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Using Channel Data To Guide Decision Making

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  1. USING CHANNEL DATA TO GUIDE DECISION MAKING Jay McBain jmcbain

  2. 75% OF WORLD TRADE FLOWS INDIRECTLY

  3. 438,619 BOOKS ON DIRECT SALES

  4. 438,619 BOOKS ON DIRECT SALES 180 BOOKS ON INDIRECT SALES

  5. SO, YOU WANT TO BE A CHANNEL CHIEF?

  6. BE CAREFUL WHAT YOU ASK FOR… 75 RESPONSIBILITIES CROSSING ALL LINES OF BUSINESS From contracts to rules of engagement, portal and PRM management to co-marketing and MDF return of investment. From segmentation to capacity planning, distribution, multi-tier and margin matrix. From managing back-end dollars to conflict. From education, training and certification to solution alignment and communication. From pre- and post-sales and technical support to fraud, partner satisfaction and endless customizations. From community management to motivation, loyalty and partner-friendly value propositions. From deal registrations to running partner advisory councils. From development of battle cards and competitive education to driving co-branding, co-selling and co-marketing initiatives. From controlling global branding to delivering a demo, try-and-buy and loaner program. From producing partner friendly product roadmaps to securing sales in, sales out and end user reporting from dozens of partner segments. From managing industry, geographic and technology verticals to optimizing distribution routes to market. From simplifying growth and new customer programs to making sure that your company is protected from gray and black markets. From administering international rules, regulations and legislation to ensure all collateral, communication and media is translated around the world. From observing pricing and fairness laws and norms to making sure the program is represented across social media, email, web, newsletters, and search engines. From attending dozens of tradeshows to publishing whitepapers, e-books, technical briefs and reference books. From integrating the PRM, portal and other tools into the companies back end to mediating internal conflict and deference. From representing the company in industry associations, peer groups and expert panels to making sure that RMA’s, rebates, MDF and loyalty payments are issued correctly. From engaging the industry media and bloggers to making sure that Channel Account Managers are deployed and managed correctly. From budgeting, forecasting and benchmarking to nurturing, converting and recruiting. From developing and accelerating top partners to developing an MVP program. From educating internal stakeholders to being the external face of the company. From extending floor financing, credit terms to ensuring the appropriate recognition program is in place.

  7. Based on our research, the best channel leaders tend to have more in common with great general managers than with great sales managers. ”

  8. Data is being generated at an increasing pace from all different parts of the channel program. SOURCE:

  9. And from thousands of other non-channel systems as well. SOURCE:

  10. Indirect sales channels can increase revenue by 5% to 10% through data and process improvements. Data is the Achilles heel of the channel.

  11. Few tech vendors are immune to the millions of dollars in lost revenue that amount from overpayments of channel incentives, stock-outs, gray market activity, and audit penalties/fines.

  12. Having suffered from limited channel sales and marketing visibility, many tech vendors are doubling down on channel enablement services and technologies to counter this recurring hit to profitability.

  13. Because of legacy IBM systems, Lenovo had over 50 internal system that held channel data. CASE STUDY Each partner had 8 different “unique” identifiers due to a myriad of outside supplied software.

  14. The answer to bringing together all 300 pieces of data about each partner? CASE STUDY Unfortunately, Microsoft Excel and the VLOOKUP.

  15. USING DATA TO DRIVE BETTER CHANNEL OUTCOMES

  16. PartnerOptimizer is a partner intelligence platform by SaaSMAX Corp. to find, aggregate and organize massive amounts of data about the business practices of your indirect sales partners. It draws upon proprietary analytics processes developed specifically for the Worldwide IT, Telecom and Cloud Channel markets that leverages core cognitive capabilities of IBM’s Watson platform.

  17. INTRODUCING CHANNEL DATA MANAGEMENT (CDM)

  18. Channel Data Management (CDM) is the process (and now software segment) that assists with accurately collecting point of sale (POS), inventory, and sales-in data from distributors and partners and then transforming that data into dashboards and channel intelligence.

  19. LOOK FOR THESE 4 KEY ATTRIBUTES…

  20. 1. Data Acquisition and Transmission Automates and securely collects point of sale, inventory, and sales-in data using industry-standard protocols such as EDI, AS2, and SFTP.

  21. 2. Partner Identification and Integration Uses sophisticated algorithms to de-dupe, cleanse and map channel data to master databases to ensure proper pay of incentives and commissions.

