Marketing Cloud - Partner Office Hours (April 28, 2015)
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The document outlines the go-to-market strategy for Salesforce's Alliances and Channels in FY16, detailing partner engagement processes and the importance of collaboration with direct sales for enhancing ACV and client success. It emphasizes the roles and responsibilities of partner account managers and the metrics for partner success, including certifications and customer satisfaction. Additionally, it covers rules of engagement for partners and direct sales, ensuring clarity in opportunity management and collaboration.
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Salesforce Marketing Cloud has invested heavily in supporting it’s Partner Ecosystem](https://image.slidesharecdn.com/mcgtm-partnerofficehours-27apr15-150430171443-conversion-gate01/85/Marketing-Cloud-Partner-Office-Hours-April-28-2015-18-320.jpg)
Marketing Cloud - Partner Office Hours (April 28, 2015)
- 1. FY16 Alliances & Channels -‐ Partner Office Hours Go To Market Overview Tom Williams Regional Vice President, AMER Go To Market Alliances & Channels March 2015
- 2. Ques-ons will be reserved un-l the end Please post all quesKons to the chat window addressed to “all panelist” on your right
- 3. By the end of this presenta-on, you will understand… • How Partner Coverage Model is different than in the past • Working with the Direct Sales OrganizaKon – what’s the deal? • Opportunity Management • The Partnering “Do Step”
- 4. Align the MarkeKng Cloud Partner Eco System with the Salesforce direct selling organizaKon to drive ACV, Client Success and Partner Success across every region, territory and verKcal. MISSION:
- 5. Lead Generation BIGGER DEALS Higher Win RatesFASTER New Logos Industry Depth Faster Time to Value Stickier Customers Drive Renewals Relationships Account Intel SUPPORT Thought Leadership DEMO (CMO) CLOSES
- 6. Going To Market in FY16 RE-‐SELL CO-‐SELL Partner supports close of an exisKng SFDC opportunity (e.g., previously unknown intelligence, customer account relaKonship, etc.); includes Partner-‐Led JOINT SOURCED ISV CLOUD RESELLER Partner idenKfies previously unknown oppty ̶ IdenKfied by partner in account planning ̶ Lead submiced through partner portal ̶ License sold to partner for internal use ̶ Lead generated as result of partner event Partners who combine the resale of SFDC licenses with their own intellectual property, typically through apps listed on the AppExchange Partners who resell ETMC and SFDC licenses while also providing services, markeKng and support; includes fulfillment resellers used due to constraints working with governments or local currencies
- 7. Why Partner Now? FY14 H1 FY15 H1 Partner No Partner Partner No Partner EBU 43% 23% 47% 17% MM/GB 52% 36% 48% 26% ESMB 41% 31% 48% 32% TOTAL 45% 28% 47% 23% Source: Salesforce A&C FY14 & FY15 Close rates INCREASE when partners are involved. Partners help NOW. ✓ Help SFMC scale ✓ Build pipeline we can’t build on your own ✓ Extend Services offerings that result in becer client experiences
- 8. FY16 Alliances & Channels GTM Leadership Tony Beller VP, AMER EBU Rob Sparno RVP, PBU Steve Bradford VP, EMEA Minoru Hoshina VP, Japan Nicole Gallant RVP, APAC Dan Streetman SVP, WW Alliance & Channel GTM JF Allain RVP, AMER CBU Tom Williams RVP, AMER Marketing Cloud
- 9. Engagement Go To Market Alliances & Channels Field Sales Teams GTM Directors SSI Team Solution Provider Team Agency Team CFL AVP RVP AE Core Partner Account Managers Connecting field sales to the Marketing Cloud partner ecosystem
