Developing an Ariba Network Growth/Supplier Enablement Strategy to Achieve Yo...SAP Ariba
Without a defined network growth strategy and relevant tracking metrics, your efforts to move off paper and automate the management of orders and processing of invoices will not gain much momentum.
In this session, you will hear experts discuss how you can develop and implement a strategy that will effectively engage suppliers for e-commerce over the Ariba Network and ensure broad internal and external support for your e-invoicing or procure-to-pay initiative.
From Ideas to Products: Connect the dots between Agile, PMP and PRINCE2CliffordEgbomeade
Connect the dots and understand what is missing in today's most-demanded roles:
How projects are carried out can make or mar an organisation. From PMP to PRINCE2 to Agile, different organisations and practitioners have explored a host of methodical approaches in delivering projects.
Does any particular approach supersede another? Are there scenarios to use what? Are there inherent limitations in the approaches?
In this webinar, you’ll learn:
〉 Organization model
〉 Idea & Product Management
〉 Project Complexity Modelling
〉 Differences between PMP & PRINCE2
〉 Difference between the traditional approach (waterfall) and Agile
〉 Different agile methodologies and their differences
Presenter: Deji Ariyo
Evolution of Shared Services - IAOP 6 February 2013Stuart Snowden
Presented at the IAOP Sydney meeting Feb. '13. An overview developed by Accenture of the evolution of Shared Services. It talks to
- geographic, Operating Model and Organisation trends;
- characteristics of the different models
- sourcing models
- High performance characteristics
Preparing for Deployment of SAP Ariba Solutions at Your Company SAP Ariba
In this session, meet professionals experienced in delivering SAP Ariba solutions and get information that’s critical to success in deploying these valuable cloud solutions. Learn about solution deployment methodologies and services automatically available once you have purchased an SAP Ariba solution. Hear from experts who have achieved thousands of successful deployments, and hear customers of SAP Ariba solutions discuss deployment best practices, challenges, and risks.
Sap bi adoption solution on hana pre packaged analytics smart business cockpitsYASH Technologies
Jump into the world of BI and produce meaningful analytics and visualizations to help the organization get the best value and make strategic decisions.
Developing an Ariba Network Growth/Supplier Enablement Strategy to Achieve Yo...SAP Ariba
Without a defined network growth strategy and relevant tracking metrics, your efforts to move off paper and automate the management of orders and processing of invoices will not gain much momentum.
In this session, you will hear experts discuss how you can develop and implement a strategy that will effectively engage suppliers for e-commerce over the Ariba Network and ensure broad internal and external support for your e-invoicing or procure-to-pay initiative.
From Ideas to Products: Connect the dots between Agile, PMP and PRINCE2CliffordEgbomeade
Connect the dots and understand what is missing in today's most-demanded roles:
How projects are carried out can make or mar an organisation. From PMP to PRINCE2 to Agile, different organisations and practitioners have explored a host of methodical approaches in delivering projects.
Does any particular approach supersede another? Are there scenarios to use what? Are there inherent limitations in the approaches?
In this webinar, you’ll learn:
〉 Organization model
〉 Idea & Product Management
〉 Project Complexity Modelling
〉 Differences between PMP & PRINCE2
〉 Difference between the traditional approach (waterfall) and Agile
〉 Different agile methodologies and their differences
Presenter: Deji Ariyo
Evolution of Shared Services - IAOP 6 February 2013Stuart Snowden
Presented at the IAOP Sydney meeting Feb. '13. An overview developed by Accenture of the evolution of Shared Services. It talks to
- geographic, Operating Model and Organisation trends;
- characteristics of the different models
- sourcing models
- High performance characteristics
Preparing for Deployment of SAP Ariba Solutions at Your Company SAP Ariba
In this session, meet professionals experienced in delivering SAP Ariba solutions and get information that’s critical to success in deploying these valuable cloud solutions. Learn about solution deployment methodologies and services automatically available once you have purchased an SAP Ariba solution. Hear from experts who have achieved thousands of successful deployments, and hear customers of SAP Ariba solutions discuss deployment best practices, challenges, and risks.
