial intelligence tool that promises to take all the data that organizations have dutifully been capturing to their CRM for years and put it to good use, at first making recommendations about what leads sales reps should call first, or what personalization path is most appropriate for a marketing campaign.
McBain, who was a channel executive at Lenovo and with AutoTask, intends to provide the audience of this webinar new information on how artificial intelligence and machine learning is going to impact the channel. He believes tools such as Einstein are an exciting new thing that’s going to rapidly change the way vendors look at deal registration today. McBain’s ChannelEyes organization works to provide real-time sales intelligence for channel professionals.
But Einstein is not the only topic of discussion for this webinar. McBain also plans on unveiling new strategies on deal registration for those who are still developing their channel structure and programs. He also has ideas for what to do in terms of conflict resolution and the rules of engagement when it comes to deal registration.
McBain also plans on answering questions from channel chiefs and other channel professionals at the webinar.
Strategy creates context for operating decisions.
It establishes the playing field and provides guidance for decision-making, the experience and skills needed by employees, positioning of marketing and advertising, the priority of initiatives, how to structure the company, and a many other issues.
In developing strategy, leaders make conscious and informed choices about who they are and what they stand for:
–What are our core values and beliefs?
–What markets and customer groups will we serve?
–What products and services will we offer and how profitable is each one?
–What infrastructure, core processes and resources must we have to succeed?
–What competitive advantages will cause us to succeed?
–What core competencies must we have to fuel our growth?
–How will we sell our products and services?
–How will we market our products and services?
–What financial results will we achieve?
In this A to Z we will cover some of the main elements of business strategy and give you some tricks and tips along the way!
Chapter 8 implementing startegies : MARKETING, FINANCE/ACCOUNTING, R&D, AND MIS ISSUES
by Inike Aprilia L (1511011009) and silvia (1511011010) from economic and business faculty, University of Lampung
Incentives: The Secret Ingredient of a Successful Channel Enablement StrategySeth Jacobsen
When it comes to enabling your sales channels, it’s important to have partners you can count on to help you move your products effectively and efficiently.
But how do you design and implement a channel strategy that will get their buy in and enable them to succeed? It’s all a matter of asking the right questions.
The KPI - Cash Flow Modeling and Projections (Series: MBA Boot Camp)Financial Poise
You can chase a lot of financial measures of your business, but nothing stacks up to cash flow. Like a boat captain on a rough sea, being able to see what is coming at you financially is absolutely invaluable.
Cash flow models are the absolute go-to tool for reviewing companies in distress, yet they are also invaluable to venture capitalists who must manage long range investments as well as fast growth. This webinar discusses the basic components of a cash flow model, why it is weekly and not monthly and why 13 weeks is the usual length. This webinar also discusses what type of data is best for making an efficient and practical cash flow model, as well as best practices for reporting and pitfalls associated with modeling and balance roll forwards.
To view the accompanying webinar, go to: https://www.financialpoise.com/financial-poise-webinars/the-kpi-cash-flow-modeling-and-projections-2021/
The Importance of Developing a Strong Business Strategy.docxMARKEF
Every business has natural weaknesses within all organizations for various reasons. What a business strategy does is try to remedy these weaknesses so that companies don’t trip up and suffer their impact too greatly. The strategy helps us define our business, gives it a set of values, and gives it purpose and provides a roadmap for our business, shows us our destination, and identifies useful stopping points along the way.
A business strategy refers to all the decisions taken, and actions undertaken by a business for achieving the larger vision. Precisely, it is the backbone of every business, and any shortcomings could mean that the business goals get lost midway.
Similar to Financial Best Practices for Channel Leaders Slides (20)
One thing everyone can agree on is that the “new buyer’s journey” is changing how customers buy everything from cars to firewalls. The traditional roles of sales and marketing are changing like never before. Add the complexity of selling through an indirect channel and things can start to feel pretty complicated. The good news is that there are practical approaches that help align channel marketing and sales to help smooth these seemingly troubled waters.
