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2019 Channel Incentive Planning
Achieving Growth & Transformation
Hello – A Brief Introduction of Your Presenters
Rod Baptie
Service Director,
Channel Marketing Strategies
Rod has been involved with hi-tech since 1984. Rod's introduction to hi-tech was the launch of
dBase Ill and Framework in 1984 and during the 80’s, Rod was responsible for the successful
launch of over 20 major technology companies into the European market. In 1993 Rod
launched Baptie & Co, whose communities and events provide invaluable insights on the latest
trends, sales, marketing and management issues through peer to peer interaction.
Dan Overgaag
Principal
Dan leads The Spur Group’s channel management, sales transformation and business
operations practices with over 10 years of industry experience. Dan has led several projects
and strategic initiatives across channel management and channel incentives programs within
technology companies such as Microsoft, Cisco and Google, He has also managed teams
from 1-20 consultants focusing on driving efficiency within a tech company’s business
operations. His process-driven, analytical approach has enabled companies to maximize their
effectiveness and draw clear, actionable insights.
Steven Kellam
Vice President,
Global Alliances
Steven is Vice President of Global Alliances at 360insights. Steven has decades of channel
experience and is a respected leader in incentives and marketing and has
a comprehensive end-to-end understanding of what it takes for brands to succeed selling
through complex sales channels.
AGENDA
Current Challenges of Channel Marketers
Introducing the 4C Channel Scoring Methodology
Using the 4C’s to Segment Your Channel
Introducing the Channel Incentive Planning Framework
Using the Framework to Choose the Best Incentive
Key Channel Growth & Transformation Challenges
Insights about how buyers
want to purchase b2b
offerings are essential for
driving growth and go-to-
market strategies aligned
to the buyer’s journey
Suppliers continue
to struggle to apply
incentives, resulting in
a lack of effectiveness and
ROI
Incentives often focus on
past performance, rather
than on influencing future
behavior
Changing factors – such as
new routes to market,
emerging partner types and
new technology offerings –
are altering the way
incentives are created and
executed
Many partner programs have
not been transformed or
adapted to expanded routes
to market or to consolidate
disjointed programs
Suppliers must modernize
programs and incorporate
best practices
Best-in-class b2b
organizations struggle to
establish channel partner
programs that can support
their channel strategy and
growth objectives
PROGRAM GROWTH
ALIGNMENT
LACK OF PROGAM
TRANSFORMATION
ALIGNMENT TO
BUYER’S JOURNEY
INCENTIVE
EFFECTIVENESS
NEW INCENTIVE
METHODS
WHICH SOURCES DO YOU PRIMARILY ON
TO DETERMINE YOUR BEST PARTNERS?
A.
PAM Report-outs
B.
Partner Scoring
C.
Revenue Attainment
D.
Last Year’s Best Partners
4C’S MODEL
PARTNER SCORING METHODOLOGY
The 4 C’s
Revenue Capacity
Sales
Velocity
CONTRIBUTION
Skill
Level
CAPABILITY
Market
Focus
COVERAGE
Competitive Alignment
COMMITMENT
SALES VELOCITY OF PARTNER
Contribution
1
2
3
4
5
1 1
2
3
4
5
2
1
2
3
4
5
3
Frequency
Sales Per Customer
Yield
Revenue Per Customer
Reach
Number of Customers
30% 20% 50%
Score
2.2
Contribution Capability Coverage Commitment
SKILL LEVEL OF PARTNER
Capability
Score
1.7
Contribution Capability Coverage Commitment
People
1
2
3Certified
staff
Benchmark
Partner
Actual
Stacked
ranking
20%
Focus
1
2
3Product
mix
Benchmark
Partner
Actual
Stacked
ranking
50%
Productivity
1
2
3$/staff
Benchmark
Partner
Actual
Stacked
ranking
30%
Coverage Contribution Capability Coverage Commitment
Needs
partners
Low
investment
Well
covered
H
L
L
Numberofaccounts
Average revenue per account
Growth
opportunity3
4 2
MARKET FOCUS OF PARTNER
H
Numberunpenetratedaccounts
Score
1.8
Contribution Capability Coverage Commitment
Small
Large
Market Size
Medium
Minor
Major
80%
Emerging
20%
3
11
2
COMPETITIVE ALIGNMENT OF PARTNER
Commitment
Growth Delivery
Marketing Delivery
Lead Delivery
Pipeline Delivery
Brand Delivery
1 20%
2 20%
3 20%
1 20%
1 20%
Score
1.6
Contribution Capability Coverage Commitment
COMMITMENT
COVERAGE
CAPABILITY
The 4 C’s
With the ability to weight importance
“C” weight “M” weight Metric Description
50%
30% Frequency # of transactions a partner completes in a yr.
