Automating the joint marketing planning process between marketers and channel partners can streamline the process and improve ROI. By automating the planning, review, approval and reimbursement steps, marketers can involve more partners in joint planning with less effort. This standardized digital process makes planning easier for partners and provides marketers with better insight into channel performance and ROI across partner plans.
Download the Sales Strategy Template
fourquadrant.com/product/strategic-account-plan-template/
Sales Strategy Template - The outline for s sales strategy plan should include an assessment of the customer’s business, opportunities that are prioritized, a summary of the team’s capabilities, an evaluation of relationships and a sales action plan.
Strategic Market Planning - Assessing a customer’s business is a fundamental element of strategic market planning. Start with a basic SWOT and then drill down to develop value statements that specific to specific business initiatives.
Sales Strategy Plan - The sales strategy plan should be centered around the opportunity area that provides high value to both the account and the vendor. Other opportunities may exist but win / win’s are the best possible outcome.
Marketing & Sales Strategy - Document the sales strategies and capabilities required to penetrate and or expand into the account.
Sales Tactics - The identification of key customer contacts required to advance the strategic and tactical aspects of the sales are key sales tactics. Formalize the collection of this information for the entire account team to leverage.
Market Development Strategy - The market development strategy must document the tangible, objective, quantitative measures of success. These sales metrics are typically expressed as subscription, bookings or revenue.
Download the Sales Strategy Template
fourquadrant.com/product/strategic-account-plan-template/
Developing a go-to-market strategy is an essential step for any successful business, in order to bring together all the key areas that define the public face of their company (such as its marketing strategy, sales procedures, distribution methods, and so forth).
Content Transformation: The Back Story On Audience CentricityG3 Communications
To take on the challenge of shifting their organizations from product to audience focus, B2B CMOs are depending on their content leaders to deliver content that demonstrates an understanding of audience needs and that supports every marketing and sales interaction. In this session, SiriusDecisions Content Strategy and Operations Service Research Director Phyllis Davidson will share benchmark data on how organizations are faring in their efforts to successfully manage and deliver audience-focused content. Learn how much content is being mapped to audience and buyer journeys; investment levels in technology, personalization approaches, and how teams are addressing skill gaps to support a new approach to content. In addition, you’ll get a look at audience-centric content examples and hear the back stories on what organizations like yours are doing to transform their content ecosystems to fulfill the expectations of audience centricity.
The Go-To-Market framework is a related set of activities and processes that connect the company’s product strategy to the customer experience. The Go-To-Market framework is cross-functional, spanning product management, product marketing, and sales. It is a strategy and requires operational efficiency.
Download the Sales Strategy Template
fourquadrant.com/product/strategic-account-plan-template/
Sales Strategy Template - The outline for s sales strategy plan should include an assessment of the customer’s business, opportunities that are prioritized, a summary of the team’s capabilities, an evaluation of relationships and a sales action plan.
Strategic Market Planning - Assessing a customer’s business is a fundamental element of strategic market planning. Start with a basic SWOT and then drill down to develop value statements that specific to specific business initiatives.
Sales Strategy Plan - The sales strategy plan should be centered around the opportunity area that provides high value to both the account and the vendor. Other opportunities may exist but win / win’s are the best possible outcome.
Marketing & Sales Strategy - Document the sales strategies and capabilities required to penetrate and or expand into the account.
Sales Tactics - The identification of key customer contacts required to advance the strategic and tactical aspects of the sales are key sales tactics. Formalize the collection of this information for the entire account team to leverage.
Market Development Strategy - The market development strategy must document the tangible, objective, quantitative measures of success. These sales metrics are typically expressed as subscription, bookings or revenue.
Download the Sales Strategy Template
fourquadrant.com/product/strategic-account-plan-template/
Developing a go-to-market strategy is an essential step for any successful business, in order to bring together all the key areas that define the public face of their company (such as its marketing strategy, sales procedures, distribution methods, and so forth).
Content Transformation: The Back Story On Audience CentricityG3 Communications
To take on the challenge of shifting their organizations from product to audience focus, B2B CMOs are depending on their content leaders to deliver content that demonstrates an understanding of audience needs and that supports every marketing and sales interaction. In this session, SiriusDecisions Content Strategy and Operations Service Research Director Phyllis Davidson will share benchmark data on how organizations are faring in their efforts to successfully manage and deliver audience-focused content. Learn how much content is being mapped to audience and buyer journeys; investment levels in technology, personalization approaches, and how teams are addressing skill gaps to support a new approach to content. In addition, you’ll get a look at audience-centric content examples and hear the back stories on what organizations like yours are doing to transform their content ecosystems to fulfill the expectations of audience centricity.