Sap bi adoption solution on hana pre packaged analytics smart business cockpitsYASH Technologies
Jump into the world of BI and produce meaningful analytics and visualizations to help the organization get the best value and make strategic decisions.
We are a rapidly growing SAP Consulting firm. While we work with a variety of clients, we have a focus in Utilities. We are 100% owned and operated by HANA, BI and EPM professionals who have a passion to make a difference.
Hallmark's Process Journey and Center of Excellence for IntegrationBrad Power
In 2007, Hallmark embarked on Project Horizon, an implementation of a software package for most core systems (SAP) and Lean. Twenty-five major end-to-end processes were identified, and 'process owners' and other roles were assigned to each process, and a Process Council organized to coordinate activities and prioritize improvement projects. Three years later (in 2010), as the major system deployments were winding down, Tony Marolt brought forward the idea of creating a Center of Excellence to keep these hybrid (business process and technical) experts together.
Expanding the CPO Sphere of Influence Beyond ProcurementSAP Ariba
Organizations today look up to procurement teams to deliver beyond tactical savings. Procurement is increasingly seen as the driver of business value through cross- functional collaboration within the enterprise as well as outside. Stepping up to this expectation calls for breaking the silo and adopting an approach that addresses the imperatives of procurement as well as those of the value chain participants such as finance, IT, and the supplier community. This session showcases how procurement teams can break the mold of being the “buying department” and expand its sphere of influence by leveraging collaborative processes and technologies.
Planning Expansion and Adding Scope to your Current Shared Services OperationScottMadden, Inc.
Successful scope expansion for an existing shared services operation requires careful planning. Scope expansion can take a number of forms such as new services, new customer groups, and new geographies. “Shared Service Expansion” is the fourth session of a HR Shared Services learning series that ScottMadden is presenting along with Shared Services & Outsourcing Network (SSON). In this session, we cover an approach for planning expansion and keys to adding scope while balancing the demands of your current shared services operation.
Invenio Business Solutions Corporate Presentation 2016Kofo Are
Invenio Business Solutions is an award-winning Business System Provider, headquartered in Reading, UK. The company supports customers in the government, media and manufacturing segments, in areas that include industry-specific enterprise resource planning (ERP), tax and revenue management, business intelligence, big data, mobility, CRM and integration solutions.
Formed in 2006, the company has subsidiary offices in India, Germany, Mauritius, Saudi Arabia, Dubai and the U.S.A. Throughout its history, Invenio has grown rapidly, organically and profitably. Invenio is a constituent of The Sunday Times Tech Track 100 for 2012, 2013 and 2014.
Invenio is a SAP Gold partner and recipient of numerous awards from SAP including EMEA Regional Partner Excellence Award 2014 in the category “Database & Technology” for its work with SAP HANA®, we have also won an excellence award for our implementation in The Standard Group in 2016. Invenio is also accredited for SAP’s global partner quality program for the 5th year running.
Ariba On Premise: Latest Trends, Cloud Integration and RoadmapSAP Ariba
Please join key On-Premise executives to get an update on the On-Premise business, including discussion of hybrid deployments. We will discuss customer trends, product roadmap details as it relates to Ariba On-Premise specifically, and top-of-mind topics that On-Premise customers are bringing to Ariba’s attention.
We are a rapidly growing SAP Consulting firm. While we work with a variety of clients, we have a focus in Utilities. We are 100% owned and operated by HANA, BI and EPM professionals who have a passion to make a difference.
