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1、Partner Planning合作伙伴规划,BeijingJan 2003CNET Training&Consulting,概述Summary,Define your reasons for working with your partners.确认选择合作伙伴的理由Define now you will measure the success of the partnership.合作伙伴关系是否成功的量化Define your expectations of your partner.确定你对合作伙伴的期望值Identify the joint initiatives that will
2、 help you and your partner drive incremental revenues.找到能够帮助你和合作伙伴营收共同持续增长的动因Apply a consistent set of tools&Processes for planning.应用一种协调的方法(包括工具和过程)来做计划Build a plan to go to market with your partner.建立一个你和合作伙伴切入市场的计划Evaluate your current relationship with your partner to determine of it meets your
3、 mutual goals.评估你和合作伙伴目前的关系来确定它是否双赢,Objectives目标,Partnering Model/CSFs of Partnering 合作模式与关键的合作成功因素,Discovering what is possible发掘所有可能的机会,Vision长远目标,Intimacy紧密合作,Impact效果,Closeness，sharing and Mutual trust紧密合作，经验共享，相互信任,Adding Genuine value and Productivity增加真正的价值并提高生产率,Hi-Tech Product Adoption Life
4、 Cycle产品生命周期与合作伙伴的关系,Revenue业务量,Sold Product,SoldProduct,Shift From Sold ToBought Product,Mass Merchants 批发,初期市场 Intro,市场接受期 Adoption,成长期Growth,成熟期Maturity,Time时期,Direct Sell(HTS)直销,VARs/SIs 集成,Broad Distribution 分销,BoughtProduct E-commerce 电子商务,New product新产品Service low服务体系未成型Branding low品牌影响力弱Inst
5、all base low,By CaseBranding 品牌Install base,Mkt share 市场份额Finance prepare 财务准备Accelerated selling 加速销售,Logistic 后勤Recruitment 征募Acquisition 获取Margin 利润,Channel and Alliance Management Process渠道与联盟管理进程,2.Application&Development应用与发展,3.SIs系统集成,4.Distribution分销,5.Installation安装,6.Operational Support 运作
6、支持,7.Operational Services 运作服务,Channel Selling Cycle渠道销售循环,Go-To-Market Model切入市场模型,Product,Distributor,Solution Partner/SI/ISV,2nd tier,Named Account,Non-named Account+Con.,Sales-in,Sales-out,Solution Driven,Program Driven,Sales-Thru,Direct Sales,Solution,Services,Management Flow管理流向,Vendor,Distrib
7、utor,2nd Tier,1.Down Management,3.Up Management,2.Self Management,Partner Planning Program合作伙伴规划流程,3.Value Mapping价值图解,2.Analysis分析,1.Assessment评估,4.Dev.&Mgmt Model发展和管理模型,5.Partner ship Checking客户关系检查,6.Review System考评系统,Reasons for partner合作原因Definitions for success成功的定义Expectations期望,Growth strat
8、egy增长战略Capabilities能力Channel Model渠道模式,Current Engagement目前的情况Partner Profitability合作伙伴的利益Value Engagement价值互动Value Proposition价值主张,Partner Positioning合作伙伴定位 Channel Program渠道流程GOSARTGOSART 方法,Weekly每周一次Monthly每月一次Quarterly季度性的Yearly每年一次,Innovation 创新Agreed Goals共同认可的目标Balance of Return回报平衡Trust 信任
9、Shared Knowledge知识共享,Partner Planning Program合作伙伴规划流程,评估方法,7.Partner planning sheet计划表格,详见第三章,Step1 Assessment评估,What make partnerships work?是什么成就了合作伙伴关系？Reasons for partnering 合作的原因Definitions for success 成功的定义Expectations for partnership 合作关系的展望和预期,Influence/Access接近和影响,Coverage覆盖面,Development拓展,F
10、ulfillment履行,Reasons for Partnering合作的原因,Outsourcing外包,Solution Completion完美的方案,Standards Ownership所有者,Expertise专业化程度,A.Reasons for partnering合作原因(8大理由),B.What is success?成功的标准是什么？,Your companys definition of success 你公司定义的成功,Your partnersdefinition of Success合作伙伴定义的成功,=,？,Marketing市场,Service&Suppor