The Go-To-Market framework is a related set of activities and processes that connect the company’s product strategy to the customer experience. The Go-To-Market framework is cross-functional, spanning product management, product marketing, and sales. It is a strategy and requires operational efficiency.
The presentation covers elements of a GTM plan, what makes it disruptive and how does one measure it. The presentation was used at the NASSCOM Product Conclave in Cochin held on 14 Dec 2016 by Sunder Madakshira.
Developing Your Go to Market Strategy - For Startup Founders & EntrepreneursAdam Moalla
How to think about your new business go to market strategy?
In my accelerators mentoring sessions, I try to bring all the knowledge I have built in the last 10 years into a 30min presentation, aiming to inspire entrepreneurs and startups founders and give them hints and tips on how to think and develop their go to market strategy as an essential part of successfully launching and growing their business idea.
These slides are by no mean a go-to-market strategy template but rather an elaboration on the different aspects of what constructs the process of building the sales and marketing activities of a new business.
The slides touch the following topics:
Things that you can control for your idea to be successful
Re-thinking your new business KPIs
Analysing the market objectively
Identifying target customers
Defining the "Minimum Viable Sales Process"
Widening the marketing activities
Tracking and optimisation
Partner relationships are the bedrock of a successful channel sales model. However, sometimes partner relationship management can seem like an icy road where you skid at every step. Watch this presentation to discover ways to boost partner engagement.
Mapping the Customer Journey with Engagement ModelsGainsight
Dan Steinman, GM of Gainsight EMEA, and Sue Nabeth Moore, Founder of Success Track Enterprise, discuss the role of engagement models in the process of mapping the customer journey.
2019 may feel far away, but now is the perfect time to start planning for it. Join Joe Gelata, VP of Business Operations at Axonify, as he discusses strategies for:
- Capacity planning
- Building predictive funnel models
- Target setting
- Territory development
- Rep compensation
Whether you do these yourself or work with Sales Ops, it’s important to understand each in order to setup your team for success next year. Joe will discuss high-level strategy and tactical execution of each component including how it can be done, things to consider, pitfalls to avoid, and how to align with the rest of your organization.
Sometimes the biggest obstacle to developing an online marketing strategy is simply not knowing how to get started. But if you understand your buyers and know how you can help solve their problems, a strategy will naturally begin to take shape. Use this simple, interactive template to begin planning your next marketing or PR strategy.
Product Portfolio Planning And Analysis PowerPoint Presentation SlidesSlideTeam
Product Portfolio is a representation of an organization’s course of action for achieving its desired goals. Our content-ready product portfolio planning and analysis PowerPoint presentation slides will help you achieve the perfect portfolio mix to reach your goal. For this purpose, we have tried to provide in-depth knowledge through slides on product research, idea, concept, design, production, manufacturing concept, prototyping, new product launch scope, market gap analysis, ideal customer profile, and market entry strategy. You can utilize the same product planning PPT to design presentation on product portfolio management, portfolio strategy, strategic portfolio planning, project portfolio model, and portfolio optimization. Having a broad product portfolio makes you risk free. If one product is rejected others can be considered. Download product portfolio planning and analysis presentation to make sure that the products you invest in deliver success to your company. Highlight incorrect evaluations with our Product Portfolio Planning And Analysis PowerPoint Presentation Slides. Counter invalid claims.
Advertisement Creative strategy & creative tactics & formatsNijaz N
A creative strategy defines the important strategic choices required to develop a marketing message.
The creative strategy (often called a copy or advertising strategy) defines what you will say about your product or service.
It explains how you want consumers to think about your Brand.
Integrated Marketing Communication (IMC) - Creative strategy - planning and d...Nikhil Hirani
Integrated Marketing Communication (IMC) - Creative strategy - planning and development, part of Masters in Management Studies (MMS), University of Mumbai
How to develop an effective Business Development StrategyHein Roth
In this presentation, the visitor is introduced to the essentiality of developing a balanced Business Development Strategy for any business. Strong focus is given to the importance of having an effective Inbound Marketing Strategy, some Outbound Marketing Strategies, all with the aim to generate better leads and to drive more business through the front door of one's business. Attention is also given on how to convert leads into actual long-term business relationships.
Reliable market sizing doesn't have to be as complicated or painstakingly slow as you think. This presentation offers a quick overview of the art and science of market sizing, and offers a step-by-step guide on how to conduct seven fast market sizing approaches.
The presentation covers elements of a GTM plan, what makes it disruptive and how does one measure it. The presentation was used at the NASSCOM Product Conclave in Cochin held on 14 Dec 2016 by Sunder Madakshira.
Developing Your Go to Market Strategy - For Startup Founders & EntrepreneursAdam Moalla
How to think about your new business go to market strategy?
