the cloud: five years later - amazon web services€¦ ·...

The Cloud: Five Years Later

Trends in Engaging Partners to Make the Great Leap Beth Vanni – Vice President, PartnerPath

Guests

Raja Sundaram VP, WW Services

Partner Organization

Doug Smith VP, Partner Strategy

and Operations

Novice

Tolerant

Reliant

Accomplished Centric

We Elevate the Impact of Your Partnering

PartnerPath is the only company with a holis9c approach to designing, implemen9ng and

automa9ng go-‐to-‐market models to increase impact and awareness

2008 Cloud market predictions Cloud Leaders On-line marketplaces Role of the channel partner

$25b by 2013 Salesforce.com Google Public: - SFDC AppExchange - Apple AppStore Influencers/agent; Vendors delivery direct ISV ecosystems just emerging

2012 $241b by 2020 Infrastructure, SW development, public cloud apps., security, management Public and private, from: - SW & HW vendors -  Cloud brokers -  Service providers & distis Partners as: - Resellers - Brokers -  Service providers -  SaaS developers -  Prof. Services delivery

What Hasn’t Changed: Partners’ Cloud Concerns

•  Perception of reduced margins and cashflow

•  Loss of customer control

•  Loss of relationship (conflict) with vendors

•  Perceived lack of service revenue

•  Change in revenue recognition model

•  Transition workforce skill set

•  Selling to a different decision maker

•  Vendor cloud solution training may be lacking

Trends We See

1. Partner roles & engagement models

2. Enablement & business transformation

3. Talent development

4. Role of the service provider

Low Degree of Partner Involvement & Investment High

Selling & Evangelism

Reselling/ white labeling

Par

tner

Rev

enue

Opp

ortu

nity

H

igh

Professional Services

Apps. & Tools

Infrastructure/ Network

“Builders”" “ Providers”!“Sellers”" “Developers”!

Cloud SP Recruitment

Four Distinct Partner Roles

Source: PartnerPath 2012 State of Partnering Study

Deliver direct cloud: use partners as resellers

Sell technology to partners to build their own services;

no direct delivery

Deliver direct cloud: use partners as agents/

brokers

Engagement Models

Sell to large Service Providers & help them

recruit our channel partners

Vendors’ Expectations for Cloud Partners

Q: What primary role(s) do you expect partners to play in sales and/or delivery of your cloud solution(s) (check top 2)


Resell the vendors’ cloud services

Manage customer rela9onships

Offer Pre-‐ and Post-‐Sales Services

Refer leads to vendor for direct sale

Sell services for large Service Providers

Build SaaS applica9ons

In the next 2 years, which partner roles do you think are most critical in building cloud market momentum?

How have you changed your engagement model in the last 2 years with cloud builders?

Trends We See


2. Business transformation & enablement



Business Transformation

Build demo center

Invest in automa:on to managed

New investors/addi:onal funding

Restructure professional services

Get deeper technical training

Sell to different decision makers

Change revenue rec. model

Retrain exis:ng staff

Change staffing model

0% 10% 20% 30% 40% 50% 60%

Source: PartnerPath: The Cloud’s Biggest Winners (preliminary)

Q: In the next two years, what significant changes do you expect to make to your business model to support cloud services? (choose top two)

Building Professional Services Capabilities

QV: Around which type of services are you most interested in cultivating partner delivery skills in 2012?

0% 10% 20% 30% 40% 50%

Post-‐sale product integra:on, tes:ng &

Pre-‐sales assessments and architectures

Hardware break/fix repair

First line tech support

Cloud or managed applica:ons as a service

Managed infrastructure services

Partners Vendors

QP: Which of these services are you most interested in offering or expanding in 2012?

Source: PartnerPath 2011 Engaging the Services Partner study

Training & Specialization Top Partners’ Vendor Needs

0% 10% 20% 30% 40% 50%

Availability of financial support during the business

Agent fees for new business

Special technical training

Priority access to field sales teams for co-‐selling

Ongoing commissions on monthly recurring revenue

Special sales training

Specializa:on status in our partnering program

Professional services mentoring or training on

Reselling margins on total contract value


Q: What are your biggest needs of your leading suppliers in support of the growth of your cloud practice? (choose top 2)

How are you helping partners enhance their professional services skills?

What role do you have in partners’ business transformation?

Trends We See





Finding the Right Talent

“The biggest challenge is growing our business with the current staff that we already have without

hiring more employees.”

“Finding capable sales people; that is really the most important factor.”