Hallmark's Process Journey and Center of Excellence for IntegrationBrad Power
In 2007, Hallmark embarked on Project Horizon, an implementation of a software package for most core systems (SAP) and Lean. Twenty-five major end-to-end processes were identified, and 'process owners' and other roles were assigned to each process, and a Process Council organized to coordinate activities and prioritize improvement projects. Three years later (in 2010), as the major system deployments were winding down, Tony Marolt brought forward the idea of creating a Center of Excellence to keep these hybrid (business process and technical) experts together.
Expanding the CPO Sphere of Influence Beyond ProcurementSAP Ariba
Organizations today look up to procurement teams to deliver beyond tactical savings. Procurement is increasingly seen as the driver of business value through cross- functional collaboration within the enterprise as well as outside. Stepping up to this expectation calls for breaking the silo and adopting an approach that addresses the imperatives of procurement as well as those of the value chain participants such as finance, IT, and the supplier community. This session showcases how procurement teams can break the mold of being the “buying department” and expand its sphere of influence by leveraging collaborative processes and technologies.
Planning Expansion and Adding Scope to your Current Shared Services OperationScottMadden, Inc.
Successful scope expansion for an existing shared services operation requires careful planning. Scope expansion can take a number of forms such as new services, new customer groups, and new geographies. “Shared Service Expansion” is the fourth session of a HR Shared Services learning series that ScottMadden is presenting along with Shared Services & Outsourcing Network (SSON). In this session, we cover an approach for planning expansion and keys to adding scope while balancing the demands of your current shared services operation.
Invenio Business Solutions Corporate Presentation 2016Kofo Are
Invenio Business Solutions is an award-winning Business System Provider, headquartered in Reading, UK. The company supports customers in the government, media and manufacturing segments, in areas that include industry-specific enterprise resource planning (ERP), tax and revenue management, business intelligence, big data, mobility, CRM and integration solutions.
Formed in 2006, the company has subsidiary offices in India, Germany, Mauritius, Saudi Arabia, Dubai and the U.S.A. Throughout its history, Invenio has grown rapidly, organically and profitably. Invenio is a constituent of The Sunday Times Tech Track 100 for 2012, 2013 and 2014.
Invenio is a SAP Gold partner and recipient of numerous awards from SAP including EMEA Regional Partner Excellence Award 2014 in the category “Database & Technology” for its work with SAP HANA®, we have also won an excellence award for our implementation in The Standard Group in 2016. Invenio is also accredited for SAP’s global partner quality program for the 5th year running.
Ariba On Premise: Latest Trends, Cloud Integration and RoadmapSAP Ariba
Please join key On-Premise executives to get an update on the On-Premise business, including discussion of hybrid deployments. We will discuss customer trends, product roadmap details as it relates to Ariba On-Premise specifically, and top-of-mind topics that On-Premise customers are bringing to Ariba’s attention.
CompTIA’s 6th Annual State of the Channel research provides an overview of the size, shape and growth factors influencing the channel today. It offers deep analysis of the topics driving debate across the channel and further delves into today’s leading opportunities and challenges, including some notable findings on the channel’s ongoing relationship with cloud computing. The study was conducted in quantitative and qualitative parts. The quantitative part saw 350 executives from IT industry companies complete a survey. The qualitative is drawn from a series of in-depth interviews with senior-level IT executives. Data collection occurred in July 2016.
CompTIA 4th Annual Trends in Managed Services CompTIA
Understanding the mindset of the customer is a crucial ingredient in any successful managed services practice. What do they consider “managed services” and what kinds of questions to they ask when vetting providers? What do they look for in a service level agreement? Trends in Managed Services captures critical end-user information about managed services usage patterns, preferences and general attitudes towards managed services to help guide you toward maximum growth and profitability.
The study, conducted in two parts, includes quantitative findings based on an online survey of 350 executives in the end-user community, plus an in-depth set of qualitative interviews with 18 current or former users of managed services.
As with most recent trends in technology, the Internet of Things is composed of many different pieces working in concert to create a new model. This presentation examines the hardware, software, rules, and services that make up the IoT ecosystem.