In my accelerators mentoring sessions, I try to bring all the knowledge I have built in the last 10 years into a 30min presentation, aiming to inspire entrepreneurs and startups founders and give them hints and tips on how to think and develop their go to market strategy as an essential part of successfully launching and growing their business idea.
These slides are by no mean a go-to-market strategy template but rather an elaboration on the different aspects of what constructs the process of building the sales and marketing activities of a new business.
The slides touch the following topics:
Things that you can control for your idea to be successful
Re-thinking your new business KPIs
Analysing the market objectively
Identifying target customers
Defining the "Minimum Viable Sales Process"
Widening the marketing activities
Tracking and optimisation
Partner relationships are the bedrock of a successful channel sales model. However, sometimes partner relationship management can seem like an icy road where you skid at every step. Watch this presentation to discover ways to boost partner engagement.
Mapping the Customer Journey with Engagement ModelsGainsight
Dan Steinman, GM of Gainsight EMEA, and Sue Nabeth Moore, Founder of Success Track Enterprise, discuss the role of engagement models in the process of mapping the customer journey.
2019 may feel far away, but now is the perfect time to start planning for it. Join Joe Gelata, VP of Business Operations at Axonify, as he discusses strategies for:
- Capacity planning
- Building predictive funnel models
- Target setting
- Territory development
- Rep compensation
Whether you do these yourself or work with Sales Ops, it’s important to understand each in order to setup your team for success next year. Joe will discuss high-level strategy and tactical execution of each component including how it can be done, things to consider, pitfalls to avoid, and how to align with the rest of your organization.
Sometimes the biggest obstacle to developing an online marketing strategy is simply not knowing how to get started. But if you understand your buyers and know how you can help solve their problems, a strategy will naturally begin to take shape. Use this simple, interactive template to begin planning your next marketing or PR strategy.
Product Portfolio Planning And Analysis PowerPoint Presentation SlidesSlideTeam
Product Portfolio is a representation of an organization’s course of action for achieving its desired goals. Our content-ready product portfolio planning and analysis PowerPoint presentation slides will help you achieve the perfect portfolio mix to reach your goal. For this purpose, we have tried to provide in-depth knowledge through slides on product research, idea, concept, design, production, manufacturing concept, prototyping, new product launch scope, market gap analysis, ideal customer profile, and market entry strategy. You can utilize the same product planning PPT to design presentation on product portfolio management, portfolio strategy, strategic portfolio planning, project portfolio model, and portfolio optimization. Having a broad product portfolio makes you risk free. If one product is rejected others can be considered. Download product portfolio planning and analysis presentation to make sure that the products you invest in deliver success to your company. Highlight incorrect evaluations with our Product Portfolio Planning And Analysis PowerPoint Presentation Slides. Counter invalid claims.
Advertisement Creative strategy & creative tactics & formatsNijaz N
A creative strategy defines the important strategic choices required to develop a marketing message.
The creative strategy (often called a copy or advertising strategy) defines what you will say about your product or service.
It explains how you want consumers to think about your Brand.
Integrated Marketing Communication (IMC) - Creative strategy - planning and d...Nikhil Hirani
Integrated Marketing Communication (IMC) - Creative strategy - planning and development, part of Masters in Management Studies (MMS), University of Mumbai
How to develop an effective Business Development StrategyHein Roth
In this presentation, the visitor is introduced to the essentiality of developing a balanced Business Development Strategy for any business. Strong focus is given to the importance of having an effective Inbound Marketing Strategy, some Outbound Marketing Strategies, all with the aim to generate better leads and to drive more business through the front door of one's business. Attention is also given on how to convert leads into actual long-term business relationships.
Reliable market sizing doesn't have to be as complicated or painstakingly slow as you think. This presentation offers a quick overview of the art and science of market sizing, and offers a step-by-step guide on how to conduct seven fast market sizing approaches.
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.
14 steps to build a professional reseller partner programDaniel Nilsson
Learn how to sell and promote your product / solution efficiently through a reseller partner network. The presentation gives you 14 detailed steps on how to build your own professional reseller partner program including tips and tools.
I created this presentation after doing extensive research on how to create professional partner programs. The data I have reviewed are from marketing experts, Gartner, reports, vendors and my own personal experience building several global partner programs.
The purpose of the presentation is to share my conclusions on how to build a successful partner program that works for any type of organization.
Please feel welcome to share your thoughts, insights or comments. I love feedback. You can send an email to info@daniel-one.com or visit my webpage www.daniel-one.com. I look forward to hear from you.