CCI’s SVP of Sales and Marketing Steven Kellam was joined by PartnerPath’s CEO Diane Krakora to present the recently released 2015 Channel Incentive Benchmark Study. They delved into the results of the study and its relevancy to channel vendor programs in the software, hardware, and telecommunications industries.
Long considered the ‘holy grail’ of channel management, connecting the dots between channel investment and sales ROI is still a struggle for even the most savvy and well-funded channel organizations. But in the last couple of years, technological steps forward in workflow automation, data integration, analytics, forecasting, and marketing automation have set the stage for a true closed loop. This evolution means finally being able to measure with certainty what efforts are working and which are a waste of time and energy, thus maximizing impact with limited budget. But the effect of connecting these dots has another, equally important benefit: each step in the channel planning, execution, and measurement lifecycle becomes dramatically more effective and efficient when influenced by the information captured in the other steps.
CCI conducted a study in Q4 of 2012 to assess the utilization of various incentive program types and their relative importance and/or effectiveness as perceived by both the vendor community and its channel partners. The incentive program types spanned a broad range to include: Co-op/MDF, sales performance rebates, SPIFs, opportunity management, purchase incentives, and more. Separate surveys were tailored for vendor and partner audiences with the goal of identifying similarities, as well as differences, between the two (manufacturers/vendors and their channel partners). This presentation also addresses how the perception of incentive programs has evolved since CCI's 2010 survey. The results will surprise you!
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
Biological screening of herbal drugs: Introduction and Need for
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Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Financial Best Practices for Channel Leaders Slides
1. Financial Best Practices for Channel Leaders
Laying the groundwork for intelligent growth and profitability
2. 2
PRESENTERS
Laz Gonzalez
Service Director, Channel Management
Strategies
SiriusDecisions
Debra Delaney
President & CEO
CCI | Global Channel Management
Steven Kellam
SVP, Sales & Marketing
CCI | Global Channel Management
3. 3
Introduction and
Table Setting
Overview of SiriusDecisions
Intelligent Growth Framework
Key Pillar 1: Leadership
1
2
3
4
5
6
WHAT WE’LL COVER
Key Pillar 2: Organization
Key Pillar 3: Skills
Key Pillar 4: Infrastructure
7
8
9
Key Pillar 5: Incentives
Wrap Up
Q & A
4. 4
SAFE HARBOR STATEMENT
Although CCI and SiriusDecisions possess extensive channel best
practices experience, we are not licensed legal or financial advisors.
Your company’s appropriate courses of action may differ from what is
presented herein, so always confer with your accounting and/or legal
team for clarification and guidance.
5. 5
Finance and channel orgs often feel they are
speaking different languages
Lots of confusion around best practices in allocating
marketing spend between contra and Opex funds
Indirect model often not well understood by larger
company…often less well versed in financial and
regulatory context of indirect
Global partners and operations introduce regional
variances and complexity
THE FINANCIAL DIVIDE
7. 7
FIVE WAYS TO GROW
1 Entrance into — or expansion of — vertical, horizontal and/or
geographic segments using existing/new offeringsMarkets
2 Formal targeting of new buying centers and personasBuyers
3 Launch of new products/services, or enhancement of the
current portfolioOfferings
4 Purchase of other companies, or the incubation of new
business unitsAcquisition
5 Maximizing efficiency and effectivenessProductivity
Intelligent Growth: SiriusDecisions’ Guide to Growth Through New Markets
8. 8
THE GROWTH PILLARS: KEY ELEMENTS
The
introduction of
motivation that
will promote a
successful
initiative, or
the elimination
of motivation
that will
prevent it
IncentivesSkills
The ability of
employees to
support the
initiative
Functional
executives
willing to
publicly
