Expansion in the multi-cloud
The company was the largest network provider of multiple cloud interconnectivity in the world, with over 600 data centers worldwide. Revenue was generated primarily by direct sales and a small set of channel partners established opportunistically on a deal by deal basis. There was no channel leadership, distribution strategy, channel support, or enablement infrastructure. Executive management and the Board recognized that these channel constraints needed resolving to scale growth and improve margins rapidly.
Designed a new global distribution strategy, including
- Articulation of the most significant benefits that the target market derives from the offer
- Identification of the competitive alternatives that customer would use otherwise
- Determination of the primary differentiators that set the product apart from the competition
- Identification of critical channels of distribution, i.e., the target companies to work with
- Development of the value proposition for channel partners
- Revenue and margin projections, including an achievable channel revenue forecast of $6M to $8M in the first 12 months and $25M to $30M in 24 months
• Conducted a detailed analysis of the company’s current go-to-market sales strategy, including an assessment of the global channel capabilities
• Measured channel enablement, marketing resources and promotion, channel engagement tools, and channel performance metrics across each distribution channel, including
- Telecoms,
- Value-added resellers
- Managed Service Providers,
- OEMs, and
- Agents
• Identified critical internal risks and related cultural challenges, including restructuring the sales model and the departments supporting revenue generation.
• Completed an industry-wide evaluation of the leading Partner Resource Management SaaS tools.
• Conducted an in-depth analysis of the three top vendors (Salesforce.com, Marketo, and Microsoft Dynamics 365), including the solution’s capabilities, the ability to integrate with its back-end management applications, the ability to customize, and use-ability.
• Based on findings, developed a comprehensive global channel strategy, including the following:
- Identification of 5 key target partner categories
- Specific channel targets by global region
- Assessment of channel attractiveness, and resulting prioritization
- Defined channel-specific value propositions
- Detailed business case with revenue projections and cost modeling, forecasting $25M to $30M in achievable new revenues over the first 24 months
- Identification of risks (internal, external) and dependencies
• Developed an implementation plan, including the following:
- Value proposition by company
- Execution timeline
- Organization chart defined by region
- Headcount by function
• Spear-headed the execution of two of the company’s largest OEM integration deals, including
- articulating the alliance terms, closing the agreement, and establishing the governance structure with two tier-one partners
- the development of the Proof of Concept (POC) agreement addressing customers of both partners
• Initiated discussions with a few target partners to lay the foundation for execution by internal staff