20% Reach # of customers in the annual transactions
50% Yield Revenue of the partner per year
20%
70% Strategic alignment Partner’s % revenue of priority products sold
30% Cert. productivity Partner’s revenue divided by people certs
+0.25 Bonus Strategic capability 1
Any specialized capability that is strategic
+0.25 Bonus Strategic capability 3
20%
50%
Market scale Revenue driven from multiple markets
Market alignment Partner’s % revenue in priority markets
50%
Segment scale Revenue driven from multiple segments
Segment alignment Partner’s % revenue in priority segments
10%
50%
Transaction growth Partner’s YoY growth in revenue by quarter
Transaction recency YoY growth weighted by recent quarters
50% Certification count # of Certifications a partner has completed
Calculate partners’
metric
performance
1
Score partners at
the C level
2
Index partners’
capacity
3
Rate partners into
peer-level groups
4
Rank partners
based on capacity
rating
5
CONTRIBUTION
THE BASIC ALGORITHM
The 4 C’s
Revenue Capacity Score = 7.3
2.2
CONTRIBUTION
1.7
CAPABILITY
1.8
COVERAGE
1.6
COMMITMENT
50% 20% 20% 10%
Detailed, comprehensive scoring
Capacity
Rating # Partners
Capacity
Score
Contribution
Score
Capability
Score
Coverage
Score
Commitment
Score
 14 1.2 1.2 1 1 2
 128 1.85 2.5 1.7 1.6 1.6
 473 2.2 3 2 2 1.8
 2,955 3.2 4.2 2.8 3 2.6
 248 3.6 5 3 3.4 3
Total 3,818 2.9 3.8 2.6 2.8 2.4
Partners Customers Deals All Up Revenue Enterprise Revenue MSB Revenue
Capacity
Rating # Partners % Partners # Customers % Customers # Deals % Deals $ Rev % Rev $ Ent Rev % Ent Rev $ MSB Rev% MSB Rev
 14 0.4% 8,372 15.5% 21,572 18.7% 1,158,133,769$ 23% 1,015,388,277$ 25.0% 142,745,492$ 15%
 128 3.4% 17,496 32.4% 41,858 36.2% 1,908,476,987$ 38% 1,620,004,259$ 39.8% 288,472,728$ 31%
 473 12.4% 14,555 27.0% 30,228 26.2% 1,288,718,884$ 26% 1,030,307,983$ 25.3% 258,410,901$ 28%
 2,955 77.4% 13,030 24.1% 21,070 18.2% 602,922,050$ 12% 389,681,814$ 9.6% 213,240,236$ 23%
 248 6.5% 547 1.0% 834 0.7% 30,724,662$ 1% 10,204,992$ 0.3% 20,519,670$ 2%
Total 3,818 100.0% 54,000 100.0% 115,562 100.0% 4,988,976,352$ 100% 4,065,587,325$ 100.0% 923,389,027$ 100%
PARTNER SCORING + 4 C METHODOLOGY
For Example: 4 and 3 partners tend to
score better in Commitment
1
For Example: 4 partners reach the most
customers in aggregate
2
For Example: 4 and 3 partners
contribute more than 5 partners
3
Insights
• Determine which investment area (sales, enablement, market
development and loyalty programs) have
best return
• Size revenue bands to understand consolidation risk
• Compare partner performance against similar sized partners
• Stack-rank all of your partners
Average Scoring by “C”
Sales Distribution – How Sales are distributed across ratings
Coverage CommitmentCapabilityContribution
IMPROVE ROI MODEL
Setting The Table for Incentive Planning
Medium investment High investmentLow investmentHigh investment
Demand
Generation
Performance
Attainment
Capability
Development
Transaction
Proficiency
WHAT IS YOUR GREATEST
REAL WORLD CHALLENGE?
A.
Transaction Proficiency
B.
Capability Development
C.
Demand
Generation
D.
Performance Alignment
LEVERAGING INCENTIVES
| ALIGNING YOUR INCENTIVE OPTIONS
BRAND
DISTRIBUTOR
DEALER/PARTNER/VAR
SALES ASSOCIATE
X X X X
Rebates
Volume+Value
Sell-Through
Allowances
SPIFFs
Sales+Behavior
Reward Points
X X X X
X X
CUSTOMER
X
MDF+CO-OP
X
INCENTIVES
CHANNEL
Core Incentive Planning Components
What are you trying
to achieve?
Which channel segments
are you targeting?
What are the best incentive
for the persona & behavior?
What behavior needs to be
influence?
GOALS TARGET AUDIENCE INCENTIVEBEHAVIORS
INCENTIVE PLANNING starts with a clear goal, a target audience and behavior, and a program designed to
achieve the goal through behavioral change.
GOAL
CONTRIBUTION: Transaction Proficiency
WHAT SEGMENT OF
YOUR CHANNEL?
WHAT IS THE MOST
EFFECTIVE INCENTIVE?
WHAT BEHAVIORS
NEED TO MODIFY?
Improving Revenue Within the Channel
Contribution Capability Coverage CommitmentThe 4 C’s
Engagement
Enablement
Demand Generation
Transformation
Customer Success
Sales Velocity/Growth
Distributor
Sales Associate
Dealer/Partner/VAR
MDF+CO-OP
Value Rebates
SPIFFs
Reward Points
Sell-Through Allowances
Distributor
Enablement
Sales Associate
SPIFFs
Sales Velocity/Growth
GOAL
CAPABILITY: Capability Development
WHAT PART OF
YOUR CHANNEL?
