2011 State of Partnering - Executive Summary

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This body of vendor-focused research contains a broad assortment of reflections on the challenges, priorities, metrics and investments of technology vendors as they attempt to invest and go to market with and through various indirect channels. In an unprecedented response of 100 unique vendors globally, our respondents this year reflect not bullish, unbridled growth but a refreshing optimism on the impact and strategic value of partners.

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2011: A Year to Diversify Skills and Declare a Services/Cloud Model:

2011: A Year to Diversify Skills and Declare a Services/Cloud Model Research: Executive Summary

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Elevate the Impact of Your Partners:

Elevate the Impact of Your Partners Based in Mountain View, CA Boston, Florida, Portland Calgary, London, Singapore Founded in 1998 13th year of business Over 300 satisfied clients Variety of partner types System integrators Solution providers Alliances Distributors Retail Developers OEMs MSP/SaaS The only company that takes a holistic approach to designing, implementing and automating partner models to increase awareness and sales

Research Overview:

Research Overview 5 th Annual Study 100 unique vendors responding heavy software orientation larger organizations (>$1b) 34% outside of N. America Global perspective (51%) Broad array of plans and priorities

What Continues?:

What Continues? What’s New? Increased focus on Service Providers and MSPs Cloud engagement models emerge Sharing of services IP Investment in high-touch partner-facing staff Focus on business planning Competitive marketshare emerges as value metric evaluate enable engage Resellers are still primary focus Quality vs. quantity; no widespread recruitment Big focus on enablement Clarifying services engagement models High ROI expectations for partnering investment Net-new business and competency: value metrics Global partner program structures

Key Takeaways:

Key Takeaways Growth Strategies Focus on new business Focus on MSPs & service providers Cloud engagement models

Leading Value Metrics – 4 Year Trends:

Leading Value Metrics – 4 Year Trends     “value” metrics defined as those partner performance criteria that do not relate to sales volume

Resellers still most strategic, but MSPs and service providers growing in importance:

Resellers still most strategic, but MSPs and service providers growing in importance Which partner segments are most strategic to your company’s partnering efforts in 2011? (choose top three)

Service providers/carriers: 30%+ already focus on these companies, 20% will actively engage in 2011:

Service providers/carriers: 30%+ already focus on these companies, 20% will actively engage in 2011 Describe the positioning of Service Providers/Carriers to your partnering program in 2011? (choose one primary)

Nearly half plan to engage partners for SaaS/Cloud, not deliver a direct service; 40% plan to deliver direct and use partners as resellers or agents:

Nearly half plan to engage partners for SaaS/Cloud, not deliver a direct service; 40% plan to deliver direct and use partners as resellers or agents What is your company's position on offering IT as a service or cloud-related services in 2011? (choose all that apply)

Key Takeaways:

Key Takeaways Skills & Enablement Expansion of business planning Continued focus on sales/prospecting skills Focus on sharing services IP and mentoring

Holistic Partner Enablement:

Holistic Partner Enablement Partner Self-Sufficiency

Focus on business planning will expand beyond top tier partners to assist with business model evolution:

Focus on business planning will expand beyond top tier partners to assist with business model evolution To what degree do you plan to get involved in helping partners evolve their business models in 2011? (choose all that apply) Continue strategic business planning with our more valued partners Expand strategic planning with our next tier of partners Start business planning to better identify our strategic partners 87% 48 % 30%

Partner profitability plans focus on business planning and lead generation :

Partner profitability plans focus on business planning and lead generation Q: What are your major plans in the area of partner profitability for 2011?  (check top three) EODB

Overall Priorities – 5 Year Trends :

Overall Priorities – 5 Year Trends 2007 2008 2009 2010 2011 Partner Recruitment Building a global partner program Overhaul of main channel program Partner enablement Ease of doing business Profiling of partners Delivering sales & technical training Value-based programs Ease of doing business Increase s ales competency Recruiting partners to fill market gaps Increase technical competency Increasing sales competency Partners investing in build solutions Being easier to do business with 43% of vendors indicated increasing partner sales competency was their biggest challenge in 2010

Skills improvement priorities for 2011: Continued focus on pre-sales prospecting skills and selling to LOB:

Skills i mprovement priorities for 2011: Continued focus on pre-sales prospecting skills and selling to LOB Where do you feel your channel partners have the greatest areas for skills improvement in 2011? (choose top two)

Sharing of services IP and co-selling to mentor continue to be prioritized; partners as sales agents decreases:

Sharing of services IP and co-selling to mentor continue to be prioritized; partners as sales agents decreases Co-sell and co-delivery Partners sell and prime Sharing of IP; partners deliver

Services-based business models hampered by access to capital, insufficient demand & talent recruitment :

Services-based business models hampered by access to capital, insufficient demand & talent recruitment What issues, if any, did you experience in 2010 relative to your partners building a more services-centric business model or practice?

Enablement priorities: On-line sales training investment will continue, and marketing support will increase as a priority:

Enablement priorities: On-line sales training investment will continue, and marketing support will increase as a priority Of the following partner enablement activities, which are the most critical to your channel development in 2011? (choose top three)

P2P collaboration ranked low as priority; social media planned for outbound marketing and vendor/partner collaboration:

P2P collaboration ranked low as priority; social media planned for outbound marketing and vendor/partner collaboration 11% (only) of vendors plan to increase P2P collaboration as an overall priority How do you plan to use social media vehicles in communicating with your partners in 2011? (check all that apply)

Key Takeaways:

Key Takeaways Investments High ROI expectations will continue Big focus on partner facing staff

How did the economic downturn affect  your channel investments in 2010? (check top two):

How did the economic downturn affect  your channel investments in 2010? (check top two) The Good News on Spending? High ROI but few cuts

Partner coverage model changes in 2011; increase in field-based sales, technical SE resources:

Partner c overage model changes in 2011; increase in field-based sales, technical SE resources What changes are you planning to make in 2011 to your partner coverage model? (choose all that apply)

Partner mgmt. staff, discounts and deal reg. remain top three highest ROI investments; Rebates dropping in ROI value :

Partner mgmt. staff, discounts and deal reg. remain top three highest ROI investments; Rebates dropping in ROI value Which of these various partnering financial investments gave you the greatest ROI in 2010?  (choose top four)

Essential Vendor Guidance:

Essential Vendor Guidance     

Essential Solution Provider Guidance:

Essential Solution Provider Guidance     

Research Background:

Research Background Established in 1997, Amazon Consulting, LLC, (Mountain View, CA) increases the impact of partnering by designing, implementing and automating effective partner models. Amazon Consulting’s clients entrust them to formulate growth strategies, build route-to-market models, perform competitive benchmarks, design partner programs, facilitate partner advisory councils, and provide temporary experts for project management and program execution. For clients looking to optimize the partner relationships and improve organizational efficiencies, Amazon Consulting offers PartnerPath, a modul ar partner management automation system. For more details visit us at www.amazonconsulting.com . Annual Revenues Product Mix Geography Focus The Complete Report This eBook encapsulates an Executive Summary of the findings from this research. The complete report is available for free to all subscribers to the Amazon Consulting PartnerG2 market intelligence subscription service. Visit the Amazon Consulting Resource Center at www.amazonconsulting.com for full details. We had a record-breaking 100 unique vendors respond to this year’s study. Their profiles in aggregate are detailed below:

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Research, Analysis, Tools and Expert Advice To Guide Your Partnering Success Annual Corporate Subscription - unlimited users Quarterly Primary Research and Thought Leadership Half-day Workshop or Inquiry Hours The Complete Library of Tools, Templates Channels and Alliance Intelligence Service Sample Topics and Tools in the PartnerG2 Library Partner Collaboration and the Impact of Social Media Training and Certification Investment ROI Innovative Partner Segmentation & Business Models Effective Multi-channel Strategies Optimizing Go-to-Market Models The IT Talent Shortage & the Impact on Channels Global Partner Program Models Partner Training & Enablement Strategies Two-tier Distribution Models & Service Trends SI Management: Best Practices Managing Channel Conflict The New Breed of PRM Three Stages of Partner Development Standard contract templates “In a time when intelligence is paramount to business viability and success, Amazon Consulting is there to guide channel leaders. Amazon Consulting’s thought leadership, research and expert perspective is what channel leaders need to achieve their goals.” Larry Walsh VP, Channel Insider

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