Customer success continues to be an emerging practice as both technology companies and nontraditional industries move to a new subscription revenue model. A maturity model framework helps companies establish their customer success organizations and initiatives, as well as allowing them to see where they stand and how they can improve as they move through the stages of maturity. www.tsia.com.
Measuring the Health of XaaS Subscription RenewalsTSIA
When it comes to getting customers to renew their subscription with your XaaS offer, does your current renewal engagement model consist of managed handoffs between your internal teams, or is it total chaos? In the recent TSIA SRG Cloud Benchmark Study, we aimed to find out how top companies in the technology services industry are structuring their subscription renewal process, as well as get a detailed look at which metrics they’re using to track their success.
Product manager Chris Kuijper presents our MSP development theme and corresponding roadmap. The goal for our MSP customers is that we help you and you help your customers.
Customer Success Summit Keynote
Presented by: Thomas Lah, Executive Director, TSIA
Customer success has become one of the hottest capabilities technology companies find themselves investing in today. For technology-as-a-service providers, customer success potentially holds the key to retaining customers and expanding customer relationships. However, TSIA has been inundated with inquiries from member companies that are struggling to deliver customer success at scale.
In this closing keynote, TSIA executive director Thomas Lah will leverage recent benchmark data and industry observations to outline a seven-step approach to establishing and scaling a customer success capability. From the charter to the financial model to enabling technology, Thomas will provide practical frameworks customer success organizations can leverage as they grow.
How to Scale Your Customer Success Management OrganizationGainsight
The most successful Enterprise SaaS companies know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale.
In fact, Enterprise SaaS companies that grow revenue - and company valuation - by expanding revenue within their existing customer base also know the key to making this work is to focus on - and operationalize - Customer Success.
This presentation - How to Scale Your Customer Success Management Organization - is from Pulse 2014, the biggest Customer Success industry event ever and included panelists from Box, Marketo, Salesforce.com
The Global Landscape of Digital Finance InnovationsCGAP
More than half of the world’s adult population, nearly 2.5 billion people, remain unbanked. Technology – particularly the mobile phone – has been used in recent years to extend financial services past the limits of bank branches and reach new consumers in traditionally underserved segments. Initial efforts focused on payments but have now grown to include savings, insurance and credit products delivered by digital channels, known as “products beyond payments.” Despite a dramatic expansion in the number of digital financial service deployments, the offering of these financial services are not new services. Rather, they are existing services migrated to a lower-cost digital channel, therefore offering greater scale potential. And even then, use of these channels currently remain low.
This research seeks to accomplish four objectives:
Catalog the ways in which technology, especially mobile, can enhance access or use of financial services
Provide a comprehensive landscape of the latest innovations in digital finance
Consider the current and potential impact of these innovations on financial inclusion
Identify enabling conditions and investments needed to unlock the potential of the sector
Is it really "sharing"?
Presentation of the so-called "Sharing" Economy, for a lecture about service innovation at Linköping University (LiU), during a course in Service Management and Marketing.
I talk about Unicorns; collaborative... consumption-production-finance-learning-governance; “platform cooperativism” and my research focus on shared mobility.
- First upload: 11 March 2016 (v.2016)
- Update: 20 March 2017 (v.2017)
- Update: 14 March 2018 (v.2018 ~ http://bit.ly/2GtkxIk)
What's the ROI of a TSIA membership? These three member companies were experiencing service business challenges and TSIA was able to provide actionable recommendations through membership offerings to get them up and to the right in terms of performance. http://info.tsia.com/member-success-stories
Today’s IT organizations are being pressured to do more with less. Manage more applications, data, users, and devices with fewer internal resources. Execute complex IT initiatives on flat, year-over-year budgets. And above all, extract as much value from the IT investments they’ve already made.
It’s this last notion of getting more value that is the focus of our discussion today. Riverbed customers should always expect more value. And we’re committed to ensuring they get it.