Some pictures can be a bit blurry when you view the presentation directly from the web. To see a high quality version of the presentation simply download it. If you have any questions please don't hesitate to contact me at www.daniel-one.com
iCitizen 2010: Adaptive Brand Marketing with David Cooperstein from Forrester...Resource/Ammirati
David will present highlights of Adaptive Brand Marketing: Rethinking Your Approach to Brands in the Digital Age. He will also address the challenge of aligning an organization around the new goals of real-time marketing.
Through-channel marketing automation is about enabling channel partners to generate leads by using marketing assets and a set of marketing tools provided by a vendor or company. The entire purpose of through-channel marketing automation is to enable partners to create brand presence by leveraging the vendor brand and associating it with their own brand, and then driving demand for a set of solutions that include offerings from the vendor.
Making Channels Work to Grow Your SaaS / Cloud BusinessLincoln Murphy
Presented this for OpSource on February 10, 2010.
The notion of channels in the distribution of SaaS & Cloud is a topic with very little consensus in the industry. Many people seem to think: "if it's on the Web then the Web is the channel." This view can significantly stagnate growth. There are industries and market segments where the people making the purchasing decisions do not spend their time searching the Web for the best solution. In these cases they turn to trusted advisors for recommendations.
While traditional channels like VARs and SIs might be having trouble with SaaS, new and exciting channels have opened up and savvy vendors are taking advantage of these opportunities. Thriving SaaS vendors have realized that there can be a significant benefit to leveraging intermediaries.
Co-branding partnerships can drastically improve your business's audience reach, drive brand awareness and recognition, increase sales and more. To help your business marketing succeed, we've rounded up these 6 tips for your next co-branding initiative.
I've worked to simplify the partner marketing process by building a roadmap of what that process looks like. I call it the ABCD Partner Marketing Process. This process ensures partnerships are aligned and effective in empowering sales and creating revenue for both partners.
Proposal media partnership business week 2Ihsan Muhamad
Bicara Indonesia bicara peran Anak Muda. Pena Aksi adalah Portal rujukan pemuda di seluruh Indonesia. Pena Aksi adalah Eksklopedia Tokoh Muda Indonesia. profil tokoh muda dapat kamu baca di rubrik MudAksi. Selain itu Pena Aksi juga menyediakan beberapa artikel untuk menjadi sumber belajar bagi pemuda Indonesia. kami mengajak seluruh pemuda Indonesia untuk selalu melestarikan budaya membaca, berdiskusi, dan menulis agar terbentuk generasi muda yang kuat dan berintelektual.
http://www.penaaksi.com/
What does it take to succeed in 2014? Not to scare you, but this year's gonna be a doozy. From tiny consumer attention spans (they're down to 8 seconds now) to social media overload, social marketers have a tough year ahead.
Luckily, there's hope! Our free Survival Guide is your roadmap to the biggest obstacles facing social marketers this year. You’ll learn:
- The eight major obstacles facing social marketers in 2014
- Why each obstacle is really an opportunity in disguise
- 47 (count ‘em – 47!) actionable steps you can take right now
Objective: Contracted as an outside auditor, the objective was to perform an analysis for opportunities to enhance data analytics and measurement of campaign performance for several Elanco pet brands from available data repositories including evolving dashboard environments and brand websites.
Optimizing Organizational Performance by Managing Project BenefitsUMT
Too many organizations today still measure the success of a project based only on the traditional project management standards of delivering On Time, On Budget and On Scope. While these criteria are valid measures of successful project management, they are less suitable when assessing a project’s true success: its contribution to the overall organization's performance. Indeed, the ulti-mate success of a project – whether cost savings, revenue increases or customer satisfaction improvements – may not be known until years after it has been successfully delivered.
Strategy MapsOnce change leaders have framed their vision and st.docxsusanschei
Strategy Maps
Once change leaders have framed their vision and strategy for the change, they can develop a visual representation of the end state and the action paths that will get them there. The tool was developed by Robert Kaplan and David Norton and is called a strategy map.27 As can be seen from Figure 10.3, financial outcomes are driven by customer results. These customer results come from the performance of internal systems and processes, which in turn rest on the organization’s resources (human, informational, and capital).28
Once the change vision and strategy are defined, Kaplan and Norton recommend starting with financial goals and objectives and then setting out the objectives, initiatives, and paths needed to generate those outcomes. The financial perspective drives the goals and objectives.
· If the vision for change is achieved, how will it look from the perspective of the financial results achieved?
· To accomplish these financial outcomes, what initiatives have to be undertaken from a customer perspective to deliver on the value proposition in ways that generate the desired financial results?
· To accomplish these customer outcomes and/or contributions directly to the financial outcomes through efficiencies, what changes must be tackled from an internal business process perspective?
