Session # 301 ASAP 2012 Annual Global Alliance Summit

A Simple Framework for Complex Alliances:  An IDEA from IT

Agenda• Need for an Alliance

framework

• Our IDEA of partnering

• Getting started

• Helpful Resources

• Q&A

333

1991

444

2011ONLY 25% REMAIN IN THE RACE

POWERFUL GLOBAL FORCES ARE DRIVING OPPORTUNITIES

New Commerce

Emerging Economies

Digital Consumers

Sustainable Tomorrow

Healthcare

Economy

Smarter Organizations

Pervasive Computing

666

GLOBAL CONSULTING & TECHNOLOGY COMPANY

HAS EMERGED AS THE NEXT-GEN

Solution Collaterals

Training and Pre-Sales KT

Knowledge Base

Best Practices, White-paper

Create Roles and Responsibility Matrix (RRM)

Create Partner account review plan (PAR)

Sell in existing COMPANY accounts, Cross-sell, Up-sell

Jointly create a new account wishlist

Sell to existing partner Accounts

Sell to Partner opportunities

Eat our own dog food

RFX Leads

Leads from Marketing Activities

Sell through Field Contacts

Revenue

Pipeline

Operational Support & Effectiveness

Branding

Partner Events

Webinars

Analysts

Case Study

Organisation Strategy

Business Unit/Practice Strategy

Customer Need/Demand

Competitive Value-add

Need for Alliance

Delivery Team Training

Solution/IP Development

Project Execution

Positioning

Pricing

Value Proposition

Services

Features/Functionalities

Competition

Metrics

Sales Enablement

Alliance Assessment

Alliance Segmentation

Technology

Services

Certification/Validation

OEM

PlatformAlliance Due-Diligence

Business Case (Plan B Partner)

Delivery Anchors

Alliance SPOC

Finance

Legal

Alliance Negotiations

Maintain as per the Agreed Governance

Assess

Alliance Health Check

Terminate

Accelerate

Partner Governance

Sales

Marketing Activities

Investment/Commitment

Strategic Alignment

Alliance Operations

Resources

Financial Up front

On client Acquisition Target Solution

Alliance Lifecycle

(Context) Alliance Solution

Managing Alliances is Complex and can be confusing…

8

RESOURCE

CONSTRAINTS

RE

GU

LA

TO

RY

PR

ES

SU

RE

COMPETITIVE

PRESSURE

CO

ST

PR

ES

SU

RE

8

Customer NeedsOur

Offerings

PartnerOfferings

Company Business Strategy

Alliance Strategy

Delivery Sales Marketing

Alliance Life-Cycle

Alliance IP and Market Dev.

Alliance Field Engagement

Alliance Charter

Alliance Guideline

Alliance Metrics

ALLIANCE FRAMEWORKWe needed a framework to manage the complexity…..

• Common framework for Sales, Pre-sales and Delivery that includes components and individuals in a virtual organization using a common governance model.

• Involve stake-holders from legal, commercial, sales, delivery, across horizontal services and industry verticals globally.

• Leverage alliances whose technology or services will complement ours• Go-to-market alliances (primarily lead-sharing) between partners

GETTING STARTED: AS SIMPLE AS 1-2-3-4….

TWO Engagement Approaches across partners:

ONE Alliance Framework

FOUR Alliance Life-Cycle Stages: Each with different activities and gating criterion

GETTING STARTED: AS SIMPLE AS 1-2-3-4….

THREE Alliance Tiers: Sorted in ascending strategic importance

Tier Revenue Deals Alliance Owner Exec. Sponsorship

Silver < 0.5M <2 Sales (Account Manager ) or Pre-Sales (Solution Design)

Not Required

Gold 0.5-2.0M 2-5 Can vary Head of Alliances

Platinum 2.0+M 5+ Core Alliance team Executive Committee Member

Define Establish AssessIdentify

Improve

FOUR Alliance Life-Cycle Stages: Each with different activities and gating criterion

GETTING STARTED: AS SIMPLE AS 1-2-3-4….

Partnering goes through an iterative and evolutionary process We get into greater level of details as we progress through the various stages

Accelerate, Abandon or Acquire!

• Identify : What do we do before we even meet with a partner?

• Define : What do we do when we meet thefirst time?

• Establish : How do prepare to win our

first client?

• Assess : What do we do next?

Define Establish AssessIdentify

Improve

STAGE 1: IDENTIFY D E AI

STAGE

Awareness of gap in existing offerings - either from client, our own team orfrom directly from a potential partner

Internal consensus to interest to explore idea and possible partner champions

Designated champion spells out key requirements of partnership, expected investments, and benefitsManagement approvals to explore partnerships

Initial Business Case prepared

Market Scan to create long-list

Initial conversations with potential partners

Sign NDA's with short-listed potentials

High level exchange of business information and expectations

Evaluation of potential partners

Deliverable: Short list of 2 (max 3) partners

KEY ACTIVITIES

IDE

NT

IFY

STAGE 2: DEFINE D E AI

STAGE

Term-sheet prepared to decide joint next-steps

Key Contacts identified at partner side and champion

Next level of discussions

Sales confirms target market, vertical, geo, and phasing if required

Delivery confirms and provides resources to make this happen

Review of Business Case, including possibility of alternate partner (Plan B)

Deliverable: Signed Teaming /Partnership Agreement

KEY ACTIVITIES

DE

FIN

E

STAGE 3: ESTABLISH D E AI

STAGE

Finalize and execute on Go To Market plan

Sales Enablement - Sales training, prepare collateral, presentations, target customer list, FAQ's

Solutions Design/Delivery enablement - readiness to sell and deliver joint solutions

Creation and review of joint pipeline (2+2+2 Model)

Explore Pilot "Try and Buy" Program to existing customers

Efforts to close first sale

Deliverable: Contract with end-partner for first joint client

KEY ACTIVITIES

ES

TA

BL

ISH

D E AI

STAGE

Create success story with first joint client.

Re-use learning and deliverables for subsequent opportunities

Explore joint marketing events to publicize the joint client

Review progress of clients and also build relationship at operational and executive sponsor level

Alliance Governance Council (AGC) decides to take relationship to higher or lower level based on pre-agreed metrics

Deliverable: Revised Portfolio Review of all Partners

KEY ACTIVITIES

AS

SE

SS

 

STAGE 4: ASSESS: (ACCELERATE/ ABANDON/ ACQUIRE)

HELPFUL RESOURCES

IDEA Checklist The M2Y2O2 Model

Microsoft Office Excel 97-2003 Worksheet

IDEA CHECKLIST

Almost 100 questions to ask yourself at each stage of the IDEA life-cycle

Look for the questions relevant for the current stage you are at with your partner

Do not proceed to next stage until all questions relevant for current stage are reviewed.

While it is good to keep a record of the responses to each, it is most important you do not miss out any question as you progress

Keep coming back from time-to-time to review these questions as situations/ responses often change

Can be modified to suit your industry and unique business

The M2Y2O2 Model

First of all, our side offers to introduce the new partner to 2 existing clients where we are well-entrenched, and the partner is not present (My 2).

Builds gradual trust and can scale.

Next our partner takes us into 2 of his clients where I am not present (Your 2)

Finally we chose 2 accounts where neither of us are present – and we take pro-active steps, invest in joint marketing to win these together (Our 2)

A simple method to create a joint pipeline: The 2+2+2 Plan

19

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