SlideShare una empresa de Scribd logo
1 de 18
Descargar para leer sin conexión
Bill Kelly
U.S. Managing Director & Global Sales
bill.kelly@birchworldwide.com
August 13, 2013
MDF Program Best Practices
An Executive Summary
13‐Aug‐1313‐Aug‐13
Agenda
Page 2 |    © 2013 Birch Worldwide  All Rights Reserved
Program Evolution
Common Program Elements
Classification of Expenses (SOX)
JMF Investment Benchmarks
Effective Governance for Program Compliance
1
2
3
4
5
13‐Aug‐13
Program 
Evolution
Page 3 |    © 2013 Birch Worldwide  All Rights Reserved
13‐Aug‐1313‐Aug‐13
How Programs are Evolving
4
regular exceptions
entitlement practices
driven by  shipment volume
partner brand
high expiry
little or no measurement of ROI
“my money" attitude
less entitlement more discretion
viewing the activity as a joint investment
contra vs. marketing expense
usage inconsistent
budgets shrinking
more focus
control vs. engagement
vendor money
focus on ROI
invest in highest returns
auctioning investment
Vendor brand needs 
economies of scale
consistent visibility
effective measurement
much less budgets
investment in channel behaviors
size does not overcome quality
driven by Partner brand needs 
Past
Present
Future
© 2013 Birch Worldwide  All Rights ReservedPage 4 |   
13‐Aug‐13
Common Program 
Elements
Page 5 |    © 2013 Birch Worldwide  All Rights Reserved
13‐Aug‐1313‐Aug‐13
6 Essential Program Features
1. Have a plan of what you want to achieve – create
joint plans with your partners.
2. Good quality data ‐ know your partners and your
marketplace. Systems are only as good as the data.
Engage in market intelligence sharing.
3. Approve and manage all investments, ensure approval is real.
Deliver brand focused marketing through the channel
with maximum effectiveness. 
4. Coordinate messaging with the right message to the right people 
at the right time.
5. Easy to follow processes for requesting, approving and claiming 
funds.
6. Program reporting that gives everyone access to management 
information not just data.
© 2013 Birch Worldwide  All Rights ReservedPage 6 |   
13‐Aug‐1313‐Aug‐13
From Our Experience We Know
Vendor’s biggest mistakes.
 Difficult, complicated, unclear or overly 
restrictive guidelines.
 Too much control over how the funds are 
used.
 Failure to effectively distribute/ 
communication the program terms and 
conditions.
 Cumbersome, lengthy claims process and 
procedures.
 Poor or inadequate follow up on requests.
 Lack of access to available funds, historical 
data and reports.
 Failure to target the “right” Partner(s) with 
the funds.
Flexibility is key. One size does not fit all.
• Clear, concise accessible guidelines (kept it 
simple and sales friendly).
• Provide online access to available funds 
and historical usage sales data.
• Provide more input from the channel rep 
during fund usage decisions and marketing 
material creation.
• Timely follow up and communications on 
requests.
• Remove the administrative burden.
• Share vendor’s corporate initiatives and 
how this will help.
• Make the program and other sales support 
tools “functionally” available.
Page 7 |    © 2013 Birch Worldwide  All Rights Reserved
13‐Aug‐13
Classification of 
Expenses
Page 8 |    © 2013 Birch Worldwide  All Rights Reserved
13‐Aug‐1313‐Aug‐13
SOX Concerns: Contra or Opex
Page 9 |    © 2013 Birch Worldwide  All Rights Reserved
Income Statement
Revenue
Gross sales
Less sales returns and allowances
Net sales
Cost of Sales
Beginning inventory
Product Discounts
Volume Rebates
Sales Incentives
Price Protection
Deal Protection
Trade‐in Programs
Return Policies
Training & Certification
Demo Equipment
Funded Headcount
Plus goods purchased/manufactured
Total goods available
‐ Less ending inventory
Total cost of goods sold
Gross profit (loss)
Operating Expenses
Selling
Salaries and wages
Advertising (web, print, 
broadcast)
Catalogs
Direct mail, email, e‐newsletters
Seminars & webinars
Telemarketing
Customer events
Sales meetings
Sponsorships
Commissions
Advertising
Depreciation
Total selling expenses
General/Administrative
Salaries and wages
Employee benefits
Payroll taxes
etc…
Total General/Administrative expenses
Net Income (Loss)
Above 
the Line
Below 
the Line
Contra 
Revenue
Operating 
Expense
13‐Aug‐1313‐Aug‐13
Revenue Reduction or Operating Expense
The general consensus is that cash consideration (including a 
sales incentive) given by a vendor to a Partner is presumed to 
be a reduction of the selling prices and should be 
characterized as a reduction of revenue (aka Contra 
Revenue).
This presumption is overcome to the extent that, both of the 
following conditions are met:
1. The vendor receives, or will receive, an identifiable 
benefit (e.g. services or advertising) in exchange for 
the payment. However, the identified benefit:
a. must be sufficiently separable from the Partner’s 
purchase of the vendor’s products such that the
b. the vendor could have purchased the benefit 
from somebody other than one of its Partners;
2. The vendor can reasonably estimate the fair value 