WHAT IS THE MOST
EFFECTIVE INCENTIVE?
WHAT BEHAVIORS
NEED TO MODIFY?
Raising the Level of Competency across the organization
Contribution Capability Coverage CommitmentThe 4 C’s
Engagement
Enablement
Demand Generation
Transformation
Customer Success
Sales Velocity/Growth
Distributor
Sales Associate
Dealer/Partner/VAR
MDF+CO-OP
Rebates
SPIFFs
Reward Points
Sell-Through Allowances
Dealer/Partner/VAR Enablement
MDF+CO-OP
SPIFFs
Reward Points
GOAL
COVERAGE: Market Penetration
WHAT PART OF
YOUR CHANNEL?
WHAT IS THE MOST
EFFECTIVE INCENTIVE?
WHAT BEHAVIORS
NEED TO MODIFY?
Creating Market Dominance (GEOs, Verticals, Products)
Contribution Capability Coverage CommitmentThe 4 C’s
Engagement
Enablement
Demand Generation
Transformation
Customer Success
Sales Velocity/Growth
Distributor
Sales Associate
Dealer/Partner/VAR
MDF+CO-OP
Rebates
SPIFFs
Reward Points
Sell-Through Allowances
Transformation
Dealer/Partner/VAR
MDF+CO-OP
Rebates
SPIFFs
GOAL
COMMITMENT: Performance Attainment
WHAT PART OF
YOUR CHANNEL?
WHAT IS THE MOST
EFFECTIVE INCENTIVE?
WHAT BEHAVIORS
NEED TO MODIFY?
Competitive alignment of the dealer/partner
Contribution Capability Coverage CommitmentThe 4 C’s
Engagement
Enablement
Demand Generation
Transformation
Customer Success
Sales Velocity/Growth
Distributor
Sales Associate
Dealer/Partner/VAR
MDF+CO-OP
Rebates
SPIFFs
Reward Points
Sell-Through Allowances
Engagement
EnablementDealer/Partner/VAR Rebates
SPIFFs
Sales Velocity/Growth
WHAT TYPE OF INCENTIVE WILL BE MOST
IMPORTANT FOR YOU IN 2019?
A.
Rebates
B.
STAs/
INSTANT
REBATES
C.
MDF/CO-OP
D.
SPIFFS
E.
REWARD
POINTS
CONCLUSION
1. UNDERSTAND WHO THE PARTNER
IS
2. WHAT BEHAVIOR YOU ARE TRYING TO
CHANGE
3. WHAT INCENTIVE WILL WORK BEST
KEEP IN MIND THIS IS ITERATIVE
QUESTIONS?
WE HAVE ANSWERS.
28
Capacity planning
CHANNEL STRATEGY
REVENUEFLOW
Recruit
Develop
GrowPrune
Current
Target Strategies Insight areas
Recruit
Add competitive
partners
• Replatforming solution campaign
• To partner marketing
Prune
Stop investing in
partners
• Partner GTM
• Partner business planning
• Incentives
• Next logical capability analysis
• Partner business planning
• Incentives
Develop
Add practice area to
existing partners
• Partner GTM
• Partner business planning
• Incentives
Grow
Increase velocity of
selling partners
INDIVIDUAL PARTNER SCORING AND PERFORMANCE DASHBOARDS
Partner management
Management level Segment level Product level Contra consumption level
Common data skewing by
large partners
AVOID
Your entire partner
ecosystem
BENCHMARK
A true comparison of partners across type,
segment, geo and solution areas
GAIN
Behaviors Incentives Address
Revenue/ Performance Achievement
Reward for reaching predefined
revenue or performance objectives
Enablement
Reward for reseller on-boarding and
achieving certifications within the
desired timeframe
Engagement
Reward for reseller engagement
in supplier programs
Managed Business Objectives
Reward for achievement of specific
supplier defined objectives
Price Management
Credit or Subsidize resellers for
discounting to meet competitive price
pressures
Customer Success
Reward for resellers achieving
customer success goals
Deal Registration
Reward for registering opportunities,
deals, sales-accepted leads
Local Marketing
Reward resellers for engaging in
market development activities
Channel Transformation
Reward for resellers transforming
business models — adding value

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2019 Channel Incentive Planning: Achieving Growth & Transformation

  • 1. 2019 Channel Incentive Planning Achieving Growth & Transformation
  • 2. Hello – A Brief Introduction of Your Presenters Rod Baptie Service Director, Channel Marketing Strategies Rod has been involved with hi-tech since 1984. Rod's introduction to hi-tech was the launch of dBase Ill and Framework in 1984 and during the 80’s, Rod was responsible for the successful launch of over 20 major technology companies into the European market. In 1993 Rod launched Baptie & Co, whose communities and events provide invaluable insights on the latest trends, sales, marketing and management issues through peer to peer interaction. Dan Overgaag Principal Dan leads The Spur Group’s channel management, sales transformation and business operations practices with over 10 years of industry experience. Dan has led several projects and strategic initiatives across channel management and channel incentives programs within technology companies such as Microsoft, Cisco and Google, He has also managed teams from 1-20 consultants focusing on driving efficiency within a tech company’s business operations. His process-driven, analytical approach has enabled companies to maximize their effectiveness and draw clear, actionable insights. Steven Kellam Vice President, Global Alliances Steven is Vice President of Global Alliances at 360insights. Steven has decades of channel experience and is a respected leader in incentives and marketing and has a comprehensive end-to-end understanding of what it takes for brands to succeed selling through complex sales channels.
