Channel Management : a complete approach to Business Planning with partners includes models and templates

1. ir, Dominique Vanhamme
Joint Business Planning :
How do You make it Effective for
You and Your Partner ?

2. Joint Business Planning

3. What makes a good joint plan ?
Profitable and growing
business from/for both parties
The Plan Customer and
Partner satisfaction
Achieving joint
business metrics
Having Actuals
hitting >90% of joint plan

4. Content aligned to the Company Strategy
Channel Business Planning
Dimensions and scope
Metrics and reporting
Company culture
Cost of GTM (*)
Coverage Map
Partner Profile
Named
Partners
RunRate
(*) source : GTDC, Cost of IT Distribution
The Plan

5. End-Users &
Vertical Market
Territory &
Sub-Regions
Reporting & Assessment
Channel
Strategy & Tactics
Capacity
Coverage
Iterative process including key dimensions of the
company business
Joint Business Planning - Process
Capability
Marketing &
Communication
Opportunity,
Leads & Pipeline

6. Key stakeholders support :
Joint Business Planning - Interlock
Large Enterprise
AM, Presales, Consultants, ....
Small & Medium
Marketing, Product Management, …
Mid-Market
Inside Sales, Helpdesk, Territory team, …

7. Operations & Admin
Marketing
Services & Delivery
Training & Education
Etc …
Ultimately, we want to manage the partnership
with relevance …
Joint Business Planning - Example
(templates of JBP)
Include the Business Functions

8. Adding Value for the Partner
Business and margin growth
Improved Customer Satisfaction
Improved ‘deal closing’ ratio
Reduced cost of sales & ops
Joint Business Planning need to serve the
partnership objectives

9. Adding Value – Consequences

10. From the toolbox of channel management …
Adding Value – Channel Tools
•Business Reviews & QBR’s
•Vertical market alignment
•Joint Steering Commitee
•Lead funnel management
•Balanced scorecards
•End-user account planning
•Demand generation program
•Pipeline & forecast review

11. source : « Managing Alliances with Balanced Scorecard » by R.Kaplan & D. Norton
Adding Value – Model by Partner Type
… from complex Alliance-type …

12. Simple $$ target
Marketing Funding
Incentives & Rewards
…
Value Proposition
for the end-user
for the partner
Onboarding Guide
Adding Value – Model by Partner Type
… to hundreds of silent Resellers …

13. Step 1.Build
Market Data
Field Input
Gap Analysis
Step 2.Manage
Coverage
Capacity
Capability
Step 3.Measure
Execution
Interlock
Attainment
Sharing
Planning
Executing
… under a predefined « framework »
Adding Value – Using a Framework

14. Adding Value – In Practise
On-going and regular
With visibility as/when needed (tools)
Repeatable process across
Provides business intelligence
In « exchange mode »

15. Mastering the « CAM basics »
Example of JBP dashboard
Bringing the Relationship Manager to the level
Impact on CAM Education
Marketing drive
Process and systems
Services & delivery
Company knowledge
Sales DNA
Enablement & training
Operations finesse

16. CAM Education – JBP and Advisory
Trusted Advisor, a role to be ‘earned’
Business process
knowledge,
from both parties
Vertical Market
expertise being
deployed
Ensure
« Peering »
between parties
Communication,
internal and
external

17. Role-playing, on business simulation game
On Business Models, by doing –not just theory-
On Financials, partner financials that is
On key Sales & business decisions
CAM Education – Special Training
Looking for improved perspectives on :

18. CAM Education – Wildcards
Consider « pragmatic » experiences like :
1
2« Follow the Quote to Cash »
« Staple yourself to an order »

19. Lasting Experience for the Partner
Making the JBP a part of the on-going
management and a cornestone of the partnership

20. Internally
Information People Market Roles
Business intelligence
Market evolution
CAM changes
Cross-functional
By vertical market,
technology, customers, …
Business model : new one,
optimized old
Make yours a « learning
Company »
Expectations by role & rank
Lasting Experience

21. End-user feedback
Market evolution
Information flow
Vendor practice
Value proposition
finetuning
Business model : new one,
optimizing the old
Across the ranks and teams
Improvement in cost of
sales and operations
At the Partner
Information People Market Roles
Lasting Experience

22. Joint
Marketing
Vendor
Practice
Build on
the EBIT
• Double-up on aligned
activities
• Don’t even bother on
non-aligned ones
• Stronger rise to
profitability
• Making a repeatable
practice
• Solutions-focused
• Enhancing effieciency
and ops
• Using partner financial
model
• Apply programs and
resources
• Look for re-investments
Using some « wildcards » to further enhance JBP
experience
Wildcards

23. In Closing

24. Benefits & costs for you and the partner
Plan with interlocks
Toolbox, framework and models
Consistency across and Wildcards
Take Aways

25. Thank You !
For more ➔ dominique@eikandoconsulting.com

26. «
I hear, I know.
I see, I remember.
I do, I understand.
»
Confucius, 551-479 BC

27. BACK-UP MATERIAL

28. Purpose-build Templates
1
2
3

29. 1. Understand where the partner makes his
money
2. Tuned to the business model of the partner
3. Don’t mix-up roles :
like sending a CAM for a DAM or SP CAM for
a Reseller CAM
4. Services is key to profitability
Knowing about operations, sales, bidding
CAM Education - Personal Touch
Making sure the partner feels « special » :

30. Vision Mission Objectives Strategy Tactics Metrics
Value
Proposition
4 P’s
Go-to-market
Customer
Support
Resource
optimization
Looking corporate planning through the ‘prism’ of
indirect model
Channel-based Company Planning