11、t服务与执行,Implementation执行,Sales销售,Partner Value Chain(Value Mapping)合作伙伴价值链,Offerings供应,C.Expectations预期,Step2 Analyzing the partners Biz分析合作伙伴的业务,Growth strategy 成长策略Capabilities 能力Channel Model 渠道模式,A.Growth strategy Matrix成长策略矩阵,NEW,Current,MarketSegmentation市场划分,Development开发市场,Offering(Products/s
12、olutions/services)供应（产品/解决方案/服务）,NEW,Penetration市场渗透,Diversification多方位,Launch发布会,Partner strategic合作伙伴策略Acquisition 并购Partnership 合作关系Re-train 再培训Recruitment 招募Development 开发,Extended扩展能力,Augmented综合能力,Core核心能力,B.Capability Elements构成能力的元素,Product 产品,Services 服务,Expertise 专业,Capabilities=Products+S
13、ervices+Expertise(What)(How)(Who)能力=产品+服务+专业化,C.Channel Model渠道模式,Market View市场总览,Enterprise企业用户,Mid market中级市场,Mass Market大众市场,Premier Resellers,Key partners/SIs,Strategic Partners,Resellers/Others,Channel Model渠道模式,三级火箭,政府,金融,电信,税务,Step3 Value Mapping价值图解,How to find the value 如何找到价值,+,YourCompany
14、CurrentInitiatives公司当前动力,YourPartnersCurrentInitiatives合作伙伴当前动力,Current Engagement 当前互动模式,Potential Initiatives 未来的动力,Future Joint Possibilities 未来的合作可能,+,Value Engagement 价值互动,A/C,Project management rather the Biz management项目/客户的管理重于业务的管理,Limited Services Opportunity.增值服务的机会十分有限,Lower customer/Par
15、tner satisfactions客户、合作伙伴满意度不高,Playing outside value Role/Swooping合作伙伴的价值无法体现,Late Partner Engagement/Set the price滞后的合作，价格起决定作用,Current Engagement Model当前的合作模式,NeutralEngagement,“无为而治”的合作模式,Best Biz Practices最佳商业行为,Partner capabilitys specialization伙伴能力的特点,Early Engagement提前介入合作,Partner Profitabili
16、ty伙伴利益,Regional Planning区域计划,The Value Engagement Model以诚信/价值为基础的合作模式,Gap Analysis差值分析,Full Solution delivery完整的方案,Go to market strategy制定市场策略,In creased customer satisfactions提高客户满意度,Successful solution Deployment成功解决方案的开发,Maximize services opportunity 增值服务最大化,Shorter sales cycle更短的销售周期,Early Engag
17、ement提早合作,Regional Planning区域计划,ValueEngagement,“诚信为本”的合作模式,Trusted advisor status 可信赖的顾问角色,Display to your value Role 体现价值,Increased customer satisfactions 提高客户满意度,The Value Engagement Model以诚信/价值为基础的合作模式,ValueProposition价值主张,+,=,YourCompany你的公司,YourPartner合作伙伴,ChosenInitiative/MarketSegment动力与市场划分
18、,Value Proposition价值主张,Step4 Development and Management Model拓展与管理模式,High,High,Low,Importance of you to partner你对合作伙伴的重要性,Higher Industry Knowledge深入的行业知识Development 发展More Investment of Partner 合作伙伴更多的投资,Set Stretch Goal to Motivate设置高级指标以激励合作伙伴Re Train 再培训Differentiation 找到差异Solution Selling app 方
19、案销售,Rationale Partner 基本合作伙伴Marketing 市场More Training 多一些培训,Increase Your Coverage 增大你的影响面Joint Marketing 接入市场Developing another Partner Fostering,Looked me!关注我！,Love you!Need you!喜爱你，需要你！,Well,um,yeah whatever,Get your discounts here 你将被扣分,Importance ofpartner to you合作伙伴对你的重要性,“三大统一战线“毛泽东,培育另一个合作伙伴