  • 3. AGENDA Current Challenges of Channel Marketers Introducing the 4C Channel Scoring Methodology Using the 4C’s to Segment Your Channel Introducing the Channel Incentive Planning Framework Using the Framework to Choose the Best Incentive
  • 4. Key Channel Growth & Transformation Challenges Insights about how buyers want to purchase b2b offerings are essential for driving growth and go-to- market strategies aligned to the buyer’s journey Suppliers continue to struggle to apply incentives, resulting in a lack of effectiveness and ROI Incentives often focus on past performance, rather than on influencing future behavior Changing factors – such as new routes to market, emerging partner types and new technology offerings – are altering the way incentives are created and executed Many partner programs have not been transformed or adapted to expanded routes to market or to consolidate disjointed programs Suppliers must modernize programs and incorporate best practices Best-in-class b2b organizations struggle to establish channel partner programs that can support their channel strategy and growth objectives PROGRAM GROWTH ALIGNMENT LACK OF PROGAM TRANSFORMATION ALIGNMENT TO BUYER’S JOURNEY INCENTIVE EFFECTIVENESS NEW INCENTIVE METHODS
  • 5. WHICH SOURCES DO YOU PRIMARILY ON TO DETERMINE YOUR BEST PARTNERS? A. PAM Report-outs B. Partner Scoring C. Revenue Attainment D. Last Year’s Best Partners
  • 7. PARTNER SCORING METHODOLOGY The 4 C’s Revenue Capacity Sales Velocity CONTRIBUTION Skill Level CAPABILITY Market Focus COVERAGE Competitive Alignment COMMITMENT
  • 8. SALES VELOCITY OF PARTNER Contribution 1 2 3 4 5 1 1 2 3 4 5 2 1 2 3 4 5 3 Frequency Sales Per Customer Yield Revenue Per Customer Reach Number of Customers 30% 20% 50% Score 2.2 Contribution Capability Coverage Commitment
  • 9. SKILL LEVEL OF PARTNER Capability Score 1.7 Contribution Capability Coverage Commitment People 1 2 3Certified staff Benchmark Partner Actual Stacked ranking 20% Focus 1 2 3Product mix Benchmark Partner Actual Stacked ranking 50% Productivity 1 2 3$/staff Benchmark Partner Actual Stacked ranking 30%
  • 10. Coverage Contribution Capability Coverage Commitment Needs partners Low investment Well covered H L L Numberofaccounts Average revenue per account Growth opportunity3 4 2 MARKET FOCUS OF PARTNER H Numberunpenetratedaccounts Score 1.8 Contribution Capability Coverage Commitment Small Large Market Size Medium Minor Major 80% Emerging 20% 3 11 2
  • 11. COMPETITIVE ALIGNMENT OF PARTNER Commitment Growth Delivery Marketing Delivery Lead Delivery Pipeline Delivery Brand Delivery 1 20% 2 20% 3 20% 1 20% 1 20% Score 1.6 Contribution Capability Coverage Commitment
  • 12. COMMITMENT COVERAGE CAPABILITY The 4 C’s With the ability to weight importance “C” weight “M” weight Metric Description 50% 30% Frequency # of transactions a partner completes in a yr. 20% Reach # of customers in the annual transactions 50% Yield Revenue of the partner per year 20% 70% Strategic alignment Partner’s % revenue of priority products sold 30% Cert. productivity Partner’s revenue divided by people certs +0.25 Bonus Strategic capability 1 Any specialized capability that is strategic +0.25 Bonus Strategic capability 3 20% 50% Market scale Revenue driven from multiple markets Market alignment Partner’s % revenue in priority markets 50% Segment scale Revenue driven from multiple segments Segment alignment Partner’s % revenue in priority segments 10% 50% Transaction growth Partner’s YoY growth in revenue by quarter Transaction recency YoY growth weighted by recent quarters 50% Certification count # of Certifications a partner has completed Calculate partners’ metric performance 1 Score partners at the C level 2 Index partners’ capacity 3 Rate partners into peer-level groups 4 Rank partners based on capacity rating 5 CONTRIBUTION
  • 13. THE BASIC ALGORITHM The 4 C’s Revenue Capacity Score = 7.3 2.2 CONTRIBUTION 1.7 CAPABILITY 1.8 COVERAGE 1.6 COMMITMENT 50% 20% 20% 10%