(e.g., cost) of the benefit (e.g., proof of 
cost/performance).
Here are a couple of examples:
Partner Advertising ‐ You receive from the Partner an 
identifiable benefit (advertising) in return for the MDF. That 
benefit is sufficiently separable from the Partner’s purchase 
of your products because you could have purchased that 
advertising elsewhere. Therefore, the first condition of the 
model is met. As long as the fair value of the advertising is 
equal to or greater than the MDF payment, the payment 
should be characterized as an operating cost.
Funded Head ‐ The first condition of the model is not met 
because you receive no identifiable benefit in return for the 
payment that is sufficiently separable from the arrangement 
to sell products to the Partner. That conclusion is based on 
two facts: (1) any benefit received by you cannot be 
separated from the arrangement to sell goods to the Partner 
and (2) you could not enter into such an arrangement with a 
party other than a reseller of your products. The funded 
headcount payment therefore should be characterized as a 
reduction of revenue.
Page 10 |    © 2013 Birch Worldwide  All Rights Reserved
13‐Aug‐13
JMF Investment  
Benchmarks
Page 11 |    © 2013 Birch Worldwide  All Rights Reserved
13‐Aug‐1313‐Aug‐13
General Guidelines
Accruals range from 1% to 6% with ⅔’s of programs between 1.5% and 3%.
ISV/OEM:
• 2‐3% of sales is a reasonable marketing budget.
• Budgets for these partner categories are built up based
on activity, not simply accrued based on sales.
VAR/SP
• 4% of sales is a reasonable marketing budget.
• There is an expectation that this will be
matched by partner funds (4%+4%=8%).
• Additional 2% for rewards and
rebates for attainment of
program levels based on partner
commitment.
© 2013 Birch Worldwide  All Rights ReservedPage 12 |   
13‐Aug‐13
Investment Benchmarks
© 2013 Birch Worldwide  All Rights ReservedPage 13 |   
Marketing 
Activities
Focus Partner Types
% of
Revenue
Types of 
Funds
Funded
by
Marketing Through / 
With Partners
Lead
Generation
Solution Provider 5% MDF
50% ‐ Contra
50% ‐ Mkt OpEx
Partner to match 
funds
Distributor
1% to 5% based on 
performance (avg. 
2.5%)
MBO
Rebate
100% Contra
Volume Reseller 2.5% Investment 100% Mkt OpEx
OEM
5% MDF OpEx
18% Rebate Contra
Global Alliances N/A Investment Corp & Mkt
Resellers
1% (Silver)
2% (Gold)
Co‐op Mkt OpEx
Marketing to Partners
Enablement, 
Awareness & 
Motivation
All 1%
Partner Summit, 
Incentives
Various
Other Infrastructure All 1% Investment Corp & Mkt
13‐Aug‐13
Effective Governance
for Program Compliance
Page 14 |    © 2013 Birch Worldwide  All Rights Reserved
13‐Aug‐1313‐Aug‐13
Establish Compliance Checkpoints
Page 15 |    © 2013 Birch Worldwide  All Rights Reserved
Program Website
Program rules
Eligibility and access
Budget management
Authorization routing
Activity planning
Request amount
Activity start & end dates
Communications and 
notifications
Reporting and measures
Program Managers
Activity Authorizations
Authorization limits
Budget approval
Audit Team
Internal authorization
Submission deadlines
Activity dates
Proof‐of‐performance
Proof‐of‐expense
Available funds
Escalations
Checkpoints
13‐Aug‐1313‐Aug‐13
Avoid These 5 Common Mistakes
Mistake #1: Payments processed against insufficient or inappropriate 
proof‐of‐performance.
Mistake #2:  Ineligible activities/items expensed with claims.
Mistake #3:  Escalated exceptions to policy approved by “Channel 
Managers” and/or not documented.
Mistake #4:  Payments made to non‐partner entities without due diligence 
to ensure their legitimacy.
Mistake #5:  Payment made to beneficiaries (e.g., 3rd party vendors) other  
than eligible partners (if not allowed).
Page 16 |    © 2013 Birch Worldwide  All Rights Reserved
13‐Aug‐1313‐Aug‐13
10 Best Practices
1. All agreements and contracts include a 
“right to audit” clauses
2. Policies are clearly written
(requirements, expectations,
and consequences for non‐
compliance)
3. Monitor and assess
validity of partner
reporting and related
compliance activities
4. Non‐compliant transactions/
activities are identified and
reported
5. Use audits for high risk activities and 
continuously monitor data
6. Establish a formal escalation review 
process to  handle out‐of‐ policy 
requests.
7. Conduct formal training 
program
for channel partners and
channel managers
8. Establish ROI measures to 
assess the effectiveness of 
investments and partner 
usage of funds
9. Communicate process  and
control procedures
10. Have resources for best practices
advice
Page 17 |    © 2013 Birch Worldwide  All Rights Reserved
Asia Pacific Office:
78C Duxton Road
Singapore  089537
Singapore
Phone: +65 62 23 76 04
North America Office:
765 Baywood Drive, Suite 237
Petaluma, CA 94954
United States
Phone: +1 707 790 8400
European Office:
Unit 16, Ilex,
Mulberry Business Park,
Fishponds Road,
Wokingham, Berkshire, 
United Kingdom, RG41 2GY
Phone: +44 1189 121200
13‐Aug‐13
Questions?Questions?
© 2013 Birch Worldwide  All Rights ReservedPage 18 |   

