6. Quarter 3 Highlights
GEP
Delivery
Summit
In July, the AI BD team hosted for the first time
ever the “Global Exchange Partnerships Delivery
Summit” and invited GEP Global Coordinators
and MCVPs/key account managers from entities
with high-scale GEP delivery. The output resulted
in increased understanding and solutions for
GEP delivery challenges and MC/AI/GC action
plans for global partnership delivery in 1314
New
Global
Partners
1st
Sales
Wave
Visited/currently
visiting/visit planned for the
following entities for 1st
wave of co-sales:
UK, USA, Switzerland, S
weden, Finland, Mainlan
d
China, Taiwan, India, Bel
gium, Netherlands
Prospect list can be found
in “New Sales” section
From July to September, the BD
Managers and VP BD visited all of the
Global Partners for in-person
transition, account delivery
feedback, re-qualification of
needs assessment and
value of partnership, and
most importantly to deliver
Creation
“Clarity of the Why” for
partners and host the
w/Partners
conversation about a shared
mid-term vision for
partnership development
Shared
Vision
10 TN GEP
contract for 13-14
2 year Y2B and online
branding contract
IC
2013
Due to situation in Egypt, most of the Global
Partners did not physically attend IC & Y2B.
Instead, the BD team worked with some of
partners to deliver Partnership Launches
virtually. An implication of this event is
product re-allocation for undelivered services
and the financial loss/opportunity cost that
the BD team will bear in 1314.
Partnershi
p
Management
& Contract
Negotiation
A strong focus area of the
1314 BD plan is on
increasing the quality of
partnership delivery and
servicing. To make this
happen, the BD team
increased its investment into
in-person “quarterly service
reviews” with each of the
Global Partners (virtually if
not feasible). Contract
negotiations for 2014 are in
12. Where do we depend on the network?
First and foremost – Product delivery
– oGIP strategy
– iGIP capacity
When the network grows, we grow, and vice versa
Network Investment example: BD revenue could be
invested in oGIP or network capacity development
13. New Sales & Upscaling
• Milestone: ER Principles Revision & Co-Sales Model
– Hard change
– Soft change (behavior)
• Examples:
– ALU large scale TN projects
– AP BD new sales strategy
• BD team will always be market driven and oriented on
external customer needs, they key is how to connect that
to network growth!
15. Financial Overview
,0 ,0
Total AI Budget updated at IC 2013 for 13/14 term:
BD Contribution - 49% of AI 13/14 Budget:
€ 1,181,416.50
€ 578,894.09
AI BD
Revenue
, 49%
Current State
BD Revenue signed for the 13/14 term (to date):
BD Revenue signed for the 14/15 term (to date):
€ 578,296.00 (99.9% of target)
€ 160,722.00 (27% of target*)
*Each year, the BD team aims to cover 60% of the next term’s expected contribution to the AI Budget (49%)
Membershi
p
Fees, 51%
16. Future of BD Investments
If BD revenue were invested (flexibly and strategically) into
sustaining AI BD team and operations…
– Development of network (oGIP, sales & delivery capacity)
– Partnership management upscaling and growth
• Travel costs
• Delivery costs
• Making them feel like they are a priority so they re-sign and
upscale
