This document outlines a channel management plan for a company called Yeseter to become a Salesforce channel partner. It discusses Yeseter's positioning and growth strategies, including developing specialty channels, targeting SME markets, and expanding globally. The document also outlines Yeseter's partner program, with different partnership levels and benefits. Some challenges of the plan include perceptions of American companies in Europe, concerns over data sharing with the US, and lack of product knowledge from potential customers.

1. Developing Optimal Channels To Strategically Grow And Organizing Your Business
Channel Management Plan
Paulina Jaswiec
Channel Management
MBA 528

2. 2
CONTENTS
Table of Contents
1. INTRODUCTION 3
1.1 COMPANY HISTORY 3
1.2 COMPANY STRUCTURE 3
1.3 GROWTH 4
1.4 CZECH REPUBLIC CHANNEL DEVELOPMENT 4
2. POSITIONING YESETER AS A CHANNEL 5
2.1 LONG TERM DRIVERS 6
2.2 STRATEGIES 6
2.3 YESETER CHANNEL SEGMENTS 7
2.4 SME MARKET POSITIONING 7
2.5 SME CHANNEL DISTRIBUTION 9
3. PARTNER PROGRAM 11
3.2. PARTNERSHIP LEVELS BENEFITS 11
4. CHALLENGES 12

3. 3
1. Introduction
1.1 Company History
Mark Benioff developed the idea SaaS (software as a service) model and
brought it to his current employer at the time with was Oracle. Unfortunately, the
executives thought the idea of a cloud was far- fetched. Benioff didn’t giveup
on the possibility of forming a company that used this motto and went public in
2004. Today, Salesforce has a market capitalization of approximately $40 billion,
and is considered the pioneer for clouds. The company is defined as a global
company with the top CRM (customer relationship management) products.
What makes the company unique is that it offers both on & off premise solutions,
has limitless customization options, and is uniquely build with the strategy
businesses. (CRM, 2015)
When looking at SFDC’s website (salesforce.com), you will see themfurther
define the CRM as a tool to help manage both people and things. It will help
bring forth new customers and allow many ways to retain customers. This system
is developed to help you attain knowledge about your customer, follow and
analyze their behaviors to better servethem. After all, without your customers
you do not have a company. The CRM’s services are divided into five sections of
sales cloud, service cloud, data cloud, collaboration cloud, and customcloud,
but now limited to these.
1.2 Company Structure
National Sales
Manager
Office
Equipment
Manager
Office Supplies
Manager
Eastern
Regional Sales
Manager
Time Zone
Manager
District Sales
Manager
Sales People
Western
Regional Sales
Manager
Time Zone
Manager
District Sales
Manager
Sales People

4. 4
1.3 Growth
The new company strategy is on growth in connecting technology to everything,
developing in SME markets, expanding globally.
 Technology: Connectingobjects, customers, employees, and partners.
This concept can be explained further by the video: SalesForce - Business
Is Social Keynote Opening Film
(https://www.youtube.com/watch?v=rjfo1EGcK04)
 SME Markets: geared to helping smaller businesses and startups to
position them better in the market, gain visibility, and grow faster. (SMB
Group, 2014)
 Global Expansion: Current International regions (Japan, & UK) are doing
so well that SFDC has planned to expand in the EU by investing in data
center (hubs) that will be located in France and Germany. (Dignan, 2012)
1.4 Czech Republic Channel Development
Broken down into 3 categories: SFDC external help (UK), Non-Loyal Companies,
Loyal Local Companies.
Non- Loyal companies can sell other cloud solutions; whereas Loyal Local
companies can old present the SFDC SaaS. Both are responsible for the following
areas: Service, Product development, Product delivery, and Maintenance.

5. 5
Taken From Channel Issues Presentation (BY Paulina Jaswiec)
2. Positioning Yeseter as a Channel
Yeseter is the revenue-generating engine of an innovative Cloud Computing
Ecosystemunder development in Europe. The for-profit company provides
Salesforce.comcertified talent, consultancy services and B2B enterprise
application development for the Salesforce.comAppExchange.
Revenue Streams:
 Innovation: Enterprise application development for the Salesforce.com
AppExchange, both independently and in concert with consultancy
project deliverables
 Consultancy: Consulting services for cloud computing projects near-shore
(Europe) and off- shore (USA). Industry sectors: Telco + Manufacturing +
Logistics
 Contracting: With European partners needing certified project resources
and providing Salesforce.comcertified talent to headhunters in Europe
and the USA
Key Relationships:
 Salesforce.com: Official Silver Alliance Partner for the world leader in SaaS
technology
 Deloitte: SW will supply resources and consultancy services to European
locations
 Oracle: Implementation partner for hybrid cloud and embedded solutions
 Informatica/ Veeva Systems/ TOA Technologies: Implementation partner

6. 6
2.1 Long Term Drivers
Salesforce.com’s SaaS solutions excel at enabling enterprise resource sharing,
increasing management flexibility and reducing enterprise ITcosts. The world is
moving to THE CLOUD…we’re just at the beginning in the EU.
 The explosion of social and mobile is changing the nature of business;
Salesforce.comlets companies easily stay ahead of the curve.
 Legacy platforms are holding most businesses back…the ones that
migrate to the cloud will prosper.
 Salesforce.com’s 3 core principles are unbeatable: speed (agility and
flexibility) + touch (mobile interface) + trust (data secured).
2.2 Strategies
Building out specialty channels
 Location: Right in the center of Europe with low cost, highly educated
talent that can work and travel freely throughout Europe. Strong tradition
of IT, science, and mathematics. Proximity to UK, Germany, and Poland.
Thriving ITcommunity. World’s most beautiful city with excellent beer
 Cloud Computing Institute: The non-profit Cloud Computing Institute at
Anglo-American University in Prague is an official Salesforce.comAlliance
for Education academic partner. The Institute is a talent pipeline into
Yeseter by providing Salesforce.comcertified graduates. October 2013
inaugural courses. Ramp-up in 2014 to deliver >100 certified graduates
(ADM 201, CON 201, DEV 401, Force.comDeveloper, SFDC CTA, etc.).
Proposed:
Channel
Development
Chart