support the
initiative, then
reinforce this
support
through
consistent
action
Leadership
The creation or
alteration of
disciplines that
affect the
ability
to drive the
proposed
initiative
Organization
Processes,
tools and
metrics that,
when deployed
correctly,
enable
initiatives
Infrastructure
10. 10
THE GROWTH PILLARS: KEY ELEMENTS
The
introduction of
motivation that
will promote a
successful
initiative, or
the elimination
of motivation
that will
prevent it
IncentivesSkills
The ability of
employees to
support the
initiative
Functional
executives
willing to
publicly
support the
initiative, then
reinforce this
support
through
consistent
action
Leadership
The creation or
alteration of
disciplines that
affect the
ability
to drive the
proposed
initiative
Organization
Processes,
tools and
metrics that,
when deployed
correctly,
enable
initiatives
Infrastructure
Intelligent Growth: SiriusDecisions’ Guide to Growth Through New Markets
11. 11
Marketing to Partners
Describes programs suppliers use to raise
awareness and drive demand with their channel
partners
Marketing Through Partners
Supplier created programs that partners execute
with their customers
Often utilized in two tier or high touch channels
Marketing for Partners
Campaigns that are focused on “feeding”
partners leads and opportunities
BALANCING DEMAND CREATION INVESTMENTS
SiriusPerspective: Using the TRED Model, we’ve collected spend data from suppliers
and Tier 1 distributors in 3 distinct categories:
12. 12
ALIGNMENT WITHIN CHANNELS: COMPARATIVE ANALYSIS
SiriusPerspective: As companies grow in revenue they shift in % of revenue through the channel
and diversify their marketing spend.
Channel
Marketing as
% of Revenue
Marketing
to
Partners
Marketing
thru
Partners
Marketing
for
Partners
$100M - $1B 2-4% 57% 35% 8%
$1B - $5B 3-5% 50% 40% 10%
$5B-$10B 1-4% 35% 54% 11%
$10B-$20B 1-3% 40% 45% 15%
Forcing suppliers to invest in
channel awareness programs
However, partner adoption becomes an
increasing problem (Industry Avg. 15-20%)
As companies
enter new
markets they
move from
supplier-led to
partner led
BENCHMARK SURVEY FINDINGS ( Companies >60% Indirect )
13. 13
1. What kind of company are you?
Newer company valued on revenue growth? Tend to want to
limit contra revenue.
Value company been around for a while? You're probably
more valued on net income/gross margin.
2. What are your near-term objectives?
Trying to grow market share?
Pushing a new product or product line?
Integrating services/SaaS model
3. How does your customer buy?
Are you selling something that is technically sophisticated, or
more of a plug and play or commodity offering?
ALIGNING CHANNEL PROGRAMS WITH YOUR LARGER ORG
Debra Delaney
CCI
15. 15
THE GROWTH PILLARS: KEY ELEMENTS
Intelligent Growth: SiriusDecisions’ Guide to Growth Through New Markets
The
introduction of
motivation that
will promote a
successful
initiative, or
the elimination
of motivation
that will
prevent it
IncentivesSkills
The ability of
employees to
support the
initiative
Functional
executives
willing to
publicly
support the
initiative, then
reinforce this
support
through
consistent
action
Leadership
The creation or
alteration of
disciplines that
affect the
ability
to drive the
proposed
initiative
Organization
Processes,
tools and
metrics that,
when deployed
correctly,
enable
initiatives
Infrastructure
16. 16
ORGANIZATIONAL OBJECTIVES
Key Decision:
What are the
desired outcomes of
launching a co-op/
MDF program –
both qualitative and
quantitative?
Grow
Channel
Sales
Build brand
awareness
Generate
end-
customer
demand
Reach new
customers
Increase
sales of
specific
products
Extend
resources &
budget
“Jump-
start” new
partners
Win higher
channel
mindshare
TIP
With focus, spend can
be more targeted and a
key set of metrics can
be focused on.
17. 17
COMPANY COMPETITION MARKET/
ENVIRONMENT
SiriusPerspective: Building a sound go-to-market strategy starts with building a snapshot
of the organizational needs which can be used to plan an incentives strategy.
PRODUCT
Price
Complexity
Whole product
Lifecycle stage
“Channel Ready”
Objectives
Financial
In-house capabilities
Current Channels
Marketplace Positioning
Sales Channels
Geo Coverage
Economic conditions
New technologies
Laws and regulations
Taxes, tariffs, etc.
