In this prescriptive breakout session learn what successful Solution Providers are doing to build their Cloud/Mobility business. This workshop is designed for Solution Provider new to cloud/mobility marketplace or have not yet seen success. Success in the new marketplace starts with a Practice Statement, entails new ideas on building marketing savvy and better sales execution. We will cover a variety of tools, tips and techniques partners are using to drive Cloud /Mobility success. Topics: • Why you need to create a Practice Statement • Aligning your marketing message to fit your Cloud strategy • Building your Cloud marketing program that is unique and is active • Creating a sales mentality and compensation program that works • Developing a Business Guidance sales mentality http://www.ingrammicrocloud.com

2. Keith Lubner, Managing Partner/President
Channel Consulting Corp | C3
Keith’s Contact Info:
Email: klubner@channelconsultingcorp.com
Website: www.channelconsultingcorp.com
Channel
Enablement &
Recruitment
Ecosystem
Acceleration,
Optimization,
& Productivity
Programs
Channel
Marketing
Services
Channel
Strategy,
Metrics, &
Business
Intelligence
Cloud & Mobility Channels
Development & Launches
Singularly Focused
VAR, ISV, Distributor, Retail TECH
Channels
Acceleration Focused
Programs that spur fast growth
and profits

3. 2000 2005 2011
Where are we at with the "shift" ?
Adoption Curve
Cloud Computing
Public or Private
Traditional
Data Centers
By 2015, 50 percent of all CIOs
expect to operate the majority
of their applications /
infrastructures via the cloud
Gartner 2011
2013 2015

5. This diagram represents the acceleration of cloud adoption
and execution with the cloud maturity model.

11. Portfolio
Diversification
Recognizing the
need for multiple
cloud products
/services are
needed in the
partner portfolio
Efficiencies
Recognizing the
need for
operational
efficiency and
organizational
alignment
Revenue &
Cash Flow
Implications
Recognized the
revenue and cash
flow implications
of the Online
Services business
model and have
driven down
overall cost of
sales and
increased
marketing volume

12. Pre-
packaged
Offerings
“Packaging”
service
offerings for
the cloud –
for both
volume and
velocity sales.
More services
around
business
improvement
Metrics &
Smarter
Analysis
Established a
more metric
driven
approach to
running their
business
using new
measures of
success and
benchmarks
Integrated
Approaches
Implementing
a fully
integrated
delivery
approach –
leveraging
senior and
junior
resources
alike
Cross
Environment
Services
Morphing
services
across on
premise,
hosted, and
online
services
environments

13. Operations Action Plan
• Must Execute Brilliantly-”Be Brilliant
on the Basics”
• Must Plan and Manage Process
 Create Project Plan
• Must have Formula for Business
Model
• Leverage Business Through
Partnering
• Create a Cloud Practice Statement

18. Increase marketing functions
Go vertical and drive Thought
Leadership
Develop a cadence with marketing
programs

21. Marketing Concerns & Benefits
Messaging Related
• Security
• Privacy
• Reliability of cloud provider
• Long term costs
• Lack of cloud model
understanding
• No budget for transition
• Integrating on premise
solutions
• Disruption to business
• Vendor lock in
• Reliability of internal network
• Mobile/Remote access
• Expand capabilities
• Lower total cost of ownership
• More/better features
• Experience with new tech
models
• Ease of implementation
• Lower energy costs
• Avoid software
licensing/upgrades
• Reduce internal IT headcount
• Outsourcing IT administration
Concerns Benefits

22. Newsletters, Software Assurance,
Product registrations, Loyalty/Reward
Programs
Awareness
Perceptions
Evaluation
Purchase
Advocacy
Use
Traditional MarComm
TV, Radio, Print, Sponsorship
Print, Retail support, Events,
Demos,
Newsletters
3rd party advocacy, Conventions,
Partner/customer briefings, Retail
support
Retail support, Partner referral,
Pre-installed OEM, Time-bombed
upgrades
Books, Retail support, Product support,
training centers, demos, Product
outreach
to communities / newsgroups
Hierarchy of Effects
Media display, In-stream video,
mobile video
Search engine advertising &
optimization, blogs, social
networks, review sites, mobile
Customer toolkits, Demos, videos,
landing sites, promotional emails,
live events, podcasts
Affiliate and partner sites,
commerce site, location-based
Services, mobile
Newsletters, how-to sites,
communities, help sites, games
Digital MarComm
Newsletters, reminder emails,
Communities, Advisory Councils

24. Customer Analysis
Determine A, B, C
15% of clients= make up 65% of sales=A
20% of clients= make up 20% of sales=B
65% of clients= make up 15% of sales=C
Determine demographics of A & B’s

25. What are your plans for increasing the competitive nature of your organization?
What changes do you see in your business and marketplace in the next 24 months?
If you had a magic wand, what would you change in your organization?
Why do your clients do business with your organization?