  • 14. Detailed, comprehensive scoring Capacity Rating # Partners Capacity Score Contribution Score Capability Score Coverage Score Commitment Score  14 1.2 1.2 1 1 2  128 1.85 2.5 1.7 1.6 1.6  473 2.2 3 2 2 1.8  2,955 3.2 4.2 2.8 3 2.6  248 3.6 5 3 3.4 3 Total 3,818 2.9 3.8 2.6 2.8 2.4 Partners Customers Deals All Up Revenue Enterprise Revenue MSB Revenue Capacity Rating # Partners % Partners # Customers % Customers # Deals % Deals $ Rev % Rev $ Ent Rev % Ent Rev $ MSB Rev% MSB Rev  14 0.4% 8,372 15.5% 21,572 18.7% 1,158,133,769$ 23% 1,015,388,277$ 25.0% 142,745,492$ 15%  128 3.4% 17,496 32.4% 41,858 36.2% 1,908,476,987$ 38% 1,620,004,259$ 39.8% 288,472,728$ 31%  473 12.4% 14,555 27.0% 30,228 26.2% 1,288,718,884$ 26% 1,030,307,983$ 25.3% 258,410,901$ 28%  2,955 77.4% 13,030 24.1% 21,070 18.2% 602,922,050$ 12% 389,681,814$ 9.6% 213,240,236$ 23%  248 6.5% 547 1.0% 834 0.7% 30,724,662$ 1% 10,204,992$ 0.3% 20,519,670$ 2% Total 3,818 100.0% 54,000 100.0% 115,562 100.0% 4,988,976,352$ 100% 4,065,587,325$ 100.0% 923,389,027$ 100% PARTNER SCORING + 4 C METHODOLOGY For Example: 4 and 3 partners tend to score better in Commitment 1 For Example: 4 partners reach the most customers in aggregate 2 For Example: 4 and 3 partners contribute more than 5 partners 3 Insights • Determine which investment area (sales, enablement, market development and loyalty programs) have best return • Size revenue bands to understand consolidation risk • Compare partner performance against similar sized partners • Stack-rank all of your partners Average Scoring by “C” Sales Distribution – How Sales are distributed across ratings
  • 15. Coverage CommitmentCapabilityContribution IMPROVE ROI MODEL Setting The Table for Incentive Planning Medium investment High investmentLow investmentHigh investment Demand Generation Performance Attainment Capability Development Transaction Proficiency
  • 16. WHAT IS YOUR GREATEST REAL WORLD CHALLENGE? A. Transaction Proficiency B. Capability Development C. Demand Generation D. Performance Alignment
  • 18. | ALIGNING YOUR INCENTIVE OPTIONS BRAND DISTRIBUTOR DEALER/PARTNER/VAR SALES ASSOCIATE X X X X Rebates Volume+Value Sell-Through Allowances SPIFFs Sales+Behavior Reward Points X X X X X X CUSTOMER X MDF+CO-OP X INCENTIVES CHANNEL
  • 19. Core Incentive Planning Components What are you trying to achieve? Which channel segments are you targeting? What are the best incentive for the persona & behavior? What behavior needs to be influence? GOALS TARGET AUDIENCE INCENTIVEBEHAVIORS INCENTIVE PLANNING starts with a clear goal, a target audience and behavior, and a program designed to achieve the goal through behavioral change.
  • 20. GOAL CONTRIBUTION: Transaction Proficiency WHAT SEGMENT OF YOUR CHANNEL? WHAT IS THE MOST EFFECTIVE INCENTIVE? WHAT BEHAVIORS NEED TO MODIFY? Improving Revenue Within the Channel Contribution Capability Coverage CommitmentThe 4 C’s Engagement Enablement Demand Generation Transformation Customer Success Sales Velocity/Growth Distributor Sales Associate Dealer/Partner/VAR MDF+CO-OP Value Rebates SPIFFs Reward Points Sell-Through Allowances Distributor Enablement Sales Associate SPIFFs Sales Velocity/Growth
  • 21. GOAL CAPABILITY: Capability Development WHAT PART OF YOUR CHANNEL? WHAT IS THE MOST EFFECTIVE INCENTIVE? WHAT BEHAVIORS NEED TO MODIFY? Raising the Level of Competency across the organization Contribution Capability Coverage CommitmentThe 4 C’s Engagement Enablement Demand Generation Transformation Customer Success Sales Velocity/Growth Distributor Sales Associate Dealer/Partner/VAR MDF+CO-OP Rebates SPIFFs Reward Points Sell-Through Allowances Dealer/Partner/VAR Enablement MDF+CO-OP SPIFFs Reward Points
  • 22. GOAL COVERAGE: Market Penetration WHAT PART OF YOUR CHANNEL? WHAT IS THE MOST EFFECTIVE INCENTIVE? WHAT BEHAVIORS NEED TO MODIFY? Creating Market Dominance (GEOs, Verticals, Products) Contribution Capability Coverage CommitmentThe 4 C’s Engagement Enablement Demand Generation Transformation Customer Success Sales Velocity/Growth Distributor Sales Associate Dealer/Partner/VAR MDF+CO-OP Rebates SPIFFs Reward Points Sell-Through Allowances Transformation Dealer/Partner/VAR MDF+CO-OP Rebates SPIFFs
  • 23. GOAL COMMITMENT: Performance Attainment WHAT PART OF YOUR CHANNEL? WHAT IS THE MOST EFFECTIVE INCENTIVE? WHAT BEHAVIORS NEED TO MODIFY? Competitive alignment of the dealer/partner Contribution Capability Coverage CommitmentThe 4 C’s Engagement Enablement Demand Generation Transformation Customer Success Sales Velocity/Growth Distributor Sales Associate Dealer/Partner/VAR MDF+CO-OP Rebates SPIFFs Reward Points Sell-Through Allowances Engagement EnablementDealer/Partner/VAR Rebates SPIFFs Sales Velocity/Growth
  • 24. WHAT TYPE OF INCENTIVE WILL BE MOST IMPORTANT FOR YOU IN 2019? A. Rebates B. STAs/ INSTANT REBATES C. MDF/CO-OP D. SPIFFS E. REWARD POINTS