“Finding quality people in a weak economy; finding

people who are educated in sales of services.”

0% 5% 10% 15% 20% 25% 30% 35% 40%

Staffing/resources

$50M+ $20-‐50M $5-‐20M <$5M

Barriers to 2012 Overall Growth

Trouble finding the right sales & technical talent

2011 - 22% 2012 - 31%

Barriers to Services Growth

Q: What is the biggest challenge you face in growing your business over the next 12 months? Q: What issues, if any, have you faced when trying to increase the amount of revenue you generate from selling professional, managed, and/or technical support services?

IT as a Service – Talent Development

General Computer

Science Skills

Vendor Cer9fica9ons or Specializa9ons

Solu9ons Architecture &

pre-‐sales experience

Understands on-‐premise vs. cloud

Are you doing anything to help partners’ cultivate technical talent?

How do your certification and (cloud) specializations create value for your partners?

Trends We See





Service Providers are Strategic – or Will Be

“Service Providers are Highly Strategic to my Partner Ecosystem …”

Segment 2010 2011 2012

Large service providers/carriers

24% 34% 33%

Managed Service Providers

18% 36% 39%

Global and National Service Providers are treated as Strategic Alliance partners --

Source: PartnerPath 2011 - Telecom Service Providers: Leaders or Laggards and 2012 State of Partnering Study

Building their Own Ecosystem

0% 20% 40% 60%

Specialized business process or industry insights

On-‐premise gear and local installa:on and support

Public or private sobware applica:ons (SaaS)

Pre and post-‐sale IT professional services

of vendors feel P2P collaboration is necessary with the large service providers, to round out their capabilities in:

Source: PartnerPath 2011 - Telecom Service Providers: Leaders or Laggards

What are you investing in to help your leading service providers build their own ecosystem?

What do you see the future of MSPs and carrier/SPs to be in your channel ecosystem?

The Cloud & the Channel: 3 Years Later

1.  Recommit to tried-and-true partnering principals: •  The right partner profile •  Strong, clear value proposition •  Define your partnering position

2.  Get nimble on your program structures •  Partner types and transactional models

3.  Define how far you want to go on enablement

4.  Listen, really carefully

�

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Are You Cloud Channel-Ready?

ACCOMPLISHED

RELIANT

TOLERANT

NOVICE

CENTRIC

§  Define cloud product and services portfolio §  Identify partner fit with direct cloud efforts §  Build plan for partner cloud economics for selling, building, delivering

§  Basic partner engagement models defined §  Basic partner value proposition built §  Technical and sales training paths developed

§  Internal awareness established re: partner role(s) in cloud services

§  Coverage/ capacity and recruitment needs established, based on partner roles

§  Professional services engagement model established §  Integrate partner roles into channel program structure §  Detailed value proposition, based on partner role/type established §  Services and marketing enablement plans & curriculum in place

§  Channel conflict issues addressed and rules of engagement clearly defined & communicated §  Strong partner-ready sales & marketing tools built §  P2P collaboration plan established

§  Incentive structure in place and integrated with channel program

§  Role of distribution identified, if applicable

§  Business transformation services & tools in place

§  Combination of existing and new cloud solution providers in place §  Use-cases and success stories packaged for cloud partners

§  Internal training completed to orient sales & service teams to the role of the partner(s)

§  Incentive structures in place to drive partner profitability around cloud adoption & wins

§ Automation and portal tools in place to assist partner with services infrastructure

Growing a Cloud Business Success Thru the Channel

2. Enabling Cloud

Partners

3. Managing Cloud Partners

1. Cloud Value Prop

3-Part Educational Program Series


2. Enabling Cloud

Partners


1. Cloud Value Prop


1.  Overall cloud partnering strategy

2.  Understanding partners’ cloud

concerns

3.  Profiling & segmentation

4.  Value Proposition

5.  Financial incentive considerations

6.  Recruitment techniques

7.  Engagement models

8.  Certification & specialization


2. Enabling Cloud

Partners


1. Cloud Value Prop


1.  Sales training

2.  Technical training

3.  Sales support & teaming

4.  Technical support & tools

5.  Marketing support & tools

6.  Professional services enablement

7.  Partner–to–partner collaboration


2. Enabling Cloud

Partners


1. Cloud Value Prop


1.  Business planning

2.  Scorecards & assessment tools

3.  Program metrics & compliance

4.  Measuring partner & customer

satisfaction

5.  Ongoing account management

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Thanks! [email protected]

760-731-5283

the cloud: five years later - amazon web services€¦ ·...

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