20、,How are Partners Positioned如何给合作伙伴定位,Channel Positioning渠道定位,Channel,Channel Management渠道管理 Account planning 客户规划 Competition 竞争 Conflict 冲突 Commitment 承诺,Channel Development 渠道发展 Recruitment 需求 Training up 培训 Alliance 联盟 New sector development在新的领域合作,Channel Marketing渠道市场 Incentive program 激励措施 Tr
21、aining program 培训措施 Marketing communication 市场沟通 Sales tools 销售工具,Channel Operations渠道运作 Ordering management 定单管理 Sales out reporting 销售报告 Inventory reporting 库存管理 Credit control 信用管理,Channel Model Program渠道模式流程,Core Partner核心合作伙伴Channel and Alliance Program渠道与联盟流程,Many Programs多种流程,Focus on:关注Marke
22、ting Strategy市场策略Joint Marketing Program联合市场活动Ad-hoc Activity/Program边走边看的行动和活动方式Sales Commitment销售承诺,Goal目标,Objective目的,Strategy策略,GOSART,Test测试,Resources资源,Actions行动,The GOSART MethodGOSART 方法,GOSART 方法,Analyzing your Partnership分析合作伙伴关系,How does your Partner perceive your relationship?合作伙伴是怎么认为你们
23、的关系的？Appropriate level of coverage 合作伙伴各结构层的覆盖Appropriate level of sponsorship 得到更高的支持程度,Step5 Partnership Checking合作伙伴关系检测,Principles of partnership-Process合作伙伴关系的准则-流程,Agreed Goals目标一致,Innovation创新,Trust信任,Shared Knowledge知识共享,Balance of Retune收支平衡,(Innovation)创新,Principles of Partnership-Definiti
24、ons合作伙伴关系的法则-定义,(Agreed Goals)目标一致,(Balance of return)收支平衡,(Trust)信任,(Shared Knowledge)知识共享,Step6 Review System考评系统,Strategy(for 1 year)策略(一年),Tactics(for 3 months)战术(3个月),Operations(for 6 months)运作(6个月),1.Differentiate from competitors找到与竞争对手的差异2.Cost of Biz成本3.Core competence核心竞争力,1.Pricing价格2.Pro
25、moting促销3.Programing市场活动,1.Role&Responsibilities角色与责任2.Engagement配合3.Execution执行,SWOT分析,Target目标,Strategy策略,Challenges挑战,Resource资源,Marketing Programs市场计划,Action Plan 行动计划,CSF成功关键,Milestone里程碑,Measurement考核,Opportunity机会,Review Process考评流程,5 Levels Of Sales Review 考评的5个层次,Actual number Forecast Comm
26、itment Upside The Gap,Sales activity Sales plan Marketing activity,What done在做什么？,Approach Account managementskills,How to do怎么做？,De-commitment Execution vs the plan Discipline,Why not为什么不行呢？,What needed How to deliver Process,What requested需要什么？,Actual vs forecast实际的与预测的,Objective:Last week review(
27、sales-in/out,program execution,issues),action plan for this week Issues solving Format:Con-call Attendants:Business mgr/product mgr Time:1:30pm every Monday,WK1,WK2,WK3,WK4,Communication Improved,Issue reduced,Mon1,Mon2,Mon3,Qtr1,Qtr2,Year,Weekly,Monthly,Quarterly,Yearly,Objective:Last month busines
28、s review,business planning for this month,interlock with each function issues solving and program initiatives Format:Round-table meeting Attendants:Function team leader+Business Mgr Time:1st week of each month,Executive Communication meeting Objective:Top management communication Format:Lunch/round
29、table meeting/golf Time:1st week of each quarter,Team building activity,Objective:business review and planning,goaling,budgeting,performance award Interlock with each function Format:Round-table meeting Attendants:GM,sales mgr,tech mgr,marketing mgr,fin mgr,branch mgr Time:beginning of new finance year,Communication System沟通系统,Partner planning sheet渠道规划工具和表单,