Más contenido relacionado

La actualidad más candente

What decisions do companies face in designing and managing a sales force
What decisions do companies face in designing and managing a sales forceWhat decisions do companies face in designing and managing a sales force
What decisions do companies face in designing and managing a sales forceSameer Mathur
 
Go To Market Strategy Powerpoint Presentation Templates
Go To Market Strategy Powerpoint Presentation TemplatesGo To Market Strategy Powerpoint Presentation Templates
Go To Market Strategy Powerpoint Presentation TemplatesSlideTeam
 
Sales Enablement Channel Management Powerpoint Presentation Slides
Sales Enablement Channel Management Powerpoint Presentation SlidesSales Enablement Channel Management Powerpoint Presentation Slides
Sales Enablement Channel Management Powerpoint Presentation SlidesSlideTeam
 
60 Minute Crash Course on Channel Management
60 Minute Crash Course on Channel Management60 Minute Crash Course on Channel Management
60 Minute Crash Course on Channel Management2Checkout
 
Keys To Building A Winning Partner Enablement Strategy
Keys To Building A Winning Partner Enablement StrategyKeys To Building A Winning Partner Enablement Strategy
Keys To Building A Winning Partner Enablement Strategyhawkeye Channel
 
Customer Segmentation Principles
Customer Segmentation PrinciplesCustomer Segmentation Principles
Customer Segmentation PrinciplesVladimir Dimitroff
 
A roadmap to omnichannel championship
A roadmap to omnichannel championshipA roadmap to omnichannel championship
A roadmap to omnichannel championshipOpenbravo
 
Technology Content Marketing - Benchmarks, Budgets, and Trends Report 2022
Technology Content Marketing - Benchmarks, Budgets, and Trends Report 2022Technology Content Marketing - Benchmarks, Budgets, and Trends Report 2022
Technology Content Marketing - Benchmarks, Budgets, and Trends Report 2022Content Marketing Institute
 
IBM - Full year Go-to-market plan template
IBM - Full year Go-to-market plan templateIBM - Full year Go-to-market plan template
IBM - Full year Go-to-market plan templateArrow ECS UK
 
Startup go to market strategy
Startup go to market strategyStartup go to market strategy
Startup go to market strategyAnders Hermansson
 
How to Engage New-to-Brand Amazon Customers in 2023
How to Engage New-to-Brand Amazon Customers in 2023How to Engage New-to-Brand Amazon Customers in 2023
How to Engage New-to-Brand Amazon Customers in 2023Tinuiti
 
Channel Management - Luck or Method?
Channel Management - Luck or Method?Channel Management - Luck or Method?
Channel Management - Luck or Method?Richard Flynn
 
Channel Strategy Marketing And Distribution PowerPoint Presentation Slides
Channel Strategy Marketing And Distribution PowerPoint Presentation Slides Channel Strategy Marketing And Distribution PowerPoint Presentation Slides
Channel Strategy Marketing And Distribution PowerPoint Presentation Slides SlideTeam
 
Modern Go-To-Market Framework
Modern Go-To-Market FrameworkModern Go-To-Market Framework
Modern Go-To-Market FrameworkJesse Hopps
 

La actualidad más candente (20)

What decisions do companies face in designing and managing a sales force
What decisions do companies face in designing and managing a sales forceWhat decisions do companies face in designing and managing a sales force
What decisions do companies face in designing and managing a sales force
 
Go To Market Strategy Powerpoint Presentation Templates
Go To Market Strategy Powerpoint Presentation TemplatesGo To Market Strategy Powerpoint Presentation Templates
Go To Market Strategy Powerpoint Presentation Templates
 
Sales Enablement Channel Management Powerpoint Presentation Slides
Sales Enablement Channel Management Powerpoint Presentation SlidesSales Enablement Channel Management Powerpoint Presentation Slides
Sales Enablement Channel Management Powerpoint Presentation Slides
 
Channel Partner Management
Channel Partner ManagementChannel Partner Management
Channel Partner Management
 
60 Minute Crash Course on Channel Management
60 Minute Crash Course on Channel Management60 Minute Crash Course on Channel Management
60 Minute Crash Course on Channel Management
 
Keys To Building A Winning Partner Enablement Strategy
Keys To Building A Winning Partner Enablement StrategyKeys To Building A Winning Partner Enablement Strategy
Keys To Building A Winning Partner Enablement Strategy
 
Customer Segmentation Principles
Customer Segmentation PrinciplesCustomer Segmentation Principles
Customer Segmentation Principles
 
What is Partner Sales Enablement?
What is Partner Sales Enablement?What is Partner Sales Enablement?
What is Partner Sales Enablement?
 