· Finally, to attain the internal process goals and objectives, what must be undertaken from a learning and growth perspective to increase the organization’s capacity to do what is needed with the internal processes and customers?
Figure 10.3 Generic Strategy
Source: From H. M. Armitage and C. Scholey, “Using Strategy Maps to Drive Performance,” CMA Management, Vol. 80, #9, 2007, pg. 24.
The learning and growth perspective embodies people, information, and organizational capital (e.g., culture, intellectual property, leadership, internal alignment, and teamwork). For not-for-profit organizations, many recommend placing the customer perspective at the top of the model (some have relabeled it as the stakeholder perspective), since this is the reason for the organization’s existence. Some place the financial perspective parallel with the customer or stakeholder perspective, while others place it below learning and growth or elsewhere. Others have added levels or changed labels on the strategy map. However, the goal remains the same: develop a coherent picture that aligns your change strategy with the organization’s purpose so it generates the desired outcomes. It is all about translating the change vision into action, communicating with key constituents, integrating and aligning the specific action plans, implementing, and learning and refining as you go.
The assumption underlying strategy maps in for-profit organizations is that financial outcomes are the end goals that they are striving for and that other objectives within the change program should be aligned to produce and support those desired outcomes. If particular activities and the objective.
Gartner Magic Quadrant for Corporate Performance Management SuitesTagetik
The research evaluates Corporate Performance Management (CPM) vendors by their Completeness of Vision and Ability to Execute. Tagetik was one of 17 CPM Suites evaluated in the report worldwide.
If you are evaluating a CPM software, read Gartner's research to help guide your selection of the best CPM solution to meet the specific needs your organization.
Supplier Relationship Management takes traditional sourcing methods to the next level. While the sourcing process uses Requests for Proposals (RFPs) and templated one-way communications to select suppliers and derive the most upfront value for contracted services or products, SRM uses processes, principles, communications and tools to help companies better manage their existing suppliers within all areas of the company during the entire supplier lifecycle.
Similar to Joint Marketing Planning with Partners (20)
Building The Case For Supplier Relationship Management
Joint Marketing Planning with Partners
1. Improving ROI on Channel Investments through
Joint Marketing Planning
Creating Joint Marketing Plans between Marketers and their Channel Partners
provides mutual benefits, including improved alignment of sales and marketing
strategies, accurate and forecastable sales targets and business outcomes, and
informed investment decisions. Planning processes, however, have historically
been labor intensive and cumbersome, thereby limiting their use to large
partners who warrant the investment in time and money. Automating Joint
Marketing Planning streamlines the process, enabling its use for a broader
partner base - resulting in greater ROI on channel spending and improved
channel relationships overall.
eBook from CCI: Channel Management Solutions
2. CCI eBook: Improving ROI on Channel Investments through Joint Marketing Planning
2
Contents
3…......... Introduction
4............ Chapter 1: The Planning Process
5............ Chapter 2: Limitations of the Traditional Planning Process
6............ Chapter 3: Marketing Planner Formats
8............ Chapter 4: The Opportunity – Automating the Process
13.......... Chapter 5: An Applied Example
14.......... Conclusion
www.channelmanagement.com
3. CCI eBook: Improving ROI on Channel Investments through Joint Marketing Planning
3
A channel Joint Marketing Plan is defined as:
“The collaborative effort between a Marketer (vendor, manufacturer) and a Channel Partner (reseller,
distributor, retailer, etc.) to align business goals (including strategies and tactics) across a pre-defined
period (usually 3-12 months).”
The benefits of the process are:
“Joint Marketing Planning provides both parties with a mutually beneficial business outcome (for
example, sales) that is both realistic and predictable. Further, the plan provides a basis that allows
Marketers to determine where to optimally invest both time and resources, as well as track progress of
goal attainment at key milestones throughout the plan’s lifecycle.”
As an emerging trend for channel Marketers, Joint Marketing Planning provides many benefits in that it…….
helps define the alignment of business goals and confirms that the stated alignment has been mutually acknowledged.
captures the most current profile information about the Channel Partner; this profile information may be used to plan
resource allocation or, in aggregate, provide a foundation for a territory gap analysis.
provides a forward view of the sales and marketing activities planned by your Channel Partner(s) - ideally providing an
opportunity to influence the outcome. Plan attainment can be forecasted and monitored for any one partner or across a
broader partner base.
www.channelmanagement.com
4. CCI eBook: Improving ROI on Channel Investments through Joint Marketing Planning
4
Chapter 1: The Planning Process
Historically, the planning process involved a series
of 1:1 interactions between the Marketer’s
Account Manager and the partner’s management
contact to achieve the following outcomes:
Share information related to the Marketer’s
upcoming products or initiatives.
