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Best Practices Webinar Series Presents… “ Tune Up Your Joint Marketing Program for 2012 ” Featuring Dale Taormino, Director of Professional Services, CCI Inc. 10 November 2011. Dale Taormino Director, CCI Professional Services. 15 years experience developing channel programs Partner strategy

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10 november 2011

Best Practices Webinar Series Presents…“Tune Up Your Joint Marketing Program for 2012”Featuring Dale Taormino, Director of Professional Services, CCI Inc.

10 November 2011


Dale taormino director cci professional services
Dale Taormino Director, CCI Professional Services

  • 15 years experience developing channel programs

    • Partner strategy

    • Program development

    • Domestic and international implementations

  • Currently heads CCI’s professional group

    • Program design & optimization consulting

    • Management of all new software deployments

    • Trusted advisor

  • Formerly…

    • Director of Business Development & Marketing for FON Wireless

    • Manager of Global Partner Programs for Mindjet Corporation


Agenda
Agenda

  • Establishing Program Objectives

  • Aligning your Program with the 3 ‘Masters’

  • Using the 8 Key Variables to Drive Program Structure

  • Gathering Metrics for ROI Insight

  • Wrap Up: Common Pitfalls & Quick Wins


Comprehensive solution delivery
Comprehensive Solution Delivery

On Demand Software

SaaS application suite to manage all program activity

Professional

Services

Optimize program design and performance

Program

Management

Streamline operations with administrative services and support


Technology focused clients
Technology Focused Clients

Hardware

Software

Storage

Telecom

Entertainment

Other


Part 1 establishing program objectives
Part 1: Establishing Program Objectives

What are the right objectives for your Joint Marketing Program?


Variety program objectives
Variety Program Objectives

  • Increase sales overall or of specific products/solutions

  • Promote up-sell or cross-sell of new products to existing customers

  • Recruit new channel partners with special “jumpstart” allowances

  • Focus spending behind specific initiatives, media, or events

  • Help introduce products/solutions to new target segments

  • Focus on target industries, or geographic markets

  • Win channel Mindshare and Share of Voice vs. competition

  • Improve channel “readiness” by enabling training, certification, and other knowledge building activities


Review your program objectives
Review Your Program Objectives

PartnerGo-to-market strategy

Specific

Measurable

Attainable

Relevant

Time-bound

  • Review in context of corporate goals/strategy

  • How will your program contribute? How can the dollars available best be utilized?

  • Adjust (if necessary) and write in SMART format

Customer

Purchase Process


Targeted program objectives
Targeted Program Objectives

“Increase sales overall or of specific products/solutions”

To…..

“Gidget Inc.’s 2012 Joint Marketing Program will provide funding to partners for field marketing campaigns that will drive the launch of our Synergy Solutions product line to the into health care vertical, and goal of $1M in sales & 2% market share.”


Part 2 aligning your program with the three masters
Part 2: Aligning Your Program with the three “Masters”

How aligned are your objectives?


Hitting the program sweet spot
Hitting the Program ‘Sweet Spot’

PartnerGo-to-market strategy

  • PARTNER

  • How does your channel GTM?

  • Are they fulfillment? Adding value?

  • Selling just your solution or other?

  • CUSTOMER

  • Are your brand or are you a component?

  • What is their relationship with you and your partner?

Customer

Purchase Process

  • ENVIRONMENT

  • Expectations set by competition?

  • Regional needs and practices?


Aligned program objectives
Aligned Program Objectives

“Increase sales overall or of specific products/solutions”

To…..

“Gidget Inc.’s 2012 Joint Marketing Program will provide funding to partners for field marketing campaigns that will drive the launch of our Synergy Solutions product line to the into health care vertical, and goal of $1,000,000M in sales & 2% market share.”

To…..

“Gidget Inc.’s 2012 Joint Marketing Program will provide funding to certified Gold and Silver partners for field marketing campaigns that will drive the launch of our Synergy Solutions product line to the into health care vertical in the US & EMEA markets, and goal of $1M in sales & 2% market share.”

And…

reflected in the 8 Key Program variables…


Part 3 using the 8 key variables to drive program structure
Part 3: Using the 8 key variables to drive Program Structure

How do I translate my objectives to my program structure?



Program structure key variables1

Program Eligibility

Which channel partners will be offered the program?

Will they all be offered the same program?