26. http://www.crn.com/news/channel-programs/240149808/turning-your-salespeople-into-consultants-art-
science-or-bull.htm

27. Ken Thoreson, President
Acumen Management Group, Ltd
Ken’s Contact Info:
Email: Ken@AcumenMgmt.com
Website: www.AcumenManagement.com and www.SalesManagementGuru.com
Top 50 Sales &
Marketing
Influencer's
2014
Partner
Business
Builder
Programs
Workshops
Keynotes,
Workshops,
Consulting
Services
Strategy,
Business
Management,
Sales
Leadership
The Sales Mgmt Guru Book
series, 5- DVD’s,
Sales Mgmt Tool Kit,
Peer Groups
Singularly Focused
Vendor, ISV, Distributor, Partner
Acceleration Focused
Programs that spur fast growth
and profits

28. Perform quarterly on a set number of key
accounts. This should include:
Plan to open new accounts2
Develop strategy and five tactics3
Plan to penetrate further1
Determine what you know4

32. Break up Prospect List into
Groups of 20
Select Two
Campaigns
Access
Partner
Marketing
Central
Develop a
list of Best
Prospects –
”A & B”

33. Sales Compensation
• Cloud Considerations
• Compensation Planning is
Strategic
• Must Consider Organization’s
Maturity Model
• Consider Assumptions

34. 1. Appropriate to Product Life Cycle Stage
2. Supports Tactical & Strategic Company Goals
3. Measurable Criteria
4. Fixed & Variable + Easy to Manage
5. Complex Enough for the Real World
6. Stable with Built in Flexibility
7. Protect Salespeople First with Limits
8. Value Contribution not Degree of Difficulty

35. Characteristics of Good Compensation
Plans
1. Motivate all Salespeople – As, Cs & Fs
2. Focus on Results nor Tasks
3. Avoid Internal Competition
4. Allow Salespeople to Plan in Advance
5. Do Not Change Quicker Than Can Be Managed
6. Permit Above Avg Performance w/o Penalty
7. Not Slower to Change than Company Goals
8. Logical & Fair – Make Sense to the Customer

36. Compensation Considerations
Stage 1
New Product
Stage 2
Fast Growth
Stage 3
Penetration
Stage 4
Saturation
Sales
Growth
Time

37. Sales Organizational Issues
• Inside Representatives
• Outside Representatives
• Sales Support/Acct.
Management
• Sales Management
• Team Plans
• Technical Support

38. %
Comm Sales Range (000s)
Commission Structure on Services
Quarterly Sales $0-to
Commissions Level 1 $ 2,550.00 3.0% $ 85,000.00
Commissions Level 2 $ 4,050.00 4.0% $ 80,000.00
Commissions Level 3 $ 10,250.00 7.0% $ 100,000.00
Total Potential Commissions Paid $ 16,850.00
Total Sales for Period $ 265,000.00
Yearly Sales $ 1,060,000.00
Commission in Product Margin Dollars
(assumed margin) 15.00
Commission Level 1 $ 100.00 4.00% $ 2,500.00
Commission Level 2 $ 500.00 10.00% $ 5,000.00
Commission Level 3 $0.00 13.00%
Total Potential Commissions Paid/Monthly $600.00
Total Margin Generated for month $ 7,500.00
Annualized Sales $ 1,660,000.00 $ 600,000.00
Compensation on Services Revenue
and Product Margin

39. Level 1 Maturity:
Characteristics:
New to Cloud, Less than 50 seats installed:
Strategic Objectives:
Learn the business model, opening new
markets or net new accounts, simply
offering Cloud solutions
Cloud Sales Compensation Concepts:
Pay a monthly bonus on a set number of
seats sold. This helps you set a goal to
measure your organizations ability to
market and sell Cloud solutions. Simple
example: 300 seats=$1800 bonus

40. Level 2 Maturity
Characteristics:
Focused on building a velocity business model,
sales team is trained, On- going marketing
programs, minimum of two cloud practice
offerings
Strategic Objectives:
Cross Sell/Up sell plan, acquiring net new clients
by “X”
Sales Compensation Concepts:
• Monthly commission based upon a quota for
total Cloud Revenue (license and services)
• 6% on gross revenues/license fees based
upon a 12 month agreement: 50% at time of
order, 50% at 6 months
• 3% on renewals on the second year only

41. Level 3 Maturity
Characteristics:
Multi Cloud Practice including HCS, Sales structure
is based for both volume and velocity model uses
Thought Leadership marketing and focused on
Vertical market
Strategic Objectives:
Win aggressive market share, become Go-To HCS
Cloud partner
Sales Compensation Concepts:
• Monthly commission based upon a quota for
total Cloud Revenue (license and services)
• 6% on gross revenues/license fees based upon
a 12 month agreement 50% at time of order,
50% at 6 months
• 3% on renewals on the second year only, 100%
at renewal
• QTD Objective focused on Services Revenue:
Pay % if the QTD target is attained. This plan
could also be a Team Bonus if the entire sales
team achieved a certain Cloud Services
revenue number.

42. Level 4 Maturity
QTD commission plan based upon
accelerated values based upon seats
license values with a commission on
Professional services and with a “kicker”
based upon attaining a Professional
Services quota/target-Team
Based
Example: 0-1000 Seats
4%
1001-2000
Seats 6%
2001-3000
Seats 9%
• Professional Services $100,000
Quota * 9% with 2% “kicker”

43. http://CloudToolKit.acumenmgmt.com

44. Get Started with…
2 Engage Partner Benefits1 Sign up for the Marketplace
www.Elevate.IngramMicroCloud.com
3 Attend the Tuesday “Trainer
Series” webinars
Begin transacting on
the Marketplace4