Joint Marketing Planning Webinar

Improve Channel Effectiveness through Joint Planning

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7250 Redwood Blvd. Suite 214Novato, CA 94945Phone 415.427.5100

Introduction

Craig DeWolfVice President of Strategic Development

www.channelmanagement.com/resourceseBook: FAQ’s- Incorporating Joint Marketing Planning Into Your Channel Strategy

eBook: Improving ROI on Channel Investments through Joint Marketing Planning

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What if you could…..

…Track ROI for MDF investments?...

Understand of how allowance spending aligned with your initiatives?…

….focus resources on high opportunity partners?…

…drive better growth from yourtier II and III resellers?…

… get insight as to where your partners will focus their S/M activities – and measure progress over time?…

…monitor CAM effectiveness?...

…identify the habits of top performers.

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You CAN….with effective Joint Planning








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Agenda

• What is Joint Business Planning? (Joint Marketing Planning)

• Barriers to adoption

• Best Practices for adopting/optimizing JMP

About CCI:Why we understand Joint Marketing Planning

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CCI provides solutions toManage, Measure and Optimize

channel sales & marketing programs

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Incentive Solutions Throughout the Demand ChainDistributor Reseller Sales Reps Consumer

Co-op/MDF

Streamline management of joint marketing programs

Marketing Planner

Plan marketing programs, forecast and measure ROI SPIF & Rebates

Run short- and long-term incentive programs Sales Performance Rewards

Reward channel partners for attaining sales goals Trade In Rewards

Manage incentive programs requiring physical return of goods Opportunity Management

Deal Registration, Lead Management, Referral Rewards and Special Pricing

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Technology Focused Clients

SoftwareHardware Storage Telecom Entertainment OtherSoftware

Presenter

Presentation Notes

Bring it back to CCI macro level to show our experience and vertical expertise

http://www.quantum.com/am/default.htm�

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Optimize program design and performance

SaaS application suite to manage all program activity

Streamline operations with administrative services and support

Flexible Solution Delivery

On Demand Software

Professional Services

ProgramManagement

Presenter

Presentation Notes

With AC: Prior format preferred (V4), with graphics to left of statement, action-oriented and benefit-oriented statements, and summary statement as subtitle. Do need to retain “flexible” or “tailored” message too

What is Joint Marketing Planning?

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CHAMP Plan

CHannel

Alliance

Management

Plan

CHAMP Process

Presenter

Presentation Notes

These I imagine are common experiences, complaints in the ‘day in the life’ of a channel marketer

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CHAMP Plan

CHannel

Alliance

Management

Plan

CHAMP Process

Caveats for Data Requirements:

• Product: volume vs value

• Market: mature vs early leading edge

• Buying process

• Competitive environment

Presenter

Presentation Notes

These I imagine are common experiences, complaints in the ‘day in the life’ of a channel marketer

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1. Executive Summary Plan summary and goals Value proposition & GTM

summary Value summary (for you) Critical success criteria

(SWOT) Company overview and

market position Vertical/Solution focus

Typical CHAMP Plan Components

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2. Performance Plan/Review Multi-year sales review Program Performance Investment Summary Strategic Goals &

Attainment History





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Typical KPI forecast and performance data

Category Sample MetricsSales(overall or by product group)

• Forecast for 1-4 quarters in advance• 1-4 quarters in arrears• 1-3 years in arrears• YOY growth rates

Opportunity Registration:Target and Performance

• # Opportunities registers• $ overall value • Average value • % Conversion rate • Current: %Open, %Closed, • Average time to close• Historical reference for trends

New Customers • Source of new customers (leads vs. partner generated)• YOY Trends

MDF Spend $ • Historical MDF spend & utilization rates• Period to date levels

Competencies and Certifications • # Trained, % Trained

Rebates/Rewards Earned • 1-3 years plus % goal attainment

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Trends in Partner Metrics

Engagement & Efficiency

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Attainment History

3. Marketing Plan Objectives & related goals Corresponding vendor

initiative Product/target focus Strategies Tactical activity details ROI: Forecast/Actual Calendar

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Joint Planning Best Practices

1. Capture only the information you need Don’t try to “boil the ocean” Include goals for “soft” activities, in addition to sales Information should align with your own KPIs and GTM Track/evaluate progress over time (1-3 years) Much of the information may already exist in other systems

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1. Capture only the information you need

2. Set realistic goals

Base goals on historical outcomes from peers as benchmark

Well, if it’s so great, why isn’t JMP more broadly adapted?