  • 25. CONCLUSION 1. UNDERSTAND WHO THE PARTNER IS 2. WHAT BEHAVIOR YOU ARE TRYING TO CHANGE 3. WHAT INCENTIVE WILL WORK BEST KEEP IN MIND THIS IS ITERATIVE
  • 27. 28 Capacity planning CHANNEL STRATEGY REVENUEFLOW Recruit Develop GrowPrune Current Target Strategies Insight areas Recruit Add competitive partners • Replatforming solution campaign • To partner marketing Prune Stop investing in partners • Partner GTM • Partner business planning • Incentives • Next logical capability analysis • Partner business planning • Incentives Develop Add practice area to existing partners • Partner GTM • Partner business planning • Incentives Grow Increase velocity of selling partners
  • 28. INDIVIDUAL PARTNER SCORING AND PERFORMANCE DASHBOARDS Partner management Management level Segment level Product level Contra consumption level Common data skewing by large partners AVOID Your entire partner ecosystem BENCHMARK A true comparison of partners across type, segment, geo and solution areas GAIN
  • 29. Behaviors Incentives Address Revenue/ Performance Achievement Reward for reaching predefined revenue or performance objectives Enablement Reward for reseller on-boarding and achieving certifications within the desired timeframe Engagement Reward for reseller engagement in supplier programs Managed Business Objectives Reward for achievement of specific supplier defined objectives Price Management Credit or Subsidize resellers for discounting to meet competitive price pressures Customer Success Reward for resellers achieving customer success goals Deal Registration Reward for registering opportunities, deals, sales-accepted leads Local Marketing Reward resellers for engaging in market development activities Channel Transformation Reward for resellers transforming business models — adding value

Notes de l'éditeur

  1. Steven to do context setting and then hand it off to Rod Need both Spur and CF logos on transparent background.
  2. Rod Need speakers to edit their bios to fit. Will add CF logo to footer
  3. Rod
  4. Rod
  5. Steven – We thought we would start with a slide that ties into our last webinar introducing challenges we’re hearing from our customers and prospects. This slide prompted a great discussion with Lisa Penn from SAP and Maria Chen from Sirius Decisions – as they discussed channel transformation challenges and shared real world situations and their insights. If you haven’t seen it yet we’ve posted the video in our blog. Today, we’re going to spend a little less time discussing the challenges, and focus on what to do about it. This slide also served as a catalyst in the last webinar to align planning with these real-world challenges. Funny thing was that before we could get very far down the road to on Incentive planning discussions, the subject of partner score carding (or lack thereof) kept coming up. It seems like every event we attend channels folks kept talking abut the need for a better Partner/Dealer KPI methodology. So as we built this webinar – we thought it would be interesting and beneficial to look at the planning through the lens of partner segmentation. Seems like a good idea yes – to look deeply at partners capabilities in a defined, measurable and repeatable framework – and then add the right incentives to help achieve a successful transformation. The question was who had a lens we could use. Fortunately Dan and the folks over at The Spur Group have a system in place call “The 4Cs” that really fits the need for a segmentation methodology. So in the first part of the webinar Dan is going to walk us through the 4Cs, then we will pull up an Incentive planning framework and show you how to use it with the 4C’s segmentation. But before we turn it over to Dan – we have a polling question out of the gate to warm everyone up – we like interactive – but hey, only 3 questions today – we promise
  6. Steven to ask questions and engage other speakers while audience does the poll. Dan will share previous experience. Steven will share Sage and Google stories.
  7. Dan
  8. Steven to ask questions and introduce poll. Tie this back to slide 16 which provided the context. Rod to engage speakers while audience is polled to get their thoughts.
  9. Thanks Dan for going deep into partner score carding with the 4 Cs – lets take a look at what incentives we have at our disposal and what kind of framework we need to pull the right incentive levers for the right partners at the right time.