The ability to create an agile enterprise means organizations may have to consider portfolio consolidation, modernization, and outsourcing to maximize cost savings and
Return on Investment (ROI). YASH Technologies is dedicated to delivering advanced solutions on the Microsoft platform allowing you to do more.
YASH offers end-to-end .NET application management services, covering the entire application life cycle, with the focus on improving the total value of application ownership while consistently providing on-time and on-budget performance.
Hear, ask your questions and learn from Tenego's experience in working with many growing companies in different markets on how to continually seek scale your business while better enabling the channel as a true extension to your business?
● What is Partner Operations and how can it help your channel growth
● What are the responsibilities and metrics of success for Partner Operations?
● How Partner Operations can be the central core engine to drive channel growth?
● How do you align Partner Operations, Partner Management and your Partner Program implementation?
● What are the key tools, methodologies and capabilities needed in building your Partner Operations?
For more details, access: http://www.tenego.com/resource/partner-operations
YASH Technologies’ Microsoft BI Services offer a comprehensive and integrated set of solutions combined with deep technical and business expertise to help your organization execute an effective business strategy using a series of proven processes and supporting technologies.
SAP HANA, sap hana implementation scenarios, sap hana deployment scenarios, SAP HANA Implementations, sap hana implementation and modeling, sap hana implementation cost, sap hana implementation partners, Applications based on SAP HANA, SAP HANA Databases.
The Lowdown – An Experienced Practitioner’s View on Leveraging Procurement So...SAP Ariba
For companies that run SAP in the back end, it can be a difficult decision whether to implement and run SAP’s on premise sourcing and procurement solutions such as SRM, or Ariba’s Cloud-based solutions. In both scenarios the Ariba Network plays a key role for supplier collaboration.
Come listen as CSC’s Johan Duba, an experienced practitioner who has used these solutions in multiple companies, shares his experiences using both solution sets, and how his teams have made these solution decisions in varying situations. This will be an open conversation with opportunity for Q&A.
Learn more about Ariba LIVE at http://spr.ly/LIVE2014LV-d
Expand the Business Value of Riverbed Solutions with New Optimize ServicesRiverbed Technology
Our new Optimize Services focus on driving the business outcomes customers expect by maximizing solution performance, ensuring widespread adoption, and creating more value from the Riverbed Application Performance Platform. To learn more, visit: http://rvbd.ly/1eK5gDO
Cloudway Consulting Pvt Ltd Is a SAP Strategic Sourcing Consulting Company For SAP, SAP S4 Hana, SAP Ariba, SAP C4C, Success Factor and Business By Design for More Call us at +0120-4226511
1. DAVID SWANSON | RIVERBED
The Role of Channel Partners in a LAER Strategy
2. • Riverbed Technology Business Summary
– Founded in 2002, Riverbed Technology is a provider of application performance
infrastructure offering a platform to deliver, control and optimize IT resources across
the hybrid enterprise.
• Riverbed’s application acceleration solutions include SteelHead, a WAN optimization
solution, SteelConnect, a Software Defined (SD-WAN) solution, and SteelFusion, which
provides branch converged infrastructure.
• Riverbed’s performance management suite, SteelCentral, combines application-aware
network performance management and application performance management control.
– Headquartered in San Francisco, CA, with more than 2,500 employees in 73 offices
around the world.
– 25,000+ customers include 97% of both the Fortune 100 and the Forbes Global 100.