Profile of the Channel Partner’s strengths,
weakness, opportunities, and threats (SWOT) as
it relates to their individual business.
Reach a mutual decision as to how the
Marketer’s offering (products, services, and
support) can help the Channel Partner capitalize
on opportunities and overcome weaknesses.
Define specific objectives and related goals, along with associated strategies and tactics required for goal attainment.
Define resources required on behalf of the Marketer to help the reseller achieve stated goals (usually expressed as sales and
marketing assistance, funding, training, or other contributions).
Secure approval to commit the required resources on behalf of the Marketer.
www.channelmanagement.com
5. CCI eBook: Improving ROI on Channel Investments through Joint Marketing Planning
5
Chapter 2: Limitations of the
Issue Description
Traditional Planning Process
Workload Relies heavily on dedicated manual processes. These manual
For all these merits, it may seem odd that intensive processes are needed to both create the initial plan and provide
continual status updates throughout the life of the plan.
many Marketers haven’t yet embraced Joint
Marketing Planning (JMP) as the foundation of No roll-up Roll up reporting enables management to posses both a micro view of
a multi-channel go-to-market strategy (GTM). reporting all planned activities (including resulting sales and marketing funds
committed to help execute the plan) for an individual partner, and a
macro view of the collective efforts of all partners, facilitating
JMP adaption is prevalent in industries such as
accurate forecasting.
consumer packaged goods, where any one
retailer may be responsible for a sizable Non-standard As a manual process, key data points are often not consistently
portion of a manufacturer’s annual revenue data between furnished. For instance, one plan may designate goals based on
goals. Yet, for Marketers who rely on hundreds plans and increased sales (percentage value) and another may specify goals in
authors terms of targeted value (number value). While both values are
or even thousands of Channel Partners, the
practical and measurable goals, the data from one cannot be
aforementioned “gain” is often outweighed by compared or combined with the other (to facilitate roll up reporting).
the “pain” of conducting the joint planning
process, as the planning process itself was Dedicated effort Compliance monitoring is another labor intensive and potentially
historically fraught with shortcomings as listed required for mid- inaccurate and inconsistent component. Joint marketing plans require
in the table to the right. period reporting continual updating at each milestone throughout their lifecycle
through dedicated processes—adding to the workload of either the
Account Manager, the Channel Partner, or both.
As these are very real barriers to adaption, JMP
practices were limited to relatively larger Funding approval Executing the many strategies and tactics approved within the plan
partners whose revenue justified the expense. & claiming often required reimbursement from the Marketer in the form of Co-
And due to its limited exposure, any limitation processes are op or MDF allocations (or similar), as well as other resource
could be overlooked or compensated for managed outside commitments. These related processes were typically managed
the plan outside the plan through separate systems. While clearly related, the
through training or other business processes.
decoupling of these processes added program complexity.
www.channelmanagement.com
6. CCI eBook: Improving ROI on Channel Investments through Joint Marketing Planning
6
Chapter 3: Marketing Planner Formats
While joint planning is most often thought of as a “process,” the plan itself typically begins and ends with some form of a
templated document (or online form) that includes general information about the partner, a summary of business
challenges, a listing of specific objectives and goals for the planning period, and associated strategies and tactics to achieve
them. While there are different planner formats in practice (such as the popular CHAMP format), the following data is
common to all of them, and is categorized into two distinct groupings:
Channel Partner Overview Business Goals, Strategies And Tactics
and Profile Information For The Period (for example, quarterly or yearly)
Contact information Definition of objectives, complete with measurable
business goals
Revenue history
Strategies and tactics associated with each initiative,
Market focus or positioning
including planned costs and dates
Service capabilities
Marketer initiatives slated for support (for example,
Certifications attained promotions, product launches, etc.)
Sales and Marketing staffing, capabilities, and contact Planned ROI from each activity
information
Summary of the source of funds and other resources
Value proposition or positioning statement (to their required to execute the plan
customers and to you as a reseller)
SWOT analysis
Summary of business goals, and how your offering will
help them achieve their goals
www.channelmanagement.com
7. CCI eBook: Improving ROI on Channel Investments through Joint Marketing Planning
7
Chapter 3: Marketing Planner Formats
Of the aforementioned data sets, the information found in the first group is more static and less likely to change from one
planning period to the next. Conversely, the information contained in the second set of data is the more dynamic of the two,
requiring significant updating from period to period. Frequent maintenance is also needed for the plan to be effective as a
living document, providing accurate and timely information to stakeholders to report attainment of specific actions at
designated milestones within the plan.