  10. So what are the most common incentives and where are they used - To help everyone keep score we have a matrix slide on Incentive options and where they can be used across the channel Ok admit love matrixes – I like things that keep xs and Os together so there can be a strategic discussions Matrix’s not only help me see how pieces fit together – they help me remember what is possible We all know that there is nothing new on that incentive list –but I believe the big aha is that the market has adapted and stretched the traditional definitions of these fundamentally basic incentives to deal with everything from digital transformation to new buyers journey we can also always go deep on any of this off line but Some quick definitions: 1) MDF and CoOp (market development funds – proposal based/discrestionary funds ) (Co-operative marketing funds – co marketing dollars – accrual based and contractually obligated) A wise marketer once said – think of it this way CoOp is their money – MDF is yours – We did a really good webinar a couple of months ago on the 8 essentials of MDF (check it out) 2) Rebates – IRS says a reward for buying something vs selling something – trend here is value vs volume (could still be off POS but also enablement) in B2B and insights vs breakage in B2C (data and the brand – ie user experience more important and recouping breakage 3) Sell- Through Allowances – is really just a rebate – but specific to retail – think special pricing – great response to pricing pressure on retailer that keep list price intact – trend is he to use smartly to protect retailer – but have to commit to doing well and that includes strong POS integration and good UX for parter/reseller 4) SPIFFs – IRS says a reward for selling something vs buying something – trend is towards behavior modification – will talk about that is 4Cs tie ins Reward Points 5) Rewards points – a reward (points based) for doing something non transactional/monetary based – most commonly seen as behavior modification SPIF (engage in PRM, TPMA, Deal reg portal, funny that we actually had as loyalty (and off that term is used) but we believe better to talk about points based rewards support broader loyalty programs (where there are many touch points and communications is key Now lets look at a framework to help us pull align these incentives with the partner score carding
  11. I like this framework – it is a logical and orderly way to map for incentive planning – today it makes for a sort of a step by step to tie in the right incentives for each of the 4CS Goals – what are you trying to achieve – ie more sales transactions, improved capabilities, more commitment? Target Audience – which channel segment are you targeting – who is important for you - Disti, Dealers/partners, sales Behaviors – What specific behavior do we want to influence – deeper engagement, more enablement, more sales velocity or sales growth Incentives – What are best incentives for the chosen persona and behavior – SPIFFs, MDF, Rebates, STA and IR? Ok, I agree The concept is really simple, the interesting part is when we get into all the options and possible tie ins – those of you who looking at incentive mixes (especially if data is squishy) know what I am talking about So for the next 10 minutes we are literally going to walk through the 4Cs again (Contribution, Capability, Coverage and Commitment) through the lens of Incentive planning and behavior modification and see what incentive levers we can pull
  12. Ok, take a second and familiarize your selves with the visuals - for each of the 4Cs (yes cheat sheet up in the right hand corner – kind of like next slide in power point presentation mode) – we are going to step through each with our planning process – which is ---- Goal – Segment – Behavior - and then the right Incentive Frankly each slide could be a work shop and even walking through each permutation would far more time than we have today, so Rod doesn't have a heart attack and never invite us back, we are going to keep it at around a couple of minutes for each slide  and leave time for questions. Our goal is to stir up the pot a little and give some framework for offline discussions that can drive action. We are staring with Dan’s first C - Contribution/Transaction Proficiency – for Dan this section often gets the highest weight, it is where so many focus – and I get it, sales matter (ultimately all that matters) – the problem is that sales transactions is a lagging indicator yes – but we can talk more about that on capability/coverage and commitment The good news is that this is the easiest of the 4Cs to measure, and the most linear in terms of framework paths Goal – Improve Revenue within the channel – increase number of sales transaction – increase number of customers increase Yield What Segment – Sales Associate What Behavior – Sales Velocity What Incentive - SPIFF This is about acceleration transactions – closing more deals more often with more customers so it makes sense to leverage SPIFFs for sales reps some ahas for SPIFF Make sure rewarding for incremental sales – try hard not to pay for what you were already going to get – so work hard to get the targets right -- or if making it a per increment payout (ie you sell this widget you get this amount per widget sold), basically you can combine the two set a threshold (target) that adds value – then add increment reward Make it easy to engage – use a good UX tool/platform – help the reseller get in, engage, get motivated and get out, cleansing out there. Get the data right - use data fed vs form based if you can – I know harder with a disti in the middle but a lot of good data cleansing out there Still some other how's that can be challenging 1) Like how do we get the reseller to let us engage with their sales people – do I have a communication plan that get me reseller buy-in, do I have a complimentary program for the dealer/rep – is that Rebates, SPIFFs, MDF – what do I need? 2) And how to do payout the – cash? Merchandise? What about global payments – we are seeing is even if it is a points program those points are going to be turned into dollars. - about 50% of the new B2B SPIFFs I have seen lately are from travel and rewards to reloadable debit cards – no more refrigerator returns is how I heard it from one person once again glad to share pluses and minuses on different payouts off line With this matrix you can have some fun doing this with Disti’s and Dealers/Partners – add Rebates but keep looking at SPIRFs its good to stretch and a good discussion Next up (as our cheat sheet tells us) is Capability
