1. Session # 301 ASAP 2012 Annual Global Alliance Summit
A Simple Framework for Complex Alliances: An IDEA from IT

2. Agenda
• Need for an Alliance
framework
• Our IDEA of
partnering
• Getting started
• Helpful Resources
• Q&A

3. 3

4. ONLY REMAIN IN THE RACE
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5. New Sustainable Emerging
Commerce Tomorrow Economies
Digital Healthcare Smarter Pervasive
Consumers Economy Organizations Computing

6. HAS EMERGED AS THE NEXT-GEN
6

7. Alliance Assessment
Create Roles and Responsibility Matrix (RRM)
Technology Partner Governance
Services Create Partner account review plan (PAR)
Certification/Validation Alliance Segmentation
Sell in existing COMPANY accounts, Cross-sell, Up-sell
OEM
Jointly create a new account wishlist
Platform
Alliance Due-Diligence Sell to existing partner Accounts
Business Case (Plan B Partner) Sales Sell to Partner opportunities
Alliance Lifecycle Eat our own dog food
Delivery Anchors
RFX Leads
Alliance SPOC
Alliance Negotiations Leads from Marketing Activities
Finance
Sell through Field Contacts
Legal
Branding
Maintain as per the Agreed Governance
Partner Events
Alliance Health Check Marketing Activities
(Context) Webinars
Terminate Assess
Alliance Solution Analysts
Accelerate
Case Study
Positioning
Managing Pricing
Investment/Commitment
Resources
Financial Up front
Value Proposition
Target Solution
Alliances is Services On client Acquisition
Organisation Strategy
Features/Functionalities
Complex and can Competition
Business Unit/Practice Strategy
be confusing… Revenue
Strategic Alignment Customer Need/Demand
Competitive Value-add
Pipeline Metrics
Need for Alliance
Operational Support & Effectiveness
Delivery Team Training
Solution Collaterals
Alliance Operations Solution/IP Development
Training and Pre-Sales KT
Sales Enablement
Knowledge Base Project Execution
Best Practices, White-paper

8. We needed a ALLIANCE FRAMEWORK
framework to manage
the complexity….. RESOURCE
CONSTRAINTS
Alliance
Alliance Charter
Life-Cycle
REGULATORY
Partner
PRESSURE
PRESSURE
Customer
Offerings
COST
Needs
Our Alliance
Alliance Guideline
Offerings IP and Market Dev.
Alliance
Alliance Metrics
Field Engagement
COMPETITIVE
PRESSURE
Delivery Sales Marketing
Alliance Strategy
Company Business Strategy
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9. • Common framework for Sales, Pre-sales and Delivery that includes
components and individuals in a virtual organization using a common
ONE Alliance governance model.
Framework • Involve stake-holders from legal, commercial, sales, delivery, across
horizontal services and industry verticals globally.
TWO Engagement
• Leverage alliances whose technology or services will complement ours
Approaches
across partners: • Go-to-market alliances (primarily lead-sharing) between partners

10. THREE Alliance Tiers: Sorted in ascending strategic importance
Tier Revenue Deals Alliance Owner Exec. Sponsorship
Silver < 0.5M <2 Sales (Account Manager ) or Pre-Sales (Solution Not Required
Design)
Gold 0.5-2.0M 2-5 Can vary Head of Alliances
Platinum 2.0+M 5+ Core Alliance team Executive Committee
Member
FOUR Alliance Life-Cycle Stages: Each with different activities and gating criterion
Identify Define Establish Assess
Improve

11. FOUR Alliance Life-Cycle Stages: Each with different activities and gating criterion
Identify Define Establish Assess
Improve
Partnering goes through an iterative and evolutionary process We get into greater level of details as we progress
through the various stages
• Identify : What do we do before we even • Establish : How do prepare to win our
meet with a partner? first client?
• Define : What do we do when we meet the • Assess : What do we do next?
first time?
Accelerate, Abandon or Acquire!

12. I D E A
KEY ACTIVITIES
STAGE
Awareness of gap in existing offerings - either from client, our own team orfrom directly from a
potential partner
Internal consensus to interest to explore idea and possible partner champions
IDENTIFY
Designated champion spells out key requirements of partnership, expected investments, and benefits
Management approvals to explore partnerships
Initial Business Case prepared
Market Scan to create long-list
Initial conversations with potential partners
Sign NDA's with short-listed potentials
High level exchange of business information and expectations
Evaluation of potential partners
Deliverable: Short list of 2 (max 3) partners

13. I D E A
KEY ACTIVITIES
STAGE
Term-sheet prepared to decide joint next-steps
Key Contacts identified at partner side and champion
Next level of discussions
DEFINE
Sales confirms target market, vertical, geo, and phasing if required
Delivery confirms and provides resources to make this happen
Review of Business Case, including possibility of alternate partner (Plan B)
Deliverable: Signed Teaming /Partnership Agreement

14. I D E A
KEY ACTIVITIES
STAGE
Finalize and execute on Go To Market plan
ESTABLISH
Sales Enablement - Sales training, prepare collateral, presentations, target customer list, FAQ's
Solutions Design/Delivery enablement - readiness to sell and deliver joint solutions
Creation and review of joint pipeline (2+2+2 Model)
Explore Pilot "Try and Buy" Program to existing customers
Efforts to close first sale
Deliverable: Contract with end-partner for first joint client

15. I D E A
KEY ACTIVITIES
STAGE
Create success story with first joint client.
Re-use learning and deliverables for subsequent opportunities
Explore joint marketing events to publicize the joint client
ASSESS
Review progress of clients and also build relationship at operational and executive sponsor level
Alliance Governance Council (AGC) decides to take relationship to higher or lower level based on
pre-agreed metrics
Deliverable: Revised Portfolio Review of all Partners

16. IDEA Checklist The M2Y2O2 Model

17. Almost 100 questions to ask yourself at each stage of
the IDEA life-cycle
Look for the questions relevant for the current stage
you are at with your partner
Do not proceed to next stage until all questions
relevant for current stage are reviewed.
While it is good to keep a record of the responses to
each, it is most important you do not miss out any
question as you progress
Keep coming back from time-to-time to review these
questions as situations/ responses often change
Can be modified to suit your industry and unique
business

18. A simple method to create a joint pipeline:
The 2+2+2 Plan
First of all, our side offers to introduce the new partner
to 2 existing clients where we are well-
entrenched, and the partner is not present (My 2).
Next our partner takes us into 2 of his clients where I
am not present (Your 2)
Finally we chose 2 accounts where neither of us are
present – and we take pro-active steps, invest in joint
marketing to win these together (Our 2)
Builds gradual trust and can scale.

19. WE PARTNER WITH CLIENTS TO
BUSINESS OPTIMIZE ACCELERATE
TRANSFORMATION OPERATIONS INNOVATION
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20. THANK YOU
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