As the plan is most typically compiled in advance of the planning period, the data as initially authored contains only
forecasted results for the goals (business outcomes), costs, and ROI expected from each activity. Clearly, the plan would be
more insightful for all stakeholders if it also included “Actual” information for all those categories at the planning period’s
conclusion—and even at key points throughout the plan’s lifecycle to monitor (and influence) progress along the way.
Comparing “Actual” to “Forecast” is a measure of success and indicates the level of commitment from the partner. The
metric also establishes a benchmark for realistic levels of attainment which may be referenced in the future by the partner or
shared (indirectly) with other partners. The insight inherent in employing JMP practices helps to build benchmarks and best
practices over time that will benefit all partners and improve the ROI of all channel investments.
www.channelmanagement.com
8. CCI eBook: Improving ROI on Channel Investments through Joint Marketing Planning
8
Chapter 4: The Opportunity—Broader Utilization Through Automation
Marketers have a prime opportunity to adopt a planning process that is easier, more effective, and more insightful for
partners and client stakeholders alike. The advantages and the drawbacks of employing a JMP process have been discussed
throughout this text. However, utilizing a new generation of JMP tools such as that offered by CCI helps Marketers leverage
the benefits of the planning process while minimizing (or even eliminating) much of the previously inherent drawbacks.
What’s more, the planning tool itself can integrate, or even replace, the process used to manage traditional Co-op or MDF
programs; this means that updating the plan to reflect current status and furnish accurate “Actual” metrics is concurrent with
claiming for reimbursement. This process integration thereby streamlines administrative processes while encouraging the
reporting of updated and accurate data. Because the JMP process is automated, administration is streamlined and data is
standardized. Using this simplified approach, the benefits of joint planning can be extended to virtually all partners—without
the need for a high-touch engagement or other drawbacks associated with the traditional planning process.
Automating the Planning Process
Automating the planning process and integrating
reimbursement processes streamlines administration 1. Plan 2. Evaluate
at each phase of the planning cycle, while greatly
improving insight for those who fund the program.
The following pages illustrate the advantages of JMP
automation for each step of the plan’s lifecycle. 4. Analyze 3. Execute
www.channelmanagement.com
9. CCI eBook: Improving ROI on Channel Investments through Joint Marketing Planning
9
1. Plan: Simplify plan development for practical use with a broad partner base
Traditional Next Generation
Business Benefits
Methodology Methodology
Plan Evaluate
Data supporting objectives Data is normalized across all Less training and interaction
are often not normalized, business objectives and is required to author the plan
Analyze Execute making it difficult to forecasted outcomes, including
compare plans between statement of goals, costs, and
multiple partners forecasted ROI for each activity
Achieving normalization and As data is normalized and the Partners can self-author the
alignment among vendor format established, JMP can be plan with minimal
goals requires high-touch initiated by the partner with supervision and deliver
engagement from the minimal account manager predictable and
Marketer involvement comprehensive content
Authoring plan requires The online tool allows on- JMP benefits can be extended
one-to-one interaction demand review and formatted to more partners—not just
fields minimize error entry – large ones
one-to-one interaction to author
plan not required
www.channelmanagement.com
10. CCI eBook: Improving ROI on Channel Investments through Joint Marketing Planning
10
2. Evaluate: Simplify plan review, monitor revision history, and forecast results
Traditional Next Generation
Business Benefits
Methodology Methodology
Plan Evaluate
Approval processes are Review processes are Dialog and comments are
manual, so version control automated; a record of all clear—streamlining
Analyze Execute and maintaining a history of approval activity is available communication and approval
comments throughout the throughout the life of the plan processes
review process can be
cumbersome
As data is not normalized, Plans are easier to review as data More efficient review process
evaluating plans for multiple is normalized across plans
partners can be
unmanageable
Once the plan is approved, Funding approval and The funding process is
assigning funds to offset assignment is managed within integral to the planning
planned costs is usually the application process—simplifying both
managed separately and reducing program
complexity for all parties
www.channelmanagement.com
11. CCI eBook: Improving ROI on Channel Investments through Joint Marketing Planning
11
3. Execute: Integrate reimbursement to streamline processes and monitor progress
Traditional Next Generation
Business Benefits
Methodology Methodology
Plan Evaluate
Reimbursement processes Reimbursement is managed Processes are simplified
are managed separately within the system as an
Analyze Execute extension of JMP
Plan owners must As partners apply for Partners are motivated to
remember to update the reimbursement, they are keep the plan current and
plan throughout the prompted – and required – to accurate, as reimbursement
execution process to keep update metrics and costs on is dependent upon
other stakeholders completed activities, thereby submission of updated
appraised of progress delivering ROI calculations information