Riverbed Technology - The Application Performance Company
3. • Riverbed Professional Services – Worldwide Services to help businesses:
• Accelerate time to value by leveraging Riverbed product experts and proven methodologies
• Develop in-house proficiency and expand skillsets through comprehensive, hands-on knowledge
transfer
• Achieve better adoption and utilization of Riverbed solutions to improve performance quickly and
reliably
• Riverbed Professional Services – Service Examples:
• Proactive assessments of Riverbed infrastructure with recommendations for improving
performance
• Rapid response performance troubleshooting for in-production applications
• End-to-end application and network performance monitoring, reporting, and alerting
• Implementation services that focus on best practice design, setup, configuration, and knowledge
transfer
Riverbed Professional Services
4. LAER Review
4
Land: The activities required to sell and implement a new offer or
solution to a customer
Adopt: The activities required to ensure the customer is adopting the
implemented solution
Expand: The activities required to ensure the customers expand their
usage of solutions resulting in additional budget and purchases
Renew: The activities required to ensure customers continue to stay in
good standing and renew their vendor relationship
Land Adopt Expand Renew
5. LAER Review
5
While many of the concepts associated with LAER
are related to Professional Services, success
requires a strategic corporate direction that
addresses the customer journey lifecycle.
Sales
Professional
Services
Marketing
Channel
Product
Operations
6. Agenda
6
• What is Riverbed doing to address LAER?
• Where do Channel Partners fit in the equation?
– Types of Partners
– Why use Partners?
• How does Riverbed Professional Services work with Channel
Partners?
• How does Services and the Channel come together and address
LAER?