A roadmap to omnichannel championship
A roadmap to omnichannel championshipA roadmap to omnichannel championship
A roadmap to omnichannel championship
 
Technology Content Marketing - Benchmarks, Budgets, and Trends Report 2022
Technology Content Marketing - Benchmarks, Budgets, and Trends Report 2022Technology Content Marketing - Benchmarks, Budgets, and Trends Report 2022
Technology Content Marketing - Benchmarks, Budgets, and Trends Report 2022
 
Go-To Market Plan
Go-To Market PlanGo-To Market Plan
Go-To Market Plan
 
IBM - Full year Go-to-market plan template
IBM - Full year Go-to-market plan templateIBM - Full year Go-to-market plan template
IBM - Full year Go-to-market plan template
 
Digital Marketing Plan
Digital Marketing PlanDigital Marketing Plan
Digital Marketing Plan
 
Startup go to market strategy
Startup go to market strategyStartup go to market strategy
Startup go to market strategy
 
Channel Program
Channel ProgramChannel Program
Channel Program
 
How to Engage New-to-Brand Amazon Customers in 2023
How to Engage New-to-Brand Amazon Customers in 2023How to Engage New-to-Brand Amazon Customers in 2023
How to Engage New-to-Brand Amazon Customers in 2023
 
Channel Management - Luck or Method?
Channel Management - Luck or Method?Channel Management - Luck or Method?
Channel Management - Luck or Method?
 
Demand management
Demand managementDemand management
Demand management
 
Channel Strategy Marketing And Distribution PowerPoint Presentation Slides
Channel Strategy Marketing And Distribution PowerPoint Presentation Slides Channel Strategy Marketing And Distribution PowerPoint Presentation Slides
Channel Strategy Marketing And Distribution PowerPoint Presentation Slides
 
Modern Go-To-Market Framework
Modern Go-To-Market FrameworkModern Go-To-Market Framework
Modern Go-To-Market Framework
 

Destacado

Basics of channel MDF
Basics of channel MDFBasics of channel MDF
Basics of channel MDFVaughn Aust
 
Channel marketing fund overview (MDF/Co-Op)
Channel marketing fund overview (MDF/Co-Op)Channel marketing fund overview (MDF/Co-Op)
Channel marketing fund overview (MDF/Co-Op)Ashish Saxena
 
Co-op Marketing Strategies: Building a Better Co-op/MDF Program
Co-op Marketing Strategies: Building a Better Co-op/MDF ProgramCo-op Marketing Strategies: Building a Better Co-op/MDF Program
Co-op Marketing Strategies: Building a Better Co-op/MDF ProgramBalihoo, Inc.
 
MDF Coop Best Practices
MDF Coop Best PracticesMDF Coop Best Practices
MDF Coop Best PracticesVaughn Aust
 
Maximizing CO-OP & MDF Funding Programs
Maximizing CO-OP & MDF Funding ProgramsMaximizing CO-OP & MDF Funding Programs
Maximizing CO-OP & MDF Funding ProgramsPaul Yantus
 
Reinvent Your MDF Marketing Plan
Reinvent Your MDF Marketing PlanReinvent Your MDF Marketing Plan
Reinvent Your MDF Marketing PlanLAUCHLAN
 
What are the biggest challenges and struggles channel partners encounter when...
What are the biggest challenges and struggles channel partners encounter when...What are the biggest challenges and struggles channel partners encounter when...
What are the biggest challenges and struggles channel partners encounter when...Bill Kelly
 
CO-OPERATIVE MARKETING
CO-OPERATIVE MARKETINGCO-OPERATIVE MARKETING
CO-OPERATIVE MARKETINGAditya Kumar
 
Strengthen channel partnerships with PartnerPages
Strengthen channel partnerships with PartnerPagesStrengthen channel partnerships with PartnerPages
Strengthen channel partnerships with PartnerPagesPaul Featherstone
 
Cloud Phone Systems for Healthcare Providers
Cloud Phone Systems for Healthcare ProvidersCloud Phone Systems for Healthcare Providers
Cloud Phone Systems for Healthcare ProvidersPaul Yantus
 
Developing Relationship with Channel Partners
Developing Relationship with Channel Partners Developing Relationship with Channel Partners
Developing Relationship with Channel Partners Rebecca Sanders
 
Cloud Native Patterns with Bluemix Developer Console
Cloud Native Patterns with Bluemix Developer ConsoleCloud Native Patterns with Bluemix Developer Console
Cloud Native Patterns with Bluemix Developer ConsoleMatthew Perrins
 
5 Tips for Presenting to Executives
5 Tips for Presenting to Executives5 Tips for Presenting to Executives
5 Tips for Presenting to Executivesspeakingppt
 