  22. 3. Incentive Payment Validation Reduce overpayment of incentives by as much as 15% by automating manual processes and bringing together disparate systems.

  23. 4. Analytics, Machine Learning and AI The need for real-time insight into sales activities, inventory levels, product/store-level performance, and country-level performance.

  24. 7 BENEFITS 1. Supply chain planning and management improves inventory efficiency.

  25. 7 BENEFITS 1. 2. Supply chain planning and management improves inventory efficiency. Incentive program management generates cost savings.

  26. 7 BENEFITS 1. 2. 3. Supply chain planning and management improves inventory efficiency. Incentive program management generates cost savings. Sales forecasting management engenders more informed sales leadership.

  27. 7 BENEFITS 1. 2. 3. 4. Supply chain planning and management improves inventory efficiency. Incentive program management generates cost savings. Sales forecasting management engenders more informed sales leadership. Revenue recognition management results in better enabled CFOs.

  28. 7 BENEFITS 1. 2. 3. 4. 5. Supply chain planning and management improves inventory efficiency. Incentive program management generates cost savings. Sales forecasting management engenders more informed sales leadership. Revenue recognition management results in better enabled CFOs. Financial compliance and risk management lead to fewer liabilities.

  29. 7 BENEFITS 1. 2. 3. 4. 5. 6. Supply chain planning and management improves inventory efficiency. Incentive program management generates cost savings. Sales forecasting management engenders more informed sales leadership. Revenue recognition management results in better enabled CFOs. Financial compliance and risk management lead to fewer liabilities. Channel marketing management increases sales.

  30. 7 BENEFITS 1. 2. 3. 4. 5. 6. 7. Supply chain planning and management improves inventory efficiency. Incentive program management generates cost savings. Sales forecasting management engenders more informed sales leadership. Revenue recognition management results in better enabled CFOs. Financial compliance and risk management lead to fewer liabilities. Channel marketing management increases sales. Contract renewals management paves the way to easy money.

  31. INTRODUCING CHANNEL INCENTIVE PROGRAM MANAGEMENT (CIPM)

  32. Automated incentive program management effectively drives channel partners’ behavior, productivity, and loyalty. Replaces the spreadsheet, which is vulnerable to partner miscommunication, non-participation, expensive payout errors, costly resolutions, and audit failure.

  33. LOOK FOR THESE 4 KEY ATTRIBUTES OF CIPM… 1. Incentive program design.

  34. LOOK FOR THESE 4 KEY ATTRIBUTES OF CIPM… 1. Incentive program design. 2. Incentive program management.

  35. LOOK FOR THESE 4 KEY ATTRIBUTES OF CIPM… 1. Incentive program design. 2. Incentive program management. 3. Incentive claim management.

  36. LOOK FOR THESE 4 KEY ATTRIBUTES OF CIPM… 1. Incentive program design. 2. Incentive program management. 3. Incentive claim management. 4. Rewards fulfillment.

  37. Channel Mechanics • • • Award Winning SaaS platform Founded in 2011 Team of Global Channel Management leaders transforming channel program execution • Over 200 years Channel experience across company’s including IBM, Nortel, Motorola, Cisco, Avaya and CSC • Offices in Ireland, US, UK and AUS

  38. NO LACK OF IDEAS IN THE CHANNEL ...JUST A LACK OF AUTOMATION

  39. Measuring Program Effectiveness after the fact is too late!

  40. Speed of Program Execution drives competitive advantage and dramatically accelerates revenue!

  41. Transforming Channel Program Execution Are you struggling to execute your channel strategy? - Design, deploy, track, evaluate and change offers, promotions, sales programs and incentives in real- time. - Rapid execution of channel programs, promotions and initiatives, globally or locally, through all tiers of the channel with minimal investment.

  42. Why Channel Mechanics Why Channel Mechanics ACCELERATE TIME TO MARKET UP TO 95% (FROM WEEKS TO HOURS) ADJUST PROMOTIONS IN REAL-TIME FIRST TO MARKET COMPETITION CANNOT REPLICATE QUICKLY 100% BUDGETARY ASSURANCE LIMITLESS FLEXIBILITY ROI OF GREATER THAN 10x ELIMINATE PARTNER PROMOTION & PROGRAM ABUSE PRODUCTIVITY INCREASES OF 5-10x

  43. USING CHANNEL DATA TO GUIDE DECISION MAKING QUESTIONS? Jay McBain jmcbain