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Why JMP fails….Limitation Impact

Resource requirements for 1:1 planning is significant

Limited to Tier 1 accounts to create initial plan

Time requirements to monitor plan adherence throughout the lifecycle

Compliance requires focused effort so it is often overlooked

Poor Data Standardization to compare and roll-up

Added complexity: Funding approval and claim management process often separate processes

Not effective for forecasting or setting performance benchmarks

A dis-incentive for partners and CAMs alike

Result: Poor compliance -- JMP viewed as a waste of time

No clear purpose or benefits attached to plan

No mindshare from Partners/CAMs

Presenter

Presentation Notes

Paper based systems, maintained in share point Key learnings from workshop These I imagine are common experiences, complaints in the ‘day in the life’ of a channel marketer

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3. Attach consequences to Plan attainment

Make sure partners know why they are completing the plan Use both “carrot” and “stick” methods Make CAMs accountable at every phase

So, What’s Changed?

Understanding ROI

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Perception:

Marketing Activities Directly Result in a Sale

Activity: Direct Mail Metric: Units Sold

Presenter

Presentation Notes

Common problem we see is a gap btw the activities taking place and the metrics being used with them Unless your selling your product on QVC – Flowbee, Snugglie there isnt a direct corrolation Common problem we see is a gap btw the activities taking place and the metrics being used with them Unless your selling your product on QVC – Flowbee, Snugglie there isnt a direct corrolation For Direct Marketers, this is a great model, but for many, ROI should be able to draw a correlation between individual activities and resulting sales. This can be difficult: Sales often occur months after the activity Many steps happen in between transaction

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Practical Application of Metrics

Reality: Sales are a result of multiple activities

• Direct Mail• Email• Advertising

• Event • Telemarketing

• Demo/Eval. Unit

• SPIF/ Sales Incentive

• Responders• Leads

• Attendees• Appointments

• Units Placed• Proposals• Opportunities

Created

• Units sold• Sales value• Opportunities closed

Activities:

Metrics:

Awareness Interest Desire (Trans-)Action

Tactical Activity Metrics Business Outcome Metrics

Presenter

Presentation Notes

To understand the relationship between each activity and the business outcome they must be linked. Planner tools facilitate this

Standardization Facilitates Evaluation METRICS BY ACTIVITY TYPE

Impressions

Responders

Qualified

Leads

Attendees

Sales Presentations

#of U

nits Placed

Proposals/ O

pportunities

Advertising: Print/ Broadcast X X X

Advertising Online X X X

Direct Mail X X X

Demo Equipment X X

Marketing Collateral X X

Newsletters X X X

Seminar Events X X X

Telemarketing X X X X

Tradeshows X X

Training X X

Webcasts X X

Key Take Away:

Standardizing data format (and compliance) key to insights on ROI at activity, business and program levels

Presenter

Presentation Notes

Same way you might standardize tactical metrics across different activity types, to facilitates comparison between activity types, you’ll want to do the same for Business Metrics & Program Metrics that might be tied to particular channel, sales & marketing goals

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4. Standardize data where possible

Allows comparison between partners, and activities Facilitates roll up reporting to analyze partner segments, regions, and overall

performance

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Attainment History


initiative Product/target focus Strategy Activity details ROI: Forecast/Actual Calendar

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Attainment History



Content: StaticData Format: QualitativeContent: Custom

Content: Dynamic Data Format: Quantitative

Content: Foundational

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Attainment History



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The CCI Joint Marketing Planner

Tracks multiple activities against overall business objective

Aligns allowance spending with your GTM initiatives

Tracks ROI at overall campaign level and for each activity

Facilitates claiming process directly from approved plan

Track “Forecast” vs “Actual” performance across ROI and Costs

Standardizes data formats to facilitate roll-up reporting

Presenter

Presentation Notes

Early plans were Manual: Workload intensive for partners and administrators alike Didn’t facilitate roll-up reporting, all plans were accessed manually Didn’t support standardization of metrics—nor compliance in data capture As a result, joint planning was focused on top tier only.