18. 18
DETERMINE HOW FUNDS WILL BE EARNED
Key Decision: Which model will be used: MDF, co-op or a combination of both?
Co-op Hybrid MDF
Co-op = Earned Accruals
Co-op is advertising and
promotional allowances
granted to partners
based on a percentage of
past sales.
MDF = Discretionary Accruals
MDF is issued based on the
expected results of the
planned marketing activity, in
terms of generating demand in
“new” market segments.
Hybrid = Co-op & MDF
Traditional marketing
activities are funded with
co-op, while other
activities are funded
through MDF.
19. 19
LEVEL OF FUNDING
General Guidelines
Accruals range from 1% to 6% and two-thirds of programs are between 1.5% and 3%
Variances in marketing accruals (whether earned or discretionary) are based upon the competitive environment and
established industry practices, as well the type of partner organization the program is designed to address:
Key Decision: What level of funding is appropriate?
Partner Type % Applied to Incentives Types of Funds
Solution Provider 2-5% MDF
Distributor
1% to 6% based on performance in
specific categories(avg. 2.5%)
MDF / Rebate
Volume Reseller 2.5% % Rebate
OEM 5% MDF
Global Alliances Variable Investment
Resellers
1% (Tier 2)
2% (Premium)
Contra-Incentives
20. 20
SAMPLE DISTRIBUTOR MDF PROGRAM ACROSS 5 SUPPLIERS
Supplier Base
Pre-
Approval?
Claiming
Required?
2-Year
Change
1-Year
Change
Performance
Incentive
Funded
Headcount
Supplier A 1.7% Yes Yes None None
2-4% based on product
and calendar
Revenue and
product type tied
Supplier B
1.3%
Blended
Yes Yes 30% -15%
1.3% ($500K cap) on
growth partners; .16%
($300K cap) on overall
$1.3M
Supplier C 1% Yes Yes None None
1% of supplier branded
product excl. renewals
$400K
Supplier D 1% Yes Yes None None
3% on commercial; 5%
on enterprise
$1.5M
Supplier E 0.45% Yes Yes -50% -10% N/A $525K
21. 21
ORGANIZATIONAL COMPLIANCE: RELEVANT U.S. GUIDELINES
Financial Accounting Standards Board (FASB):
“Dotted line” to SEC, oversees standards of financial
accounting and reporting.
Sarbanes-Oxley Act of 2002:
Requires internal control report in companies’
annual reports.
22. 22
FASB: CONTRA VS. OPEX
Must meet all 4 of these to be Opex:
1. The payment covers a service by the partner that is a benefit to you.
2. The benefit is clearly separable from the sale of the product.
3. The benefit could be purchased by you from a source other than the partner.
4. You have obtained proof of performance to reasonably estimate true cost.
Advertising (Print/Web)
Broadcasting (TV/Radio)
Catalogs
Direct Mail/email
Telemarketing
Trade Shows
MARKETING EXPENSES
Certification
Training*
Seminars
Demo Equipment
Funded Headcount
Recruitment
CONTRA-REVENUE
23. 23
CONTRA REVENUE VS. EXPENSE MODEL EXAMPLES
Example
Contra
Revenue
Marketing
Expense
(OPEX)
Re-classify
1) Allowance granted: No POP required
2) Reasonable claim: POP required &
submitted
3) Reasonable claim: POP required but not
submitted Yes, from
expense
4) Claim for $10K is reasonable
5) Claim for $10K is 2 times market value, but
is still approved
$5K $5K Yes
24. 24
Key SOX Elements
Sec 302 Corporate responsibility for financial reporting
Sec 404 Internal controls assessed
Sec 409 Public disclosure
Sec 906 Certification of financial reports on periodic basis
KEY SOX RULES, GOALS Overall Control Objectives
All reporting is accurate and
free of material omission.
All matters communicated to
executives in a complete and
timely fashion.