New flexible working laws made easy - a guide for Employers, HR Directors
New flexible working laws made easy - a guide for Employers, HR DirectorsNew flexible working laws made easy - a guide for Employers, HR Directors
New flexible working laws made easy - a guide for Employers, HR DirectorsThe Legal Partners
 
LinkedIn powerpoint
LinkedIn powerpointLinkedIn powerpoint
LinkedIn powerpointguest2137df
 
What REALLY Differentiates The Best Content Marketers From The Rest
What REALLY Differentiates The Best Content Marketers From The RestWhat REALLY Differentiates The Best Content Marketers From The Rest
What REALLY Differentiates The Best Content Marketers From The RestRoss Simmonds
 

Destacado (19)

Basics of channel MDF
Basics of channel MDFBasics of channel MDF
Basics of channel MDF
 
Channel marketing fund overview (MDF/Co-Op)
Channel marketing fund overview (MDF/Co-Op)Channel marketing fund overview (MDF/Co-Op)
Channel marketing fund overview (MDF/Co-Op)
 
Co-op Marketing Strategies: Building a Better Co-op/MDF Program
Co-op Marketing Strategies: Building a Better Co-op/MDF ProgramCo-op Marketing Strategies: Building a Better Co-op/MDF Program
Co-op Marketing Strategies: Building a Better Co-op/MDF Program
 
MDF Coop Best Practices
MDF Coop Best PracticesMDF Coop Best Practices
MDF Coop Best Practices
 
Maximizing CO-OP & MDF Funding Programs
Maximizing CO-OP & MDF Funding ProgramsMaximizing CO-OP & MDF Funding Programs
Maximizing CO-OP & MDF Funding Programs
 
Reinvent Your MDF Marketing Plan
Reinvent Your MDF Marketing PlanReinvent Your MDF Marketing Plan
Reinvent Your MDF Marketing Plan
 
What are the biggest challenges and struggles channel partners encounter when...
What are the biggest challenges and struggles channel partners encounter when...What are the biggest challenges and struggles channel partners encounter when...
What are the biggest challenges and struggles channel partners encounter when...
 
CO-OPERATIVE MARKETING
CO-OPERATIVE MARKETINGCO-OPERATIVE MARKETING
CO-OPERATIVE MARKETING
 
Selección MDF
Selección MDFSelección MDF
Selección MDF
 
Strengthen channel partnerships with PartnerPages
Strengthen channel partnerships with PartnerPagesStrengthen channel partnerships with PartnerPages
Strengthen channel partnerships with PartnerPages
 
Cloud Phone Systems for Healthcare Providers
Cloud Phone Systems for Healthcare ProvidersCloud Phone Systems for Healthcare Providers
Cloud Phone Systems for Healthcare Providers
 
Developing Relationship with Channel Partners
Developing Relationship with Channel Partners Developing Relationship with Channel Partners
Developing Relationship with Channel Partners
 
Cloud Native Patterns with Bluemix Developer Console
Cloud Native Patterns with Bluemix Developer ConsoleCloud Native Patterns with Bluemix Developer Console
Cloud Native Patterns with Bluemix Developer Console
 
How To Make an Executive Presentation 2011
How To Make an Executive Presentation 2011How To Make an Executive Presentation 2011
How To Make an Executive Presentation 2011
 
Minimalist design
Minimalist designMinimalist design
Minimalist design
 
5 Tips for Presenting to Executives
5 Tips for Presenting to Executives5 Tips for Presenting to Executives
5 Tips for Presenting to Executives
 
New flexible working laws made easy - a guide for Employers, HR Directors
New flexible working laws made easy - a guide for Employers, HR DirectorsNew flexible working laws made easy - a guide for Employers, HR Directors
New flexible working laws made easy - a guide for Employers, HR Directors
 
LinkedIn powerpoint
LinkedIn powerpointLinkedIn powerpoint
LinkedIn powerpoint
 
What REALLY Differentiates The Best Content Marketers From The Rest
What REALLY Differentiates The Best Content Marketers From The RestWhat REALLY Differentiates The Best Content Marketers From The Rest
What REALLY Differentiates The Best Content Marketers From The Rest
 

Similar a MDF Best Practices - An Executive Review

Escape the shackles of ROI: Measure Channel Effectiveness
Escape the shackles of ROI:  Measure Channel EffectivenessEscape the shackles of ROI:  Measure Channel Effectiveness
Escape the shackles of ROI: Measure Channel EffectivenessBirch Worldwide
 
Show Finance the Money – How Compliance Can Drive Achievable Savings to the B...
Show Finance the Money – How Compliance Can Drive Achievable Savings to the B...Show Finance the Money – How Compliance Can Drive Achievable Savings to the B...
Show Finance the Money – How Compliance Can Drive Achievable Savings to the B...SAP Ariba
 
Assessment of partner capabilities
Assessment of partner capabilitiesAssessment of partner capabilities
Assessment of partner capabilitiesGregg Taragos PhD
 
advertising budgeting methods, factors p
advertising budgeting methods, factors padvertising budgeting methods, factors p
advertising budgeting methods, factors pmenotes
 
Change Management Fundamentals - 4/12/19
Change Management Fundamentals - 4/12/19Change Management Fundamentals - 4/12/19
Change Management Fundamentals - 4/12/19MiaGarcia19
 
What Every Finance Leader Needs to Know About Unlocking the Strategic Value o...
What Every Finance Leader Needs to Know About Unlocking the Strategic Value o...What Every Finance Leader Needs to Know About Unlocking the Strategic Value o...
What Every Finance Leader Needs to Know About Unlocking the Strategic Value o...Proformative, Inc.
 