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The CCI Joint Marketing Planner

Stand alone application as foundation for MDF program

Improve insight vs standard single activity request forms

Easy to use for Tier 2 and 3 resellers—no more complex than standard MDF processes

Progress automatically updated with each claim

Presenter

Presentation Notes

Early plans were Manual: Workload intensive for partners and administrators alike Didn’t facilitate roll-up reporting, all plans were accessed manually Didn’t support standardization of metrics—nor compliance in data capture As a result, joint planning was focused on top tier only.

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4. Standardize all data where possible

5. Use approved plans as basis for MDF allocation

Investment vs. Entitlement

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6. Monitor performance against plan throughout the lifecycle

Make CAMs accountable for plan creation, execution, and accuracy

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Channel Marketing Lifecycle

Plan Evaluate

ExecuteAnalyze

Identify joint business goals Align vendor/ partner initiatives Identify tactics Establish investment Forecast outcome

Presenter

Presentation Notes

What if you could sit down with every partner, review a plan that was measurable and forecastable, approve all elements of plan, allocate funding/resources necessary, track progress along the way, and evaluate results vs plan to understand - WITH every partner

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Plan Evaluate

ExecuteAnalyze

CAMs and Channel Executives:Review strategies and tactics

prior to committing fundsRoll-up plans to predict overall

business outcomeForecast by territory, segment,

initiative, product, etc.Recommend revisions that

influence outcome prior to approval

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Plan Evaluate

ExecuteAnalyze

Capture real time results of costs and metrics at each stepFacilitate/simplify claiming

process for partnersMonitor adherence

Presenter

Presentation Notes

Execution Streamline administration process partners and administrators alike, including the reimbursement process Capture Actual results vs plan in near real time using standardized data formats Influence outcome at the critical phase: Assure execution runs according to planned

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Plan Evaluate

ExecuteAnalyze

Review actual vs. forecast

Benchmark results

Identify and use best practices

Identify areas of opportunity

Recognize top performers

Presenter

Presentation Notes

Evaluate: Analyze outcome vs plan for business goals Review ROI of all activities

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7. Use top performers as a basis for best practices

CAMs and Partner benchmarking Recognize top performers Share information and leverage insights Consider ranking scores or index reporting to facilitate relative comparisons

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7. Use top performers as a basis for best practices

8. Learn and evolve

Use performance to benchmark outcomes on future efforts between similar partner types and activities

Apply learning to enhance forecasting capabilities

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What if you could……








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What if you could…..

1. Understand of how allowance spendingaligned with your initiatives

2. Drive growth from tier II and III resellers

3. Track ROI for MDF investments

5. Monitor CAM effectiveness

6. Get insight as to where your partnerswill focus their S/M activities– and monitor progress over time

4. Focus resources on high opportunitypartners

• Track incentive and MDF investments to your own initiatives —including forecast vs planned costs and business impact

• CCI JMP not disruptive—no dramatic change in behavior vsstandard MDF program

• Progress vs plan is updated with each claim submitted

• The CCI JMP tracks business and activity ROI• Compare forecast vs actual

• Understand where your partners are in the lifecycle—have they matured and performance flattened?

• CAMs should certify every plan—at submission and close• Assess relative performance of each CAM vs plan • Help assure better accuracy in forecasts and compliance

with follow-through

• Data is standardized—providing roll up forecasts• The plan is automatically updated with each claim

Thank You!

Questions? Contact Us:info@channelmanagement.comwww.channelmanagement.comblog.channelmanagement.com

415.472.5100

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Joint Marketing Planning Webinar

Business

Transcript of Joint Marketing Planning Webinar