bchannels structure of indirect channels
TRANSCRIPT
FOCUS. PEOPLE. COMPETENCY
bChannelsStructures of Channels
The Market Triangle – few big companies + lots of little companies
FOCUS. PEOPLE. COMPETENCY
Small/Medium (SME)
Large Business
Corporate
1 employee
500 employees
100 employees
Vendor
Rese
llers &
R
eta
il Push
Pull
Corp
ora
te
Rese
llers
Dem
and C
reat
ion
Optimum ITbusiness split*
* Source Gartner/IDC
Corporate, 20%
Large, 20% SME, 60%
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Distributors
Corporate500+
CorporateResellers
SME10-500
SOHO1-9
Consumer1
Local Resellers(2-Tier)
Catalog/ Mail Order
& eTail
RetailChains
End users by size of company (number of employees)
System’sIntegrators
Many Routes to MarketDifferent end-customers buy in different ways
Vendor
Sales OutSales Out
Sales In
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Vendor Distributor ResellerEnd
CustomerDistributorDistributor
Sales “in” Sales “out”
Stock
[No Stock]
“True” sales
Measuring SalesWhy ‘Sales Out’ is so important
Measuring sales to
distributors just measures
how much you are filling
their warehouse
Measuring ‘sales out’ is a
very good indication of
real customer purchases
FOCUS. PEOPLE. COMPETENCY.
Program TiersWhat’s the best mix of partners?
5% Partners50% Revenue
15% Partners30% Revenue
30% Partners15% Revenue
50% Partners5% Revenue
20% Partners80% Revenue
45% Partners45% Revenue
80% Partners20% Revenue
The Terrible Tiers or how many vendors think about their channel
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Unmanaged
”
Remote Touch
Managed
You buy a lot.So you must be pushing our products.
We’re not clear about that.We’ll spend a lot of time with you anyway.
Sorry, no humans available.You must interact with us through our
website.
We have no idea who you are.You must not be important.
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The ‘sweet spot’Which bChannels can find and help you exploit
Value ($/€/£)
Reseller SizeBiggest Smallest
Top100
Top500
ManagedAccounts
High valueunmanagedAccounts
Low valueAccounts
Biggest Growth opportunity
Difficult to significantly grow existing managed accounts
Growing low-value accounts yields low revenues
FOCUS. PEOPLE. COMPETENCY.
Partner programs have to be balancedIt’s not all about what the vendor wants
The partner program must balance measurable requirements with measurable benefits.
Reward
The Partner Program must provide a return on investment for both the partner and the vendor.
Financial
Access
Recognition
Invest
Sales
Skills
Service
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Core Partner Program Methodology
Deliverprogrambenefits
Analyse, classify
and targetpartners
Measure+
Reward
Build effective
partner valuepropositions
Delivercommunicationto the channel
Communicate+
Engage Createawarenessand leads
Channel Partners
Identify+
Manage
Establishprogram
requirements
!
FOCUS. PEOPLE. COMPETENCY