(comparing forecasted to actual
performance)
Hierarchical views of Automation can demand Roll-up and hierarchical
progress-to-date are difficult adherence and completeness (no reporting is facilitated, giving
to evaluate, as data formats shortcuts), as well as provide a near real-time status and
aren’t standardized and standardized format for all progress reporting to
roll-up reporting isn’t readily entries stakeholders at all levels
available
www.channelmanagement.com
12. CCI eBook: Improving ROI on Channel Investments through Joint Marketing Planning
12
4. Analyze: Measure ROI, track results vs. plan, and develop best practices
Traditional Next Generation
Business Benefits
Methodology Methodology
Plan Evaluate Similar to the above, “final” Final results are entered into the Stakeholders have more
results of JMP attainment plan for all metrics (goals, ROI, insight than ever before
need to be furnished via and costs) before the plan is across both macro and micro
Analyze Execute separate dedicated closed as part of the marketing views of channel
processes, including costs, fund reimbursement process performance resulting in
goal attainment figures, and enhanced insight —thereby
ROI numbers for simplifying and enhancing
reconciliation future investment decisions
Again, hierarchical views of Roll-up and hierarchical reporting
the outcome are difficult to is facilitated, providing both
achieve without Actual and Forecasted reporting
standardized data formats to stakeholders at all levels
and roll-up reporting
If Excel-based tools are Calculations are automated to
being used, many of the deliver an accurate comparison
final calculations are subject of Goal vs. Actual results across
to human error multiple dimensions (costs, ROI,
and business outcome vs. plan)
www.channelmanagement.com
13. CCI eBook: Improving ROI on Channel Investments through Joint Marketing Planning
13
Chapter 5: An Applied Example Partner authors
plan
As a result of automation, smaller partners (even unmanaged partners) can take
advantage of JMP benefits—even as a precondition to accessing MDF funds. Here’s an
example:
The primary partner contact (owner/manager) can complete the plan with minor input Automated
and direction from his or her Account Manager because data entered into the plan is review process
normalized.
Normalized data means also that the review of the plan by vendor stakeholders is
simplified. All comments and interaction about the plan are maintained on the plan Integrated
itself, throughout the plan’s lifecycle. approval and
funding process
Once approved, funding may be assigned, allowing the partner to be reimbursed in the
future for shared marketing activities once they are completed. Funding is an integral
part of the plan review/approval process.
Plan is updated
As the approved marketing activities are performed, the partner updates the plan with at request for
any changes in status, ROI information, and final costs as preconditions for reimbursement
reimbursement. Because the partner wants prompt reimbursement, the plan is updated
accurately with each reimbursement request. Therefore, throughout the plan’s lifecycle,
the plan is naturally kept current with all final data.
Metrics, best practices
At the end of the planning period, stakeholders at every level can view results, including and ROI is available for
business outcome, costs, and ROI. Armed with this data, management can evaluate the review at macro and
individual partner’s contribution and development on a continual basis, with minimal micro levels
intervention. This will help maximize any development opportunities for partners
assigned to a lower tier by identifying the ones who are most capable of growth.
www.channelmanagement.com
14. CCI eBook: Improving ROI on Channel Investments through Joint Marketing Planning
14
Conclusion
Automating the Joint Marketing Planning (JMP) process can About CCI
streamline business processes and extend its utilization and
benefits to a broader partner base. CCI delivers comprehensive incentive solutions to optimize
sales channel performance. As an enterprise software and
The rewards of JMP are compelling, and automation increases services solutions provider, CCI enables channel marketers
to manage and measure sales and marketing programs
those advantages, resulting in greater impact on your business’ throughout their demand chain, resulting in greater
bottom line and that of your partners’. spending efficiency and improved program effectiveness.
CCI provides a combination of on demand software,
Automating the process gives Marketers the option of when, professional services and program management. CCI’s
where, and with whom to use a high touch planning engagement— Professional Services team applies best practices to define
and deploy programs that meet your business goals. Equally
not as a requirement of the process, but rather as an a business powerful is CCI’s software. Delivered as SaaS, CCI
development methodology. Consider automation to attain a automates your channel programs and partner activity for
complete picture of planned program activities, expenditures, and increased visibility, measurement and ROI. Once deployed,
projected business outcomes. Use the living plan as a collaborative CCI Program Management delivers services such as contact
tool to organize, influence, and monitor partner execution. center support, auditing and payment services to ensure
operational efficiencies. CCI is proud to work with market
leading companies in technology, telecommunications and
entertainment such as Autodesk, Qwest, SonicWall, Sony
Playstation and many more.
CCI
Attain a complete picture of planned 7250 Redwood Boulevard
program activities, expenditures and Suite 105
Novato, CA 94945
projected business outcomes USA
T: 415.472.5100
E: info@channelmanagement.com
www.channelmanagement.com