Program Structure: Key Variables

Robinson-Patman Guidelines:

“Competing channel partners must be offered similar programs on a proportionately equal basis”


Program eligibility examples
Program Eligibility Examples

  • B2B Mobile Solutions Provider

    • Coop Program for distribution partners

    • MDF Program for all other channel partners

  • Design Software Company

    • MDF program for certified partners only

    • Top tier (over x dollar) is given specific MDF budget annually based on sales volume

  • Printing Equipment & Managed Services Company

    • Program for ‘volume’ partners

    • Targeted Program for ‘value’ partners that support higher end solutions


Program structure key variables2

Program Eligibility

Program Period

Annual or quarterly are most common

Should align with sales cycle and product/solution seasonality

Do you need a lesser or greater degree of control?

Program Structure: Key Variables



Program structure key variables3

Program Eligibility

Program Period

How funds are earned

Discretionary or earned accruals? Combination?

Past sales performance or anticipated future performance?

Do the funds roll off or expire at once?

Program Structure: Key Variables


Baseline definitions
Baseline definitions

  • Co-op programs

    • Marketing allowances are accrued as a percentage of sales, funds are considered more of an entitlement

    • Guidelines are well defined, with comprehensive proof-of-performance requirements

    • May require minimal pre-approval requirements fostering ease-of-use

    • Lend themselves to expense accounting

  • MDF/JMF programs

    • Discretionary funds, not ‘owned’ by partners

    • The available funds are often not announced in advance, but are negotiated to achieve specific goals

    • Often require less complete proof-of-performance documentation than traditional co-op programs, and pre-approval is required

    • Lend themselves to contra-revenue accounting


Program structure key variables4

Program Eligibility

Program Period

How funds are earned

Products Promoted

Will the accrual or reimbursement level vary with specific products?

Will program target all products/solutions or a subset?

Program Structure: Key Variables


Program structure key variables5

Program Eligibility

Program Period

How funds are earned

Products Promoted

Eligible Activities

Program Structure: Key Variables

  • How will the activities allowed support your go to market strategies?

  • How will they support your Partners’ go-to-market strategies?

  • What behaviors will you want to ‘reward’?


Eligible activities
Eligible Activities

Co-op

Marketing Expense

MDF

Contra Revenue


Program structure key variables6

Program Eligibility

Program Period

How funds are earned

Products Promoted

Eligible Activities

Reimbursement %

Program Structure: Key Variables

  • To what extent do you want to reward certain behaviors? Or discourage others?


Program structure key variables7

Program Eligibility

Program Period

How funds are earned

Products Promoted

Eligible Activities

Reimbursement %

Creative Requirements

Program Structure: Key Variables

  • Brand adherence requirements for funding?

  • Will you provide tools? Or, provide special incentives for use of your tools?


Program structure key variables8

Program Eligibility

Program Period

How funds are earned

Products Promoted

Eligible Activities

Reimbursement %

Creative Requirements

Reimbursement Method

Program Structure: Key Variables

  • How will you reimburse efforts? Cash? Credit?

  • Should the method be consistent across all partner segments?


Example of objectives to variables
Example of Objectives to Variables

GIDGET INC.

Corporate Strategy (Sales/Mrkt/Channel)

Focused on cross-sale, up sale in existing accounts

Direct sales and small value add, solution oriented channel

Channel GTM

Complementary products, selling network implementation, service contracts

Customer Buying

Expertise, reliability, uptime & fast service for issues of key importance

Environment

Regulations differ greatly region to region

Brand vs competition recognition differs greatly


Example of objectives to variables1
Example of Objectives to Variables

GIDGET INC.

Corporate Strategy (Sales/Mrkt/Channel)

Focused on cross-sale, up sale in existing accounts

Direct sales and small value add, solution oriented channel

Channel GTM

Complementary products, selling network implementation, service contracts

Customer Buying

Expertise, reliability, uptime & fast service for issues of key importance

Environment

Regulations differ greatly region to region

Brand vs competition recognition differs greatly

  • PROGRAM IMPACT

  • Program available to established, certified and trained partners

  • Funds run annual

  • Funds are accrued based on past sales volume, additional discretionary fund for service only partners

  • Only enterprise products eligible

  • higher reimbursement %’s on funded headcount, and education oriented activities (for partner)

  • Branding & competitor displacement activities have higher reimbursement in some markets


Part 4 gathering metrics for roi insight

How best can I best measure program results?