IBM Beating Market Mandates
IBM Beating Market MandatesIBM Beating Market Mandates
IBM Beating Market MandatesCasey Lucas
 
SME Finance--the way forward
SME Finance--the way forwardSME Finance--the way forward
SME Finance--the way forwardSME Finance Forum
 
Hey Nineteen: Procurement’s Playbook for 2019
Hey Nineteen: Procurement’s Playbook for 2019Hey Nineteen: Procurement’s Playbook for 2019
Hey Nineteen: Procurement’s Playbook for 2019Zycus
 
Running head GLOBAL ENGAGEMENT 1 Global Engagement .docx
Running head GLOBAL ENGAGEMENT 1 Global Engagement .docxRunning head GLOBAL ENGAGEMENT 1 Global Engagement .docx
Running head GLOBAL ENGAGEMENT 1 Global Engagement .docxwlynn1
 
2016-09-13 How to Develop - Improve Your Nonprofit’s Investment Policy
2016-09-13 How to Develop - Improve Your Nonprofit’s Investment Policy2016-09-13 How to Develop - Improve Your Nonprofit’s Investment Policy
2016-09-13 How to Develop - Improve Your Nonprofit’s Investment PolicyRaffa Learning Community
 
Zep presentation - june 2013
Zep   presentation - june 2013Zep   presentation - june 2013
Zep presentation - june 2013Zep Inc.
 
Zep presentation - may 2013
Zep   presentation - may 2013Zep   presentation - may 2013
Zep presentation - may 2013Zep Inc.
 
Business Relationship Management Executive Brief
Business Relationship Management Executive BriefBusiness Relationship Management Executive Brief
Business Relationship Management Executive BriefSvetlana Sidenko
 
Building The Case For Supplier Relationship Management
Building The Case For Supplier Relationship ManagementBuilding The Case For Supplier Relationship Management
Building The Case For Supplier Relationship ManagementSource One Management Services
 
ABM Charter Template and Explanation
ABM Charter Template and ExplanationABM Charter Template and Explanation
ABM Charter Template and ExplanationDemandbase
 

Similar a MDF Best Practices - An Executive Review (20)

Escape the shackles of ROI: Measure Channel Effectiveness
Escape the shackles of ROI:  Measure Channel EffectivenessEscape the shackles of ROI:  Measure Channel Effectiveness
Escape the shackles of ROI: Measure Channel Effectiveness
 
Pfizer Plan
Pfizer PlanPfizer Plan
Pfizer Plan
 
Show Finance the Money – How Compliance Can Drive Achievable Savings to the B...
Show Finance the Money – How Compliance Can Drive Achievable Savings to the B...Show Finance the Money – How Compliance Can Drive Achievable Savings to the B...
Show Finance the Money – How Compliance Can Drive Achievable Savings to the B...
 
Assessment of partner capabilities
Assessment of partner capabilitiesAssessment of partner capabilities
Assessment of partner capabilities
 
advertising budgeting methods, factors p
advertising budgeting methods, factors padvertising budgeting methods, factors p
advertising budgeting methods, factors p
 
Change Management Fundamentals - 4/12/19
Change Management Fundamentals - 4/12/19Change Management Fundamentals - 4/12/19
Change Management Fundamentals - 4/12/19
 
What Every Finance Leader Needs to Know About Unlocking the Strategic Value o...
What Every Finance Leader Needs to Know About Unlocking the Strategic Value o...What Every Finance Leader Needs to Know About Unlocking the Strategic Value o...
What Every Finance Leader Needs to Know About Unlocking the Strategic Value o...
 
IBM Beating Market Mandates
IBM Beating Market MandatesIBM Beating Market Mandates
IBM Beating Market Mandates
 
SME Finance--the way forward
SME Finance--the way forwardSME Finance--the way forward
SME Finance--the way forward
 
'Next Gen' Joint Marketing Planning
'Next Gen' Joint Marketing Planning'Next Gen' Joint Marketing Planning
'Next Gen' Joint Marketing Planning
 
Hey Nineteen: Procurement’s Playbook for 2019
Hey Nineteen: Procurement’s Playbook for 2019Hey Nineteen: Procurement’s Playbook for 2019
Hey Nineteen: Procurement’s Playbook for 2019
 
Building better business cases - Nick Wensley
Building better business cases - Nick WensleyBuilding better business cases - Nick Wensley
Building better business cases - Nick Wensley
 