7. How is Riverbed Addressing LAER?
Historical Process – Incomplete LAER Focus
7
SellProduct
Riverbed Led
Sales Efforts
Partners
Primarily
Transact the
Opportunity
ImplementwithPS
No defined
Partner Rules
of Engagement
Sales,
Partners, Client
or Riverbed PS
Implement
SupportProduct
Customers call
when there is
an issue
Some partners
provide support
or managed
service
Renew
Renewal teams
address
support
renewal
8. How is Riverbed Addressing LAER?
The Four Corporate Transitions
Managing
Accounts
Selling
SolutionsGOALS KPIs
People
Repeatable
Revenue
Leverage
The Power
of the
Channel
9. How is Riverbed Addressing LAER? 4 Transitions
9
Channel
Leverage
Repeatable
Revenue
Managing
Accounts
Selling
Solutions
• Account Planning
• Account Plan Reviews
• Executive Briefings
• PS Led Sales
• Managed Services
• Embedded Services
• Multi-product sales
• Multi Product Deal%
• Strategic Product
Participation rate
• Next quarter funnel
• Role Specific
Solution Expertise
• Sales play & solution certifications
• Account Penetration
• SP Design Wins
• Customer Reference
Base
• PS Attach Rate
• Reference Customer
Coverage
• Focus Partner
Growth
• FP Booking Growth
• Joint Engagement
• Qualified Joint
Engagement Bookings
Riverbed relevance
in the Channel
– Business Plan Reviews
Develop Channel
Led Segments
– Dedicated HC
12. Why Leverage Partners?
12
• Partners tend to be closer to the clients business needs than IT
vendors
– Increase how well your technology is being used by the customer
– Make it easier to do business with services pertaining to your products
– Partners can focus more on business outcomes across technologies
• Partner Packaging: LAER ties into how vendors need to adapt to
how customers are changing their buying habits. Clients no longer
want to buy product, support, PS, training, etc. They want to buy an
outcome that contains all of these
• If partners are engaged from the beginning of an opportunity, they’ll
be more likely to feel invested
13. All Partners Are Not Created Equally
13
• Service Only (Outsource)
• Partner Types (Regional, National and Global)
– Distribution
– Value Added Resellers (VARs)
– Service Providers (SPs)
– Systems Integrators (SIs)
• Partner Business Models
– Resell
– Services
• Verticals
• Cloud
15. Enabling LAER with Partner Services
1. Create and Support Partner Service Programs & Incentives
2. Define and Communicate Rules of Engagement
3. Define and Execute Role Based Enablement
4. Integrate Strategies with Riverbed Sales and Services
Departments
15
16. Partner Service Programs and Incentives:
Building Partner Relevance
16
Managed
Services & aaS
Repeatable, Scalable,
Pre-Defined
Consumption Pricing
Additional Rebates &
Business Investment
Fund
Enablment IP &
Strategies
Embedded
Solutions
Integrate Product into
Partners Value add
Solutions
Consumption Pricing
Additional Rebates &
Business Investment
Fund
Enablement IP &
Strategies
Joint
Engagement
Client Specific Joint
Sales and Service
Planning
Client Opportunity
Specific Discounts
Riverbed
Consulting
Partner
Consistent Riverbed
Service Delivery
Enable Partners to Build
Riverbed Services
Provided Riverbed’s PS
IP to Partners
Scale Ability to Address
all Client Segments
Riverbed Performance Partner Program
17. • Sales Sheets
• Brochures
• Service
Description
Documents
• Pricing
Calculators
• Reference
Architectures
Training and
Enablement
Activities
Riverbed PS SME
Access
Sales Collateral Delivery Collateral Tools & Systems
Riverbed Consulting Partner (RCP) Program
Components: Value Add Elements
• Templates:
• As-Built
• Engagement
Summary
• Project Plan
• Engagement
Checklists
• Standard
Operating
Procedures
• Operational
Best Practices
• Optimization
• Document
Builder
• Riverbed PS
Help Desk
• Access
• Urgent:
Dedicated
Phone #
• Non-Urgent:
PS SME DL
• Forums
• Training
• On-Demand
• Classroom
• Recorded
• Engagement
Shadowing
• Certification
18. Rules of Engagement For PS Sales and Delivery Activity for Riverbed Partners
Riverbed PS Rules of Engagement
Distribution
Elects
Riverbed
Elects
Partner
Elects
Capable
Partner?
Named
Riverbed
Account
Distribution
Capable
1
3
2
19. Riverbed Ready to
Support
Can Riverbed support it?
• Alignment between RVBD
Services & Channel teams
• Services program strategy,
inclusive of consulting,
support & education is clearly
communicated & operational
as part of the Partner Program
• Channel personnel address
services as strategic business
development activity
Partner Relevance
Are Riverbed services relevant
to the partner?
•INCREMENTAL REVENUES
Complete lifecycle strategy
for RVBD services portfolio
(consulting, support,
education, MS)
•IMPROVED MARGINS
Emphasis on improving
profitability through
enablement IP & Programs
Partner Capable
Is the partner capable? In
what areas?
• Clearly communicated and
understood services
business model to Riverbed
• Clarity and segmentation of
partners as portfolio players
versus boutique role players
Qualify Partners: Focus on those that can
deliver services for your solutions
20. Professional Services Sales and Delivery Ownership Targets
Partner Profiles and Service Programs
Partner
Riverbed
Disti GlobalMSP
ManagedServices
RVBDPartnerConsultingProgram
Support
Embedded
PartnerPS
Training
Riverbed
Lifecycle
Services
Disti&TSM/E
Focus&CSM/ESE
ValueAddedDistribution
Tier2MSPs
RegionalSI&Vars
FocusPartners
GlobalMSP&SISO
RiverbedasaService
21. Scaling
• Riverbed cannot scale to address LAER with thousands of global
customers
• Professional Services Job is to Enable Scale
– Riverbed can realistically focus on 100 partners and distributors and
those partners can then scale to the global customer footprint
– Professional Services creates
• Riverbed based product and service solutions
• Education Options
• Certification Tracks
– Riverbed PS supports the service programs in addition to focusing on
strategic Riverbed clients
21
23. • Sales
– Decreased Sales Bookings: Uplift for Sales Reps
– Reduced Sales Quotas
• Services
– Reducing the number of PS Clients: Strategic focus on client
segments
– Riverbed getting out of the PS Business: Lifecycle strategy for
strategic clients
Address Internal FUD with Partner Services
26. SEARCH FOR “TSW APP”
OR DOWNLOAD AT
www.technologyservicesworld.com/app
Provide instant speaker and session
feedback. Select the session from the
agenda to access the quick survey.