All transactions are captured,
reported per GAAP and SEC
rules.
Assets are compared to
accounting records.
All assets are safeguarded
26. 26
THE GROWTH PILLARS: KEY ELEMENTS
Intelligent Growth: SiriusDecisions’ Guide to Growth Through New Markets
The
introduction of
motivation that
will promote a
successful
initiative, or
the elimination
of motivation
that will
prevent it
IncentivesSkills
The ability of
employees to
support the
initiative
Functional
executives
willing to
publicly
support the
initiative, then
reinforce this
support
through
consistent
action
Leadership
The creation or
alteration of
disciplines that
affect the
ability
to drive the
proposed
initiative
Organization
Processes,
tools and
metrics that,
when deployed
correctly,
enable
initiatives
Infrastructure
27. 27
Use ROI Data. Use ROI data to determine what types of activities to do more of and which
to do less of, as well as determine which partners to work with.
Pre-Packaged Plays. Offer pre-packaged marketing campaigns that are available for
partners to co-brand and customize for execution at the local level.
Partner Education/Certification. Train partners on marketing, how to implement the pre-
packaged plays and use the tools to generate better results.
Concierge Services. Offer partners access to marketing experts who can assist with
everything from campaign decisions to marketing plans.
Partner Incentives. Need to motivate partners to use supplier marketing tools through
incentive rewards/points.
Channel Account Manager Training and Incentives. Train and compensate the field to
become as involved in marketing plans as they are in sales planning.
SKILLS: ENABLEMENT & EASY PARTNER EXPERIENCE
28. 28
Critical to keep your program simple.
Partners are ‘free agents’ these days –
have more options than ever before.
If you aren’t easy to do business with,
they will find someone who is.
K.I.S.S. SKILLS
CCI 2015 SURVEY
“Complex or cumbersome
processes for partners”
sited as #1 challenge
29. 29
EXECUTION SKILLS: PARTNER PAYMENTS – THEN AND NOW
Traditional
Payment method: Checks
Payment time lag: Months
Payment method: Wire transfers, ACH,
rechargeable debit cards
Payment time lag: Weeks—3 or less is
best practice
New Standard
Motivate partners’ behavior – quick
reinforcement means repetition
Happy partners – "Cash is King"
Loyal partners
Faster
More reliable & secure
Less admin for you (printing, mailing)
More convenient for partner
Benefits
30. 30
FOR REWARDS, PAYING SOONER IS CHEAPER
Incentive Intelligence, “Motivation, Incentives and What Wimpy Knew“ http://www.symbolist.com/blog/2008/07/motivation-ince/
“Temporal Discounting”
We tend to prefer smaller rewards received
sooner than larger rewards offered later.
The further out in time the award date is, the
greater that award value has to be in their mind.
Example:
Roughly, $300 awarded in 3 weeks has same
impact as $600 after 6 weeks!
31. 31
ENGAGEMENT SKILLS
Partner-centric vs. Program-centric Approaches
Improve ease of
doing business
with you. Better
partner
experience /
loyalty
More complexity
for finance group to
deal with
Partner-Centric
Pay out earnings in partners’ various native currencies.
Company covers fluctuations in exchange rates.
Usually much
easier sell to the
Finance team
“Ugly American”
effect…can alienate
global partners
Program-Centric
Pay out earnings in a single currency…usually US dollar.
Onus on partner to convert to their currency.
32. 32
Tying budgeted to actuals is table stakes.
• Question is: how easily can you do that?
ROI is king.
• Not easy to measure, but worth it.
Work on the skills to make the right ‘bets’
• Scorecarding partners to minimize financial risk,
maximize return/incremental revenue
• It’s quality of partners over quantity of partners
ACCURATE AND PREDICTIVE MEASUREMENT SKILLS
Making the right partner ‘bets.’