- 10. Alliances GTM & Partner Alliance Managers Roles & ResponsibiliKes ✓ Partner relaKonship management for Strategic SIs, SoluKon Providers (Resellers) & Agencies ✓ Drives execuKve relaKonship & mapping ✓ Builds Strategic Go-‐To-‐Market Plan ✓ Drives Partner enablement, accreditaKon & MC pracKce development ✓ Drives Full Force soluKons with Industry teams ✓ Works collaboraKvely with AEs & GTM team ✓ Align to AVP/RVP in sales regions to drive sales engagement with all Partners ✓ Single point of contact for sales leaders ✓ Map client/prospect’s requirements to appropriate delivery Partner ✓ Named Account planning (account mapping) ✓ Drives Regional execuKve relaKonships ✓ Builds partner account plans with AEs ✓ Supports CFL on partner implementaKons Relationship Partner Account Manager Pre-Sales GTM - Alliances & Channels Partner Engagement
- 11. Clear & Differen-ated Value Prop Engagement Execution at Scales Characteris-cs of a Go To Market Partner Deep Exper-se § MarkeKng, Sales & Services § Peer Alignment (PAM, AE, Sales Leadership) § In market coverage § RepresentaKon of Value Prop = Point of View + body of work § Cross Channel and Cross-‐cloud § AccreditaKons § Customer wins § VerKcal ExperKse § Adjacent Technology competency § Own client engagement from strategy to on-‐going delivery § Trained to implement all products § Bandwidth to deliver mulKple engagements simultaneously § FREQUENT COMMUNICATION
- 12. 4 Pillars for Partner Success Expected Outcomes: Metrics: $3M+ ACV Expected Outcomes: Metrics: Certifications & CSAT Expected outcomes: Metrics: ROI & Pipeline Expected Outcomes: Metrics: CSAT & Client Success FY 2016 Sales Engagement Account Management Active Opportunity Participation Business Development Support Engagement Client Support Certified Customer Training CSAT Measures Services Engagement Accreditation Cross-Channel Multi-Cloud Marketing Engagement Campaign/Program Planning Marketing Development Funds Lead referral (Sourced)
- 14. Suspect > Discovery Account alignment and mapping Confirm & Differen-ate > Confirming Value Joint value proposiKon delivers differenKaKon Proposal/Plan > Nego-a-ng Specific and near-‐term capability (Capacity, Capability, Timing) Early Engagement Improves Win Rate and Accelerates Pipeline When to Engage GTM Partners Stage 1-2 Stag 5-6 Stage 3-4 Stage 5-6
- 15. How we do it. Working with Go To Market Alliance Partners
- 16. Enable & Certify • Enablement on Customer Success Platform a priority • Multiple Individuals/teams • Expand beyond Email • Leverage Partner Success Services Profile Differentiation • Complete partner Profile Survey • Profile differentiation & value prop • Focus on Verticals GTM • Share Target Accounts with PAMs • GTMs Map Partner Capabilities to AE Accounts • ID Cosell Opportunities Leverage MDF to Drive demand generation Measure, adjust & invest • Track GTM Partner influence on: • ACV Contribution • Close Rates • CSAT Opportunity Management • Schedule Forecast Calls with PAM • PAM/GTMs coordinate with MC Sales teams on all opportunities The GTM Do-step
- 17. The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again. Revenue: • $150M+ YTD (CY2014) • Sourced ACV: $9.6M (FY15) • Influenced ACV: $17M (FY15) • CSAT: 9.0/10.0 (FY15) Cer-fica-ons: • Total: 612 • Technical Architect: 5 • Sales: 140 • Service: 124 • Developer: 343 Founded in 2006, backed by Sequoia, GGV, General AtlanKc and salesforce.com. They have 500+ enterprise customers 1500+ projects, 5000+ companies using their cloud technologies. Appirio has consultants in 38 states, five countries and is headquarterd in San Francisco, California.
