Welcome to Gilwell Group, LLC Research, consulting, and enablement services to help organizations measure, manage, and improve partnership productivity through the use of next generation products and tools.
For more information Mike Dubrall http://www.linkedin.com/in/mikedubrall or Channels of the Future Community on LinkedIn
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Michael Dubrall Managing Director Gilwell Group, LLC
Gilwell Group provides research, consulting, and enablement services to help organizations measure, manage, and improve partnership productivity through the use and understanding of next generation products and tools.
“Channels of the Future� Community for Partner Managers www.Gilwellgroup.xeequa.com
Channels of the Future Research Service (Vendor and Reseller surveys) Channels of the Future Consulting (Community Development) Social Media Education for Vendors and Channel Partners 2
Today’s Agenda • • • • • •
A Framework for Channel Growth (KPAs) Changing Sales Process Next Generation Partnering Strategies Social Media and Channels COTF Research Project Next Steps
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Web 2.0
Channels 2.0
• Web 2.0 concepts and tools are transforming the entire value chain – SaaS delivery model – Open and Instant Communications • Isolated silos of information are replaced by content sources and platforms for end users to build on collaboratively
– Freedom & Necessity to Share and Re-use Information – Decentralization of Authority/Decision Making
• Changing rules and business models in the channel • Changing the sales process Non-linear, unstructured, conversational, constantly changing, multi-media, collaborative, low cost 4
Social Networking is as old as civilization. It involves the sharing of information among friends/acquaintances to socialize, discuss topics of interest, reduce risks, and make more informed decisions. Social Media is how the internet has changed social networking. It includes the use of Web 2.0 tools like blogs, wikis, video file sharing, and social networking sites like Facebook to expand the reach of social networking and more effectively capture and share relevant information. (Matt Goddard, R2i.ntegrated.com) On-line Communities combine many social media capabilities in one secure place to facilitate communications, collaboration, and networking for social, educational, or business purposes
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Technology vendors must All adapt theirOfchannel programs Social Media Impacts Levels The Value Chain in response to the availability of Web 2.0 tools/technologies. Vendor (strategic benefits) - Continuing access to the installed base - A new leverage point with channels - Partner empowerment - Brand distribution
Social Media Value Pyramid
Channel Partners (financial benefits) - Additional service to customers at no cost - Growth through customer advocacy - Members help reduces support cost - Creating a competitive advantage
Customers (direct benefits) - Expanding their network connections - More help in problem solving - Faster skill development - Increased visibility and recognition
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How end-user customers buy today They rely on the Internet for information – not their sales rep • They ask friends in their social network • They do Google searches • They check forums or online groups • They read blogs • They get feedback in Twitter or other micro blogs • When they are “ready to buy” the brand and product decision is “far along” • • • •
They They They They
hate cold calls increasingly ignore advertising have spam filters and popup blockers throw junk mail into the waste basket
They may not describe it that way – but their purchase decision is increasingly made in the social web. Consumers are becoming Prosumers 7
Traditional Channel Growth Framework
Partner Execution
Infrastructure
Objectives
Communications
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Channels 1.0
Channels 2.0
What’s Going Out Structured Channels Brand Control Top down communication Complex Solutions Packaged Software Product Brand Power Product “Ownership” Email Blasts/Webinars Web 1.0 Partner Portals Classroom Training Lead Generation
What’s Coming In Go-to-market Strategy
Customer Communities Buzz Days Conversation Clouds
Whole Product
SaaS, HaaS, Open Source Managed Services Globalization Try-and-Buy
Partner Marketing
Partner Communities Social Networking, Interactive web sites/wikis, RSS feeds, VOD Training
SMS, IM, Twitter
Responsiveness is critical
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Channels 1.0
Channels 2.0
What’s Going Out Local Partner Territories Named Accounts Telephone Prospecting Knowledge Transfer CRM and SFA Sales Incentives Quarterly Meetings Deal Registration Cold Calling Funnel Management Face-to-face selling
What’s Coming In Territory Management
Boundless Territories Mega Communities Community Prospecting
Partner Management
Knowledge Sharing Community Building Community Incentives Daily Interaction
Sales Management
Collaboration Ongoing networking Dealing with Prosumers Online Selling
Responsiveness is critical10
Some Things to Consider • Virtually all large technology vendors have a formal social media initiative (not with channels) – Almost all in Marketing Group • Plus dozens of informal projects scattered across the company
– Partner Sales Managers are increasingly spending their time on social media activities – Partners increasingly complain about how vendors communicate with them and their customers
• Already there are leaders and followers among vendors and social media activities – There are a lot of thought leaders on Twitter – This impacts branding and positioning – This impacts your ability to influence channel behaviour 11
When Vendors Don’t Embrace Channels 2.0 • Excessive channel marketing programs costs – Slower time to market for new programs – Static vs. dynamic knowledge transfer
• Inadequate response time to market changes – Collaboration shackled by bureaucracy – Inability to engage with new partner types – Slower revenue ramp in SMB markets due to limited sales coverage
• Partners and customers cannot take leadership role – Loss of channel influence / leadership – Exclusion from emerging Partner and End-user Communities
• Not present at the purchase decision 12
Gilwell Group Can Help • Educate channel managers about how social media tools work, their impact, and what competitors are doing • Make it easier for partners to do business with the vendor and customers to do business with resellers – Faster and better communications
• Generate cost savings through adoption of next generation tools in current marketing and sales programs – Faster knowledge transfer
• Develop differentiated channel programs to help resellers maintain customer relationships – Development of metrics to measure new activities – Potential for higher reseller productivity
• Execute Successful Social Media Strategies 13
COTF Research Project • Vendors First Phase Ended Q1 – Vendor profile and channel objectives – Communications (SFA, Joint-Planning, time allocation) – Infrastructure (use of tools, changing programs, communities – Profile of Successful Next Generation Strategies
• Resellers
(10,000 + emails per month through Integrated mar.com)
– Three monthly surveys – repeated every three months • Social Media and Vendor Marketing Support (59) • VARS and SaaS, HaaS, Open Source • Using Social Media to reach SMB customers
• Social Media Vendor Profiles, Partner Program Reviews, Best Practices 14
COTF Research Service Level
Sponsorship
Collaboration
Affiliation
Deliverables
Communication
Input into the research, Industry Benchmarking, SWOT Analysis, Special Projects / Pricing
Quarterly On-Site Planning Sessions, Priority Access
Social Media Audit, COTF Roadmap, Quarterly Presentations
Telephone/Email, onsite and internet meetings
Data from all the research, Blogs, Knowledge Postings, White Papers
Gilwell Community and Industry Webinars
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Next Steps? For more information Mike Dubrall http://www.linkedin.com/in/mikedubrall or Channels of the Future Community on LinkedIn
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