Running head GLOBAL ENGAGEMENT 1 Global Engagement .docx
Running head GLOBAL ENGAGEMENT 1 Global Engagement .docxRunning head GLOBAL ENGAGEMENT 1 Global Engagement .docx
Running head GLOBAL ENGAGEMENT 1 Global Engagement .docx
 
2016-09-13 How to Develop - Improve Your Nonprofit’s Investment Policy
2016-09-13 How to Develop - Improve Your Nonprofit’s Investment Policy2016-09-13 How to Develop - Improve Your Nonprofit’s Investment Policy
2016-09-13 How to Develop - Improve Your Nonprofit’s Investment Policy
 
Zep presentation - june 2013
Zep   presentation - june 2013Zep   presentation - june 2013
Zep presentation - june 2013
 
Zep presentation - may 2013
Zep   presentation - may 2013Zep   presentation - may 2013
Zep presentation - may 2013
 
Ir website 06152015
Ir website 06152015Ir website 06152015
Ir website 06152015
 
Business Relationship Management Executive Brief
Business Relationship Management Executive BriefBusiness Relationship Management Executive Brief
Business Relationship Management Executive Brief
 
Building The Case For Supplier Relationship Management
Building The Case For Supplier Relationship ManagementBuilding The Case For Supplier Relationship Management
Building The Case For Supplier Relationship Management
 
ABM Charter Template and Explanation
ABM Charter Template and ExplanationABM Charter Template and Explanation
ABM Charter Template and Explanation
 

Último

MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZKanakChauhan5
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakEditores1
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhangmcgroupjeya
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 

Último (20)

MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZ
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerak
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhang
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 

