The Strategic Role of the Partner Development Manager

Amazon Consulting 2011 1

The Strategic Role of the Partner

Development Manager Do The Skills of Today’s Channel Sales Manager Translate?

Karine Allouche Salanon

Microsoft Director World Class Selling for Partners

Worldwide Partner Strategy and Compete Group

Susan Pessemier

Amazon Consulting Consultant


We Elevate the Impact of Partnering

Based in Mountain View, CA

• Boston, Florida, Portland, Seattle

• London, Dubai, Singapore

Founded in 1998

• 14 years of expertise and experience

• Over 300 satisfied client companies

Variety of partner types • System integrators

• Solution providers

• Alliances

• Distributors

• Retail

• Developers

• OEMs

• Cloud

The only company with a holistic approach to designing,

implementing and automating partner models to increase impact

and awareness

http://www.emc.com/about/emc-at-glance/partnerships/technology-alliances/vmware.htm

http://www.brocade.com/partnerships/oems/hp/index.page


Discussion Track for Today’s Session

The Partner Development Manager & the Partner Value Equation

Partner Development Lifecycle

Managing the Virtual Partner Team

Organization and Coverage

Metrics and Compensation


What’s Changed? . . . Everything

• New hybrid business models

• Expects prompt ROI

• Onboarding and Enablement complexity

Evolving Solution Provider Business

• Tactical and reactionary

• Broker relationships

• Manage mature partnerships

• All about revenue

Channel Sales Manager Current

Role • Recruiting and enabling a new breed of solution providers

• Holistically examine partners’ business model

New Role of Partner Development

Manager


The Partner Value Equation What Partners Value

Opportunity

Investment

Brand Strength

& Demand • Brand recognition

• Strong reputation

• Install base demand

• Financial health

• Innovative technology

• Technology vision

Revenue &

Margin

• Reasonable product margins

• Professional & support

services margins

• Multiple engagement

models (agent, reseller,

OEM)

Relationship Training & Enablement

• Technical training cost

• Sales training cost

• Staffing opportunity cost

• Formal certification

• Use of services methodology &

templates

• Limited channel conflict

• Clear rules of engagement

• Accessible partner manager

• Strong local relationships & clear

teaming processes

• Executive level support

• Chemistry and abiding trust

• Technical support

• Sales support

• Marketing support and

MDF or co-op funding

• Field mentoring

Program

Support

• Ease of transaction mgmt.

• Automation of key program

elements

• General ease of doing business

• Demo, lab equipment & NFR’s

Business Process

Performance

Incentives

• SPIFs

• Rebates

• Promotions

• Deal registration


Audience Poll:

Is the role of Partner Development Manager

part of your channel team?

Yes

Not yet, but in plans

No


The Partner Development Lifecycle

Engage Activate Ramp Manage


Partner Development Cycle - Engage Roles and Activities

Phase

Engage

Channel Sales Manager

Qualify inbound partners from leads

Execute contracts

Recruit into vendor program

Partner Development Manager

Research/identify partner targets

Make contact with partner execs

Qualify fit and interest

Initial business planning

Contract negotiations

Relationship building with local sales teams

Recruit and manage contracts



Partner Development Cycle - Activate Roles and Activities

Phase

Activate

(Onboard)


Program enrollment

Contract admin

Initiate onboard process


Program enrollment

Contract negotiations/admin

Introduce virtual team

Develop business and marketing plan



The Partner Development Support Team

• Owns overall relationship

• Demonstrates path to revenue

•Team captain of virtual team

• Leads Sales readiness

• Transitions relationship to CM

• MDF Utilization • Coach on Lead Generation

• Joint GTM market • Campaigns •Assists in Pre-Sales, Lab, POC

Owns tech contact relationships

• Develops partner enablement path Guides in training/cert


Partner Development Cycle - Ramp Roles and Activities

Phase

Ramp


Brokers sales collaboration with

field and other partners

Pipeline/forecast tracking

Order tracking


Facilitate partner to partner collaboration

Pipeline development

Personal sales coaching



Partner Development Cycle - Manage Roles and Activities

Phase

Manage


Sales pipeline and forecast management

Revenue monitoring

Renewing contracts


Early pipeline development and

assistance with first deals

Transitions ramped partners to CSM for

management

Manages multi-practice or multi-location partners

until fully ramped



Organization and Coverage Model

Mid-Tier Partners

Named new recruits nurtured by PDM with

Virtual Team (up to 10 total)

Ramped and legacy partners managed by

CSM (up to 20)

Entry Partner

Named new recruits nurtured by PDM

and team (up to 10 total)

Not named, managed by distribution or

inside

Top Tier Partner Dedicated partner team support lead by


Entry Tier

Mid-Tier

Top


Audience Poll: Is the trend in your organization

to cover more partners or go deeper with select

partners?

a) cover more partners

b) go deep with select

c) both


Base Salary

Revenue Attainment

Partner Sat

MBO’s

Activate/

Enablement Activities

Activate/

On-boarding Activities

Business Plan Development

Metrics and Compensation Traditional Channel Sales Manager Role

Va

ria

ble

C

om

pe

nsa

tio

n


Base Salary

Revenue Attainment

Partner Sat

MBO’s

Activate/


Activate/


Business Plans

Development

Metrics and Compensation New Partner Development Manager Role

Va

ria

ble

C

om

pe

nsa

tio

n


Base Salary

Revenue Attainment

Partner Sat

MBO’s

Activate/


Activate/


Business Plans

Development

Metrics and Compensation New Partner Development Manager Role

Va

ria

ble

C

om

pe

nsa

tio

n


1. Orient your partner-facing teams around the Partner Value Equation.

2. Invest in a distinct PDM role with a different entrepreneurial, hunter skill set

3. Clearly link the accountability among the virtual team members to the elements of

partner growth, maturity and productivity

4. Establish clear role definitions with measureable metrics for each stage of the

partner development cycle – be willing to create a new comp plan to reward

5. Keep it as simple as you can


Questions

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