29. Consistency – Cadence - Discipline
2016 Channel Strategy supporting the 4
Transitions
Joint Riverbed & Partner
Engagement
• Account Planning
• Territory Planning
• Business Plan
• Managed Services
• Embedded Solutions
& Services
• Packaged Services
• Internal & External
Systems, Tools &
Enablement
• Partner Rewards
Managing
Accounts
w/Partner
Embedded
Solutions &
Services
Repeatable
Revenue – C
Space
Leverage the
Power of the
Channel -
Riverbed
Channel Ready
Strategy
Goals
• Partner Services
Economy
• Drive Demand,
Deliver Services &
Build Customer
• Focus on strategic
Partners
Service Enablement / Consulting Partners
30. Copyright 2014 Riverbed Inc. Confidential.
30
Service Delivery Kits
SalesDelivery
Sales
Brochure
Sales
Proposal
Sales Training
Guide
Sales
Sheet
Site Survey
Checklist
Project Plan Delivery
Run-Book
Deliverable
Report
Editor's Notes
There are quite a few different aspects that can be addressed with a LAER strategy. In this discussion, I’m going to focus not so much on the individual LAER steps, but what programs and strategies Riverbed is rolling out to encourage our partners to achieve LAER results.
Channel Programs
Managed Service Program
Embedded Services Program
Joint Engagement Program
Riverbed Consulting Partner Program (RCP)
Riverbed PS Rules of Engagement: To ensure Partners are able to predict their PS business opportunity, the following rules of engagement have been established to communicate which opportunities partners should own the PS sales and delivery activities for:
If the partner is capable of addressing the PS sales and delivery needs for an opportunity they are associated with, Riverbed’s preference is the partner will elect the service strategy and own the sales and delivery activities. Benefits of this include:
Riverbed becomes more relevant to partners by establishing service lines of business that partners can grow their Riverbed related revenue and margins
Partners are typically more familiar with the clients and therefore know their client’s business better than Riverbed. This familiarity allows them to better ensure Riverbed ROI is maximized in the client’s environment
It allows Riverbed to focus their PS sales and delivery resources on a focused client segment, making Riverbed services that much more strategic to the clients they touch
Partners will end up with additional Riverbed expertise (in pre and post-sales roles) to recognize where Riverbed solutions can address their client’s needs
If the partner is not capable of delivering the services, and the client is a Riverbed named account, Riverbed will elect the service strategy and own the sales and delivery activities.
Riverbed may elect to leverage the partner to deliver part of the engagement, subcontract or leverage the distribution partner to address the lifecycle service needs.
This allows Riverbed to focus on strategic named clients as well as services that partners have not been enabled to deliver yet (pre-chasm Riverbed products, new Riverbed service solutions, etc.)
If the partner is not capable and the client is a non-named (C space) client, Riverbed’s preference is for distribution to own the service sales and delivery activities
Riverbed has been working with and enabling distribution partners to sell, deliver and market Riverbed PS to their partners
Distribution provides a non-competitive PS option for partners to leverage in their opportunities
Distribution partners are investing heavily in service capabilities across many of their vendors
If the partner and distribution are not capable of delivering the PS engagement, Riverbed will own the service sales and delivery strategy.
Corner Cases: In cases where Riverbed must own the PS activities (client mandates, contractual obligations, specific clearance requirements, etc.), yet the aforementioned rules of engagement indicate otherwise, Riverbed will elect the PS strategy and will do so without discounting beyond standard partner level discounts (10%)
Who are the right partners and what does Riverbed need to do to support them?
They should be interested in growing service revenue either directly or indirectly through offering Riverbed services and have the internal infrastructure that can do it.
For Riverbed’s partner, we have to move beyond talking about it and start making the right investments in enabling it.
