This document discusses the challenges traditional solution providers face as cloud transformation eliminates up to 40% of existing channels. It notes that survival requires radically changing business models and go-to-market structures. Additionally, it provides temperature check questions to assess how prepared companies and partners are for these changes. Finally, it introduces Alinea Partners, a consulting firm that helps clients achieve growth through new channel development, marketing, and strategic programs.

1. Contact:
Leahanne.Hobson@Alinea-­‐Partners.com

2. Cloud
Compu)ng
Where
have
all
our
partners
gone?
Forrester
‘Cloud
transforma/on
will
lead
to
the
a4ri/on
(read:
elimina/on)
of
up
to
15%
of
the
channel.’
Gartner
Group
‘A4ri/on
under
cloud
transforma/on
will
eliminate
40%
of
the
exis/ng
channel.’

3. Conven/onal
channel
…
business
models
and
customer
engagements
will
lead
to
declining
revenue
and
profit
opportuni/es
unless
solu/on
providers
change
–
and
con/nue
to
change
–
everything
they
think
about
the
market
and
their
role
in
it.

4. Scary?
And a bit uncomfortable?

5. old products & services becoming less valuable!
cloud !
transformation!
is disruptive!

6. Easier for vendors to sell direct!
... making traditional resellers less relevant!

7. Survival
–
not
to
men)on
profitability
and
viability
-­‐
requires
radical
change
in
business
models
&
go-­‐to-­‐market
structures
–
which
the
majority
of
solu)on
providers
are
ill
equipped
for,
and
–
the
majority
of
vendors
con)nue
with
tradi)onal
approaches
...
Nimble,
agile
‚transforma9on‘
is
required

8. It’s
not
about
Programs…
…
it’s
about
experiences
….
communi9es
…
inflec9on
points…
paradigm
shiA
It’s
not
about
Vendors,
VADs,
VARs,
SI,
etc….
…
it’s
about
what
you
know,
what
you
can
do,
who
you
can
access/refer
to.
It’s
behaviourial
It’s
not
even
about
mulDchannel
...
…
It’s
about
diversified
ecosystems
and
community
building
And,
it’s
no
longer
about
‘gives
&
gets’
either
…
…
it’s
about
out
of
the
box
GTM
combina9ons
for
mutual
wins
AleneaPartners GmbH
GeFng
the
Context
Right

9. Temperature
Check
–
what
about
you?
• Have
you
reconciled
your
direct
vs.
indirect
strategies?
How
many
nontradi)onal
organsa)ons
are
targeted?
• Do
you
know
which
of
your
partners
are
most
likely
to
go
under
in
the
next
18
months?
• What
does
your
partners’
hiring
funnel
for
sales
and
marke)ng
professionals
look
like?
How
strong
is
marke)ng?
• What
are
you
doing
to
support
partner
service
development
for
support,
licensing,
customiza)on,
provisioning
and
management?
– What
about
advanced
business
applica)ons
and
analy)cs?
• Do
you
treat
your
sales
force
as
a
homogenous
group?
• Do
you
s)ll
treat
your
custmers
as
a,
somewhat,
homogenous
group?
• How
many
hyper-­‐growth
partner
business
plans
do
you
have
(+10M)?
• How
good
is
the
end
customer
research
that
you
provide
your
salesforce?
• How
many
partners
have
their
own
intellectual
property
as
a
differen)ator?
• Who
thinks
this
is
a
phase?

10. Scary?
And a bit uncomfortable?
Need Help?

11. Alinea
Partners
Consul)ng
• 2005:
HQ:
Vienna,
Austria
(circa.
30
SMEs
European-­‐wide)
• 2013:
Marke)ng
campaign,
lead
genera)on
and
nurturing
capabili)es
are
a
global
capability
and
run
through
a
preferred
partner
(Offices:
Brussels,
Sofia,
Singapore
circa.
60
SMEs).
A
European
strategy,
channel
development
&
marke/ng
agency.
We
offer
strategic
go-­‐to-­‐market
programs
that
help
companies
achieve
new
levels
of
growth
–
changing
or
evolving
business
models
to
more
effec/vely
compete
in
new
markets,
posi/on
more
compe//vely,
partner
and
sell
be4er
and
define
new
revenue
opportuni/es.
Clients
include:
Alcatel-­‐Lucent,
Avnet
Embedded,
Cisco,
BASE
(a
KPN
subsidiary),
Convergys
Corpora)on,
Deutsche
Telekom,
Dell,
Fujitsu
Technology
Solu)ons,
IBM,
Intel,
Microsoi,
NEC
UK,
Prediki,
Pilotlite
Ventures,
SaaSPlaza,
Sun
Microsystems,
Tangoe,
Telekom
Slovenije,
Aventa,
SiOL,
UPC,
miscellaneous
financial
investment
firms,
etc.

12. Competencies
• Strategy,
Business
Model
Design
and
Go-­‐to-­‐Market
• Mul)channel
Sales
Enablement
• Channel
Growth
– New,
nontradi)onal
channel
development/partnering
• Marke)ng
• Social
Media
Mentoring
Programs
and
Analy)cs
• Big
Data
Crunching,
Analysis
and
Persona
Development
• Lean
Start-­‐ups
– Business
planning,
customer
feedback,
Board
development,
funding
contact
support
• Cloud
Compu)ng:
High
Technology,
Telecommunica)ons
–
organisa)ons
of
all
sizes

13. Addendum

14. CHANNEL MAPPING –
The Foundation Strong Channel Development and Partner Program success

15. BrandingStrategic priorities:
Partner Value Propositions & Benefits
Partner Contributions & Participation
• Program name + logo
• Segment nomenclature
• Level designations + logos
• Artwork & terms of use
• Other relevant terminology
USPs:
• Channel economics (full-spectrum model)
• TCO sensitive
• Commercial entitlements
• Sign-up process
• Participation criteria
• Value-based configurator (calculator)
Program
Administration
• Soft benefits
• Rationale
Implementation & Roadmap:
Preparation
PREVIEW Steady-state industry-
leading programLonger-term evolution
Program
Budget
Project
Plan
Long-term
Comms Plan
On-boarding
& training
Collaterals,
Tools and Portal
ecosystem
Phase 1
Execution & Support Infrastructure
Customer value:
Channel Map:
Project
Framework
–
Pro
Forma