MDF Best Practices - An Executive Review

  • 4. 13‐Aug‐1313‐Aug‐13 How Programs are Evolving 4 regular exceptions entitlement practices driven by  shipment volume partner brand high expiry little or no measurement of ROI “my money" attitude less entitlement more discretion viewing the activity as a joint investment contra vs. marketing expense usage inconsistent budgets shrinking more focus control vs. engagement vendor money focus on ROI invest in highest returns auctioning investment Vendor brand needs  economies of scale consistent visibility effective measurement much less budgets investment in channel behaviors size does not overcome quality driven by Partner brand needs  Past Present Future © 2013 Birch Worldwide  All Rights ReservedPage 4 |   
  • 6. 13‐Aug‐1313‐Aug‐13 6 Essential Program Features 1. Have a plan of what you want to achieve – create joint plans with your partners. 2. Good quality data ‐ know your partners and your marketplace. Systems are only as good as the data. Engage in market intelligence sharing. 3. Approve and manage all investments, ensure approval is real. Deliver brand focused marketing through the channel with maximum effectiveness.  4. Coordinate messaging with the right message to the right people  at the right time. 5. Easy to follow processes for requesting, approving and claiming  funds. 6. Program reporting that gives everyone access to management  information not just data. © 2013 Birch Worldwide  All Rights ReservedPage 6 |   
  • 7. 13‐Aug‐1313‐Aug‐13 From Our Experience We Know Vendor’s biggest mistakes.  Difficult, complicated, unclear or overly  restrictive guidelines.  Too much control over how the funds are  used.  Failure to effectively distribute/  communication the program terms and  conditions.  Cumbersome, lengthy claims process and  procedures.  Poor or inadequate follow up on requests.  Lack of access to available funds, historical  data and reports.  Failure to target the “right” Partner(s) with  the funds. Flexibility is key. One size does not fit all. • Clear, concise accessible guidelines (kept it  simple and sales friendly). • Provide online access to available funds  and historical usage sales data. • Provide more input from the channel rep  during fund usage decisions and marketing  material creation. • Timely follow up and communications on  requests. • Remove the administrative burden. • Share vendor’s corporate initiatives and  how this will help. • Make the program and other sales support  tools “functionally” available. Page 7 |    © 2013 Birch Worldwide  All Rights Reserved
  • 9. 13‐Aug‐1313‐Aug‐13 SOX Concerns: Contra or Opex Page 9 |    © 2013 Birch Worldwide  All Rights Reserved Income Statement Revenue Gross sales Less sales returns and allowances Net sales Cost of Sales Beginning inventory Product Discounts Volume Rebates Sales Incentives Price Protection Deal Protection Trade‐in Programs Return Policies Training & Certification Demo Equipment Funded Headcount Plus goods purchased/manufactured Total goods available ‐ Less ending inventory Total cost of goods sold Gross profit (loss) Operating Expenses Selling Salaries and wages Advertising (web, print,  broadcast) Catalogs Direct mail, email, e‐newsletters Seminars & webinars Telemarketing Customer events Sales meetings Sponsorships Commissions Advertising Depreciation Total selling expenses General/Administrative Salaries and wages Employee benefits Payroll taxes etc… Total General/Administrative expenses Net Income (Loss) Above  the Line Below  the Line Contra  Revenue Operating  Expense
  • 10. 13‐Aug‐1313‐Aug‐13 Revenue Reduction or Operating Expense The general consensus is that cash consideration (including a  sales incentive) given by a vendor to a Partner is presumed to  be a reduction of the selling prices and should be  characterized as a reduction of revenue (aka Contra  Revenue). This presumption is overcome to the extent that, both of the  following conditions are met: 1. The vendor receives, or will receive, an identifiable  benefit (e.g. services or advertising) in exchange for  the payment. However, the identified benefit: a. must be sufficiently separable from the Partner’s  purchase of the vendor’s products such that the b. the vendor could have purchased the benefit  from somebody other than one of its Partners; 2. The vendor can reasonably estimate the fair value  (e.g., cost) of the benefit (e.g., proof of  cost/performance). Here are a couple of examples: Partner Advertising ‐ You receive from the Partner an  identifiable benefit (advertising) in return for the MDF. That  benefit is sufficiently separable from the Partner’s purchase  of your products because you could have purchased that  advertising elsewhere. Therefore, the first condition of the  model is met. As long as the fair value of the advertising is  equal to or greater than the MDF payment, the payment  should be characterized as an operating cost. Funded Head ‐ The first condition of the model is not met  because you receive no identifiable benefit in return for the  payment that is sufficiently separable from the arrangement  to sell products to the Partner. That conclusion is based on  two facts: (1) any benefit received by you cannot be  separated from the arrangement to sell goods to the Partner  and (2) you could not enter into such an arrangement with a  party other than a reseller of your products. The funded  headcount payment therefore should be characterized as a  reduction of revenue. Page 10 |    © 2013 Birch Worldwide  All Rights Reserved
  • 12. 13‐Aug‐1313‐Aug‐13 General Guidelines Accruals range from 1% to 6% with ⅔’s of programs between 1.5% and 3%. ISV/OEM: • 2‐3% of sales is a reasonable marketing budget. • Budgets for these partner categories are built up based on activity, not simply accrued based on sales. VAR/SP • 4% of sales is a reasonable marketing budget. • There is an expectation that this will be matched by partner funds (4%+4%=8%). • Additional 2% for rewards and rebates for attainment of program levels based on partner commitment. © 2013 Birch Worldwide  All Rights ReservedPage 12 |   
  • 13. 13‐Aug‐13 Investment Benchmarks © 2013 Birch Worldwide  All Rights ReservedPage 13 |    Marketing  Activities Focus Partner Types % of Revenue Types of  Funds Funded by Marketing Through /  With Partners Lead Generation Solution Provider 5% MDF 50% ‐ Contra 50% ‐ Mkt OpEx Partner to match  funds Distributor 1% to 5% based on  performance (avg.  2.5%) MBO Rebate 100% Contra Volume Reseller 2.5% Investment 100% Mkt OpEx OEM 5% MDF OpEx 18% Rebate Contra Global Alliances N/A Investment Corp & Mkt Resellers 1% (Silver) 2% (Gold) Co‐op Mkt OpEx Marketing to Partners Enablement,  Awareness &  Motivation All 1% Partner Summit,  Incentives Various Other Infrastructure All 1% Investment Corp & Mkt
  • 15. 13‐Aug‐1313‐Aug‐13 Establish Compliance Checkpoints Page 15 |    © 2013 Birch Worldwide  All Rights Reserved Program Website Program rules Eligibility and access Budget management Authorization routing Activity planning Request amount Activity start & end dates Communications and  notifications Reporting and measures Program Managers Activity Authorizations Authorization limits Budget approval Audit Team Internal authorization Submission deadlines Activity dates Proof‐of‐performance Proof‐of‐expense Available funds Escalations Checkpoints
  • 16. 13‐Aug‐1313‐Aug‐13 Avoid These 5 Common Mistakes Mistake #1: Payments processed against insufficient or inappropriate  proof‐of‐performance. Mistake #2:  Ineligible activities/items expensed with claims. Mistake #3:  Escalated exceptions to policy approved by “Channel  Managers” and/or not documented. Mistake #4:  Payments made to non‐partner entities without due diligence  to ensure their legitimacy. Mistake #5:  Payment made to beneficiaries (e.g., 3rd party vendors) other   than eligible partners (if not allowed). Page 16 |    © 2013 Birch Worldwide  All Rights Reserved
  • 17. 13‐Aug‐1313‐Aug‐13 10 Best Practices 1. All agreements and contracts include a  “right to audit” clauses 2. Policies are clearly written (requirements, expectations, and consequences for non‐ compliance) 3. Monitor and assess validity of partner reporting and related compliance activities 4. Non‐compliant transactions/ activities are identified and reported 5. Use audits for high risk activities and  continuously monitor data 6. Establish a formal escalation review  process to  handle out‐of‐ policy  requests. 7. Conduct formal training  program for channel partners and channel managers 8. Establish ROI measures to  assess the effectiveness of  investments and partner  usage of funds 9. Communicate process  and control procedures 10. Have resources for best practices advice Page 17 |    © 2013 Birch Worldwide  All Rights Reserved