Part 4: Gathering Metrics for ROI insight


Perception
Perception:

Direct Mail

Marketing Activities Directly Result in a Sale

Sale

Activity: Direct Mail

Metric: Units Sold


Practical application of metrics
Practical Application of Metrics

Sales are a result of multiple activities by Vendor & Channel

(Trans-) Action

Awareness

Interest

Desire

  • SPIF/ Sales Incentive

  • Demo/ Eval. Unit

  • Cust. Event

  • Telemarketing

  • Direct Mail

  • Email

  • Advertising

Activities:

Tactical Activity Metrics

Business Outcome Metrics

  • Units sold

  • Sales value

  • Opportunities closed

  • Units Placed

  • Proposals

  • Opportunities Created

  • Attendees

  • Appointments

  • Responders

  • Leads

Metrics:

Quick Win:

Examine your program activities – are you paying for activities that are the domain of corporate marketing?


Metrics Hierarchy

  • Captured from individual activities


Metrics Hierarchy

  • Business goals attained through marketing programs


Metrics Hierarchy

  • A roll-up of partner performance


Metrics Hierarchy

  • Key take –away:

  • Designated metrics must be indentifiedin advance and captured at every level

  • ‘Lowest’ metric must map to ‘highest’

  • Begin by measuring baseline: where are at in relation to where you are going?


Standardization facilitates comparison
Standardization Facilitates Comparison

Key Take Away:

Standardizing data format (and compliance) key to insights on ROI at activity, business and program levels


Example of metrics alignment
Example of Metrics Alignment

GIDGET INC.

Program Goal

Increase product up sales in existing accounts

Business Outcome

Develop opportunities by promoting benefits of newest product to accounts with old legacy product

Tactical Activities

Email and Direct mail campaigns

Educational Webinars

Regional 1-day seminars

Metrics Hierarchy

Program Metrics

% increase in accounts moved from legacy to new product

Pipeline conversion %

Gross Margin of opp. won

Business Metrics

# of new opportunities created

# of proposal delivered to existing accounts for new proposal

Tactical Metrics

# of impressions

# of attendees

# of leads

# of demos


Part 5 wrap up common execution errors and quick tips
Part 5: Wrap Up: Common Execution Errors and Quick Tips


Execute for success
Execute for Success

  • Survey partners to better understand your program alignment with their go-to-market strategy

  • Assure adequate training is in place to assure uniform understanding of program benefits and administration

  • Consider joint planning with larger partners through high-touch Channel Account Managers

  • Low utilization rates

  • Poor program understanding

  • Poor alignment with Partner needs

  • Clear, concise guidelines for program participation.

  • Simplified administration through automated processes

  • Program perceived as too vague or complex

  • Objectives not properly identified

  • Metrics not universally implemented or available

  • No clear benefit to the program, no clear ROI

  • Cash flow is the largest concern for most business today most programs are pre-funded by channel partners, reimbursement should prompt-- less than 30 days from claim approval

  • Payments take too long

  • Program administration should follow-up within 48 hours for all special requests

  • Poor or delayed follow-through on special requests


Wrap up
Wrap Up

  • Establish Relevant Program Objectives

    • Tie your objectives to your Sales, Marketing & Channel Strategy

    • Be specific & measurable – use the SMART format

Quick Win:

Review program objectives annual in relation to Corporate objectives

Update SMART format


Wrap up1
Wrap Up

Establish Relevant Program Objectives

Align Objectives with the ‘3 Masters’

Partner Go-to-Market

Customer Purchase Process

Competitive and Regional Environment

Quick Win:

Review program objectives annual in relation to changes in the three masters

Fine tune objectives accordingly


Wrap up2
Wrap Up

Establish Relevant Program Objectives

Align Objectives with the ‘3 Masters’

Design Program to the 8 Key Variables

Program Eligibility

Program Period

How funds are earned

Products Promoted

Eligible Activities

Reimbursement %

Quick Win:

Reduce reimbursement % (or eliminate) on low value activities

Provide ‘in the box’, pre-packaged campaigns & tools for high value activities


Wrap up3
Wrap Up

  • Establish Relevant Program Objectives

  • Align Objectives with the ‘3 Masters’

  • Design Program to the 8 Key Variables

  • Gather ROI insight with multi-level metrics

    • Tactical goals = results of individual marketing activity

    • Business goals = business or campaign outcomes

    • Program goals = overall attainment of program objectives

Quick Win:

Normalize metrics to standardize and enable comparisons

Consider an automated marketing planner solution


Thank you questions
Thank You! Questions?

  • [email protected]

  • www.channelmanagement.com

  • blog.channelmanagement.com

  • @CCIChannels

  • 415.472.5100


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