- 18. Commi]ed to Partner Success MC Partner Account Manager Training Team SoluKon ConsulKng Team Go To Market A & C Go To Market Services Salesforce Marketing Cloud has invested heavily in supporting it’s Partner Ecosystem
- 19. 1. Suspect 3. Confirm & Differentiate 4. Confirming Value 5. Proposal & Plan 7. Closed Won - Waiting on Contract 8. Closed Won 2. Discovery Omitted Best Case Best Case Best Case Most Likely Commit Commit Closed 6. Negotiating Sales Stages Forecast Category Probability 0 10 25 50 75 90 100 100 ACV Forecast Category Mapping
- 20. ACV Forecast Category Mapping
- 21. Lead Sales/Partner • Tag the partner on this opportunity Lead Sales/Partner Role • This indicates Joint or Sourced Partner Team(s) added Opportunity Teams • Partner Account Manager (PAM) added as 100% overlay • Go To Market Director (GTM) added as 100% overlay How We Track Co-sell Opportunities with GTM Partner Involvement Opportunity Tagging
- 22. Sales Rules of Engagement § Partners will not knowingly solicit exisKng Salesforce direct account relaKonships unless they are collaboraKng with Direct Sales AE; in GB and ENTR, resellers will not solicit any business. § If customer noKfies Salesforce in wriKng of its intent to allow its contract to expire in order to migrate to a Reseller, Direct Sales will engage with the both the customer and the Reseller to facilitate the transiKon of services from a direct engagement to a Reseller engagement. § At any point that a Reseller becomes aware of an exisKng contractual relaKonship between a prospecKve customer and Direct Sales, the Reseller AE is required to noKfy the appropriate Direct Sales AE of the potenKal opportunity. Exis-ng Salesforce Direct Customers Exis-ng Salesforce Indirect Customers § Direct Sales will not knowingly solicit direct engagement. Resellers get first right of refusal to sell new applicaKons. § At any point that Direct Sales team becomes aware of an exisKng contractual relaKonship between a prospecKve customer and a partner, the Direct Sales AE is required to noKfy the appropriate Reseller AE of the potenKal opportunity. § Direct Sales will screen inbound leads for prior exisKng relaKonships with a Reseller or deals registered by a Reseller prospect. Resellers and Reseller AEs must collaborate closely to ensure accuracy in screening process. § If Reseller’s customer wants to migrate to Direct relaKonship, Direct Sales may only engage with customer once customer submits intent in wriKng to both Direct Sales and Reseller, and the Reseller must acknowledge receipt. Customer Prospects § Direct Sales will not knowingly solicit any enKty that has been idenKfied in Salesforce as a prospecKve customer of a Reseller (through a registered lead) unless invited into the sales opportunity by the Reseller. § If a Reseller sources a deal, the Direct Sales AE should not proacKvely look to bid or compete on the deal (even if RFP is issued). If any party feels strongly that 1 )the Reseller capabiliKes are inadequate to do the work, 2) our brand is at risk or 3) we are asked to bid directly by the client, then there will be a internal conversaKon, with Sales &Alliances leadership approval needed to bid direct or via a blended model with partners. § Either party (Reseller or Direct Sales) can register leads related to A) a lead from the other party with no acKvity/live contact for >30 days, B) opportuniKes deaded out > 60 days prior or C) previous customers that acrited > 90 days prior.
- 23. Services Rules of Engagement § Salesforce Services will not compete when Opportunity is sourced by partner or Partner is an acKve proponent of Salesforce or opportunity is being driven by a partner Fullforce soluKon. § In joint Core and MC sales pursuits, the partnering strategy for the Core products should be the partnering strategy for MC, provided the partner has MC experKse § This rule is Opportunity specific, not Account specific Primary Rule Excep-ons § The Following excepKons need to be approved on a case-‐by-‐case basis by both Sales and CFL leadership: § Salesforce brand is at risk § A client mandates it § Salesforce Services acKvely invests in the sales cycle either with demos or other assets Partners Helping Salesforce Services § Partners are asked to increase the amount of blended Salesforce Services resources into their complex projects; beyond staff augmentaKon and preferably with whole work streams. § MC Sales teams will get paid on ET@ services when these services are sold to a partner § Alliances idenKfies opportuniKes for Salesforce Services to grow offerings for newly ramping SIs, programs with signed PSAs and rate cards, and implementaKon services to partners and customers in new technologies (e.g., analyKcs, mobile, communiKes, etc.).
- 24. Questions
- 25. May 12th: • Salesforce Connec-ons May 19th: • Marke-ng Cloud Product Update: Email Upcoming Office Hours
- 26. Thank You.