engaging bizpartnership

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Creating & Maintaining an Effective Business Partnership in the Information Technology Industry Engagement Management Thought Plan prepared for an IBM Business Partner’s Route to Market Program By : Teresita A Krueger 13 June 2011

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A thought plan around creating and delivering on business partnership relations.

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Page 1: Engaging Bizpartnership

Creating & Maintaining an Effective Business Partnership in the Information Technology Industry

Engagement Management Thought Plan prepared for an IBM Business Partner’s Route to Market Program By : Teresita A Krueger 13 June 2011

Page 2: Engaging Bizpartnership

2 Confidential

How to drive success – at the 1,000 ft Level Goal: Develop the relationships with key decision makers so that technology

providers will identify and bring your capabilities into all go-to-market executions and credibly compete for major procurements

How to proceed:

ü  Establish the BR (business relationship) strategy, based on your experiential knowledge of key initiatives (e.g.storage, virtualization, servers, software development, IT consulting)

ü  Leverage the local / global sales teams

ü  Educate your technology partner’s firm, sales teams / client executives so they are comfortable with the subject matter expertise from the integrator

ü  Develop call / engagement plan with the all account sales teams (may include events and customer visits)

ü  Use global collateral – translated to interests of technology partners, where necessary

ü  Include your own solution and services related content in websites and link backs

ü  Track, measure appropriately in a Business Partner Relationship Mgmt System

Remember, the value proposition as the relationship expert = identify the unique problem to be solved to generated leads and ultimately revenue.

Page 3: Engaging Bizpartnership

Focus • Direct link of

relationship & “hard revenue goals”

Target • Establish

“constituencies” • Create critical

need of offerings to current solutions portfolio

Define • Put your “currency”

into action with upcoming client deals, client executive briefings

• Couple other partner initiatives

Align • Identify special set

of connections, events, meetings for Subject Matter Experts

• Increase match between market opportunity & Biz Prtners market focus.

• Leverage the Exec partners

Out Reach & Renew • Programmatic &

Managed plan Continuous conveyor of credibility

Action Driven Plan as a Process

The elements of a successful relationship management system

Page 4: Engaging Bizpartnership

First 30 to 60 days

•  Partner Team Profiled

• Manage Partner team as a portfolio • What do I want to achieve? • Gather intelligence– perception survey • Where are the gaps • Define ideal relationship

60 to 90 days

•  Consistent and Relevant Communication

• Mutual commitments – agreed upon action plans, milestones documented •Desire for growth in relationship (driven by customer demand)

• Close gaps • Identify added partner ecosystem value proposition

Progressing beyond 120

days •  Readiness and

Enablement • Engaged at the right level • Communications and reviews • Value add, growth oriented, proactive

Timeline overlay with Process

Putting that plan into deliverables

Page 5: Engaging Bizpartnership

Looking Ahead

•  When is the next milestone? o  Tied to quarterly sales, Gross Profit, new

and extended sales - lead generation

•  What are the expected deliverables? o  Measured against increased market

penetration, % of revenue attainment

•  Known risks and issues o  What is the investment timeline for these

issues?

•  What are the immediate next steps?

Page 6: Engaging Bizpartnership

Appendix

•  IBM Sales, Marketing & Communications

•  Supplemental documents – Resources, My Scorecard

•  Contact information Teresita is an Information Technology Specialist and accomplished Program Manager experienced in Public

Sector industries. Teresita has spend over 15 years, in the IBM Corporation influencing line of business

executives by providing insights to optimal utilization of emerging technologies along with business and

social implications.

She is now with www.invivovision.com - an entrepreneurial world class think- tank of women and minority

scientists, engineers and educators 8A certified, and Tier 2 SW Reseller IBM Business Partner

Page 7: Engaging Bizpartnership

Sales, Marketing and Communications example: IBM •  At IBM’s core is a set of marketing materials

and sales tools designed to support phases of their SSM – Signature Selling Method

•  IBM’s Route-to-Market Strategy is encapsulated in message creation:: the foundation for marketing execution and sales enablement, articulated in a standard plan, that is industry specific and used for partner evaluation

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Industry Point of View and Ramp-up definitions

Sales enablement and internal & external communications

Pipeline development and management

Customer facing materials, mapped to the SSM process

Top Critical Success Factors

Value Creation •  Solution Design •  Architecture Framework •  Demo

Communications •  Demand Generation

•  Lead Generation •  Thought Leadership

•  Influencer/Analyst •  Whitepapers

•  Assets & Collateral •  Presentations, case

studies, flash demos •  Education

•  Awareness •  Internal/external

Channel Enablement •  Cross Selling, Up selling

Ref: ftp://public.dhe.ibm.com/software/partners/pdf/SignatureSalesOverview.pdf http://www.som.cranfield.ac.uk/som/dinamic-content/media/Yvonne/IBM%20Route%20to%20Market%20Strategy.pdf

Page 8: Engaging Bizpartnership

Dependencies and Resources

Know what resources you can exploit, be sensitive to dependencies & politics