  13. Next we have Capability and Capability and development – We could really make this interesting if we went down the distribution path –but since many not relying on distis at this point lets go with dealer/Partner/VAR This can be a big one/is a big one – historically this is Certified Staff, right product mix, staff productivity – but digital transformation adding to this – could have kept simple with SE –white paper – SPIFF But more fun with Dealer/Partner/Var 1) Goal – Capability Development 2) Target – Dealer/Partner 3) Behavior – Awareness and Demand Generation 4) Incentives – MDF Ask yourself – how good are your resellers at marketing??? I believe we are going to see the biggest chasm between haves and have not that the channel has ever seen and it is going to be around awareness and digital marketing – it will not matter how skilled you are a partner if no one knows who you are – and I don’t believe size is a guarantee of success. We have been studying guidelines for top companies and there is a reason Digital marketing is either getting a big boost or vendors are bringing in TPMA and agencies to create prescriptive marketing campaigns. And yes rewarding engagement (SPIFFs/Points based) – but we can talk about that in the Commitment C Also – have to throw Customer Success out there as a close second for me – if you sell anything recurring (services, software) or rely on referrals – this is big one and can leverage SPIFFs and Rebates – I even get to show you one of my favorites - Technically I think you could even do a rebate here around customer success – how about 2% rebate if your PM get trained well and brings in a 95%+ Customer sat on a new project
  14. Coverage/Market Penetration - I really like this one – its all about a market focus first mentality – How do I get really good then go wide Let go with: 1) Goal – Market Dominance 2) Target – Dealer/Partner 3) Behavior – Enablement 4) Incentives – MDF I am a big fan of vertical expertise – near and dear to my heart - when I was an MSP we were located in Sonoma – we got really good at working with local wineries and expanded to Napa with some premium wines - but we had to learn the business to see a substantial % of market share. – and it did not hurt that we bartered with some of the top wineries in the world You can go at it several ways – MDF on for market awareness and expertise – SPIFFs for technology certs For me MDF dollars was more fun 1) Industry events (yes included drinking very good wine – for pallet development) – ie wine software - POS/Inventory/marketing automation 2) Industry associations – local chamber of commerce – membership, committee participation – leads to speaking events 3) Lunch and learns (on industry issues like state regulations and social media) – we did monthly targeted lunch and learns and once we were bigger even did tweet ups (not that I knew what a tweet up was 10 years ago) – but a tweet up where over 300 attendees show up – it was pretty exciting All industries may not have some of the upsides that the Napa wine business had –– and it did not hurt that we bartered with some of the top wineries in the world = but the flip side is that is was incredibly competitive and took a huge investment in time and resources to become a trusted advisor and get deep market penetration Dan can talk more about the measurements and you can dig into others areas under coverage like How and where are selling vs how much – there you can leverage SPIFFs and rebates
  15. Commitment – Performance Attainment – just like the other Cs there are many paths you can lay out - Frankly I wanted to pull in Rewards Points since so many are talking about what it is and how to use it. For us it is a subset to loyalty – which goes nicely under Commitment and should show up in not only engagement metrics for PRM, TPMA, Deal Registration – but growth metrics like year over year % of growth. So the: 1) Goal – Competitive alignment of the dealer parter 2) Target – Dealer/Partner 3) Behavior – Engagement 4) Incentives – Rewards Points Quick TPMA (Through Partner Marketing Automation) story. Alliance partner of ours have seen substantial engagement increases when rewarding partners to use marketing services that are built for them. I know it sounds crazy to reward for this but this is behavior modification – and the results from their engagement will lead to loyalty and commitment. Here you can also dig into 1) # of certifications – could use SPIFFs 2) Marketing thought leadership – social syndication - using your brand – could use MDF for awareness/demand generation
  16. Rod takes the lead here 1. understand who the partner is, 2. what behavior your trying to change 3. what incentive will work best Keep in mind it is iterative
  17. Chris comments 10/12/2018: The scoring gives you the partner view two by two partner and product you have the together and now you ask the question how am I going to get there? Which is where capacity planning comes in So basically if I'm trying to grow my revenue from where I am today to where I want to be how am I going to get there? okay part of it might be I stopped investing in low quality partners which actually is a bunch of revenues today they're driving some revenue but it might be good for you there's a freeze up investments to grab everything else growing existing partners that were selling last year your stuff and investing in them that's done through partner business planning that's done through DF that's done through these are the guys are going to grow and develop is these are partners and sold something else for you but need to add a practice you're moving from one product to another and then the recruiters the net new right. And what happens is actually mathematical Check Chris comments on minute 21 Minute 25 Chris “Born in the cloud” this slide is tied to the strategies people already have Develop is an enablement play
  18. We’re working on this slide to tease a future webinar.