33. 33
TRULY CONNECTING THE DOTS
Partner
Scorecarding &
Benchmarking
Joint Business
Planning
Joint Marketing
Planning &
Approvals
MDF Fund
Allocation &
Distribution
Marketing
Campaign Execution
Deal Registration
Point of Sale Data
Creation, Collection,
Scrubbing
Systems of Record –
Partner Info &
Outcomes
ROI Measurement
& Predictive
Analysis
Partner
Investment
Lifecycle
Think PEM:
1) Planning
2) Execution
3) Measurement
35. 35
THE GROWTH PILLARS: KEY ELEMENTS
Intelligent Growth: SiriusDecisions’ Guide to Growth Through New Markets
The
introduction of
motivation that
will promote a
successful
initiative, or
the elimination
of motivation
that will
prevent it
IncentivesSkills
The ability of
employees to
support the
initiative
Functional
executives
willing to
publicly
support the
initiative, then
reinforce this
support
through
consistent
action
Leadership
The creation or
alteration of
disciplines that
affect the
ability
to drive the
proposed
initiative
Organization
Processes,
tools and
metrics that,
when deployed
correctly,
enable
initiatives
Infrastructure
37. 37
ROI OPTIMIZATION
LACK OF RESOURCES. The majority of partners are small to
mid-size businesses with busy people stretched across multiple
vendors and products, with limited time and money to build
effective marketing campaigns.
LACK OF KNOWLEDGE AND SKILL. Most partners do not have
a high-level of experience and skill at demand generation. Yet,
most partners are given a portal, an instruction manual and
practically no guidance about how to make use of the
marketing tools and funding suppliers provide them.
LACK OF INCENTIVE. Many supplier programs do not provide a
clear vision of “what’s in it for me”.
Reasons for ROI Optimization:
Key Decision: What steps will be taken to optimize ROI on co-op/MDF spend?
38. 38
KEY METRICS
Approved Marketing Plans. Make the creation and approval of comprehensive marketing plans the
foundation for receiving co-op/MD.F
Establish KPIs. Assign standardized metrics to each activity type.
Set Minimum ROI Requirement. Require partners to estimate the results of their activities when requesting
approval for projects and establish a minimum bar for approval.
Tie to Reimbursement. Require that partners review and report results as part of the claiming process.
Link to Deal Registration. To gain better visibility into activity results, position MDF as a tool to drive deal
registration and make MDF approvals contingent on deal registration.
Marketing Activity KPI Examples (Beyond Sales Results):
Activity Metrics
Emailing Marketing Click-through rate
Conversion rate (% that take action)
Bounce rate (% of total emails sent that could not be delivered)
Events Number of attendees
Cost of attendee
Number of registrations
Telemarketing Campaign Number of calls made
Cost of follow-up/lead
Number of meetings secured
Response rate = # of response / sales # of total contacts
39. 39
STANDARD TOOL FUNCTIONALITY
PROGRAM AUTOMATION Partners can make requests, update
them, respond to inquiries, and view
their MDF account balance and history
through the portal
Supplier can approve MDF requests,
assign them or request additional
documentation
Automated email notifications and
reminders are sent
Issue funds and set fund expiration dates
via the web interface, CSV or our API
Account balances and reimbursement
statuses are tracked
Documents such as receipts or backup
documents for reimbursement can be
attached
40. 40
MEASUREMENT
Unmatched visibility into:
Operational KPIs
Personal to-do lists for
partners & staff
Partner scorecarding &
benchmarking
ROI measurement and
spend justification
INTEGRATION
Easy integration and data
exchange with other systems
via connectors and APIs.
ERP CRM MARKETING
TRAINING MRM PRM
BEST PRACTICES
Strategy Best Practices & Benchmarking
Operational ‘Do’s and Don’ts’
Global Monetary & Currency Expertise
Compliance with local laws and customs
CONFIGURABILITY
Customization through configuration
Adjust settings and workflows with
limited developer involvement.