7. 7
2.3 Yeseter Channel Segments
The break down of specifying the target audience
LE (Large Enterprise)
 Financial dominating
 Consumer Non Discretionary dominating
 Pharmaceutical dominating
 Telco- high potential
SME (Small MediumEnterprise)
 E-Commerce dominating
 Real Estate dominating
 Manufacturing high potential
2.4 SME Market Positioning
Real Estate Segment: Research, analysis and A3 sheet developed by Paulina Jaswiec
NOTE:
SME is the segment that I
worked in and that I have
the most knowledge in.

8. 8
E-Commerce Segment: Research, analysis and A3 sheet developed by Paulina Jaswiec
Manufacturing Segment: Research, analysis and A3 sheet developed by Paulina Jaswiec

9. 9
2.5 SME Channel Distribution
GTM Strategy:
Step 1: Mail /email letterhead with the following information (see below),
followed by plan event and send event invitation (see below).
Step 2: Find a modern venue that would support a morning breakfast event,
afternoon workshop and lecture.
Step 3: Set up private appointments with customers that are unable to make it
to event, and for customers whomhavemore questions after attending event.
Channel Areas:
INDUSTRY SOLUTION BASED ON TOYOTA PRODUCTION SYSTEM IMPLEMENTATION
M arket
PriceProfit
Cost
_____________________________________________ __________________________
17. 2. 2014
As a representative of the company Silicon Wharf- provided through this
letter basic information about the efficient way of managing the company
according to the principles of the Salesforce.com platform. Our industry CRM
solution offers the following 28% revenue growth, 37% customer satisfaction,
and 83% process improvement.
The basic principal of the system is the emphasis on continuous cost
reduction as a tool to achieve higher profit while maintaining competitive prices:
The essence of increasing profits by reducing costs, systematic
troubleshooting, and analysis of losses during work operations, in combination
with sophisticated visualization creates a clear and transparent system of
management.
Regardless of industry, you can facilitate your ideas so that you can
implement these principles in any business. As an example you will find a letter
attached, highlighting the analysis of losses from an unnamed non-
manufacturing company.
I believe that the improvement of your processes will be our common
goal, and that with your support we can proceed to arrange a scheduled meeting
within the next week to show industry demo, and where you & your
management can introduce the way the company runs.
Regards,
Paulina Jaswiec
Account Executive _ Sales Manager
_________________________________________ ____________________________
ELTON Hodinářská, a.s.
Jiří Helikar
549 01 Nové město nad Metují
Hello Mr. Perfect,
Current
Status
Increase Profit by
Increase Price
Increase Profit by
Decrease Costs

10. 10
Mail Events Marketing Content Newspaper Articles
(local/external)
Technology Courses Local Office CRM Workshops Facebook, LinkedIn
Website Webinars Adds By Email Groupons
Salesforce meet-ups Informational Booths Speak at Tech
Schools
Radio/ TV Adds
Give Away- At
Business Seminars
Promotional Stickers
At Airport
Give Away- Business
Class
Floats In local
Parades
Hold a Contest-
Start Up Winners Get
free CRM help
AAU gets a free
CRM
Sponsor Computers
for Local University
Sponsor For A Local
Hockey Team
Internet Presence:

11. 11
3. Partner Program
3.1. Partnership Level
Chart taken from: Salesforce.com Cloud Alliance Partner Program
chaseonline.chase.com/MyAccounts.aspx
3.2. Partnership Levels Benefits
Chart taken from: Salesforce.com Cloud Alliance Partner Program
chaseonline.chase.com /MyAccounts.aspx

12. 12
4. Challenges
 American Company are perceived differentlyin the EU
 Sharing information with US is not optimal for EU corporations
• Business edict is different in Prague
• Selling value- new concept
• Fear of sharing content on their operations- fear of opening too much
• Corporations worry about time (data transfer/ training staff)
• Current trends- outdates systems, PC, or devices
• Low product knowledge: fear CRM won’t match business strategy
• Price for events, marketing, promotional extras
• Undeveloped staff- delivery Issues
• Outsourcing is located too far
• Salesforce pressure to closedeals
• Low initial funding
• Staff becomes too diversified in a start-up company with low funding: my
job was business development, event organization, event presentation,
event speaker, SME sales manager, marketing & research development,
business strategic, business content creator, social media director,
administrative consultant, and branding manager.

13. 13
References
SMB Group: Actionable Marketing Insight. (October 22, 2014). California Dreaming?
Salesforce SMB Story. Retreved by March 9, 2015, http://www.smb-
gr.com/uncategorized/california-dreaming-salesforces-dreamforce-smb-
story/
CRM. (2000- 2015) Retrieved March 9, 2015, From the Salesforce Web Site:
http://www.sale sforce.com/eu/
Dignan, L. (April 5, 2012). Salesforce Eyes International Expansion One Country at a Time.
Retrieved March 9, 2015, From ZD Net, http://www.zdnet.com/article
/salesforce-eyes-international-expansion-one-country-at-a-time/