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Partner Enablement
Framework
March , 2014

Zinnov Propriety Framework
This report is solely for the use of Zinnov Client and Zinnov Personnel. No Part of it may be quoted, circulated or reproduced for distribution
outside the client organization without prior written approval from Zinnov
Indian IT channel partner ecosystem is highly elaborate
Total Unique IT Channel
Partners In India

~31,000

Unique IT Channel Partners 1
(Excluding PC Vendors/ Box Pushers)

~11,00
0

OEM and Solution
Partners

Partner Network of Key Technology
Companies in India

>1,500 Partners (Non Box Pushers)

500 - 1,500 Partners (Non Box Pushers)

~44%
19 %
IT Services, Managed
Services and System
Integrators

~65%

7%
9%
Resellers and
Value Added
Resellers

<500 Partners (Non Box Pushers)

~37%
Distribute
rs
Note: 1Based on Zinnov’s analysis on sample set of 2200+ unique partners in top 10 cities*

1
Evolution of this ecosystem demonstrates interesting
patterns

38% of the aggregate channel
revenue is derived from
international markets

Top 10 cities house only about
40% of total partner base in India
Our
Understanding

1 in 10 employees of channel
partners are focused on driving
sales motions

BFSI, Manufacturing, High-tech,
and Pharmaceuticals are top
revenue generating verticals

Microsoft, IBM & Oracle witness
highest partner preference

And
Insights

Note: Based on 140 in depth primary interactions with IT channel partners and Principal Vendors

ERP, CRM, and Database are the
top workloads. BI, Mobility and
Cloud picking up strong
momentum

2
A number of opportunities are driving the ecosystem further
Large Domestic IT
Market

Evolving Enterprise
Needs

Rapidly growing $32 Bn
Domestic IT market, expected to

>50% Indian CIOs highlight

grow to $100

Cloud, Big Data and Mobility
investments as top priorities in
FY 14

Bn by 2020
A

Reduced Dependence on
Headcount Led Growth

B

D

C

Enormous Technology
Ready SMB Base

Non-linear growth through

~9.6 Mn technologically

Solution & platform
centric Models

ready SMB base virtually
unreachable by direct sales force
of principal vendors

3
However, a variety of challenges are slowing the channel
growth
Channel Partner View

Principal Vendor View

•

Limited visibility on partner capabilities,
capacities, resource utilization and needs

•