Scales easily as you scale up or down
43. 43
THE GROWTH PILLARS: KEY ELEMENTS
Intelligent Growth: SiriusDecisions’ Guide to Growth Through New Markets
The introduction
of motivation
that will
promote a
successful
initiative, or the
elimination of
motivation that
will prevent it
IncentivesSkills
The ability of
employees to
support the
initiative
Functional
executives
willing to
publicly
support the
initiative, then
reinforce this
support
through
consistent
action
Leadership
The creation or
alteration of
disciplines that
affect the
ability
to drive the
proposed
initiative
Organization
Processes,
tools and
metrics that,
when deployed
correctly,
enable
initiatives
Infrastructure
44. 44
INCENTIVES CHECKLIST
SiriusPerspecitve: Before implementing an incentives program make sure to cover all bases and
ensure your incentives program mirrors your company’s over-arching strategy
1. Program Objectives
2. How Funds Are Earned
3. How Much Is Earned
4. Program Eligibility Requirements
5. Eligible Activities
6. Success Definition and Measurement
7. ROI Optimization
8. Program Management
9. Program Automation Vendors
45. 45
CO-OP FUNDS VS. MDF: NOT THE SAME!
MDF
These funds are usually given proactively to select
partners at the vendor’s discretion based on the
partner’s alignment with the vendor’s strategic goals.
PROS CONS
• Funds can be distributed
dynamically to address the
changes in the market
• Used for activities
categorized as “contra
revenue” expenses
• Multi-level pre-approved
process
• Can expose vendor to
litigation if partner access
to funds is not properly
tiered
CO-OP
Also known as “trade promotional allowance programs”
where partners accrue credits for marketing spend
based on sales performance.
PROS CONS
• Easier to plan programs in
advance and requires
minimal pre-approval
• Suited for qualifying
marketing expenses
• Can be seen as an
entitlement by marketers
• Harder to control or change
the distribution of fund
throughout the program
period
• Requires heavy proof of
performance and
administration
46. 46
SPIF & REBATE, LOYALTY, AND SALES CONTESTS
SPIF & REBATE
SPIFs and rebates are the simplest
sales incentives to develop and deploy.
Sell X to get $Y
PROS CONS
• Used for short
sales-cycle
products with
highly competitive
environment
• Minimal
infrastructure with
quick results
• Less effective with
long sales cycles
• Might require
1099 compliance
LOYALTY
Designed to build relationships, loyalty
sales incentive programs reward
behaviors with a long-term duration.
Sell X, do Y, earn points toward Z
PROS CONS
• Supports both
long- and short-
term objectives
with no need to re-
launch for each
tactical element
• Easy to model over
time and reward
budget is
predictable
• Longer planning
process to support
both long- and
short-term
objectives
• Requires
technology,
management, and
communications
SALES CONTESTS
Rewards are won by a limited number
of participants and have an element of
chance.
Sell X or do Y to win a prize
PROS CONS
• Fixed reward
budget
• Can be overlaid
with SPIF and
loyalty programs
to generate more
involvement
• Subject to local
laws and classified
as “sweepstakes”
• Less motivating
and less effective
for long-term
programs
47. 47
Maximizes incremental ROI
• Increasing pressure from CMO and CFO to track the money.
‘Prove the ROI!”
• MDF can be targeted at partners who show signs of
greater sales growth
Loyalty effect: keeps partners engaged
• You’re mutually participating in growing the business
Avoids ‘fat cat partner’ bias…
• Co-op can become an entitlement over time that favors
incumbent leaders
• Money can be focused on achieving very strategic objectives,
which may not align with your current top revenue partners
Technology move to the cloud
• Shift to from 1-time install revenue to cloud/subscription revenue
• Demands cultivation of next generation of channel partners
SO WHY THE SHIFT FROM CO-OP TO MDF?
channel
technology
49. 49
TOP TAKEAWAYS
How you run
incentives is
just as
important as
whether you
run them.
IncentivesSkills
Do a skills
assessment…
does your
team have
the collective
know-how?
Lead with a
balanced
approach to
partner
engagement
Leadership
Ensure
organizational
alignment &
compliance
Organization
Use of best
practice
processes,
channel- grade
technology,
and the right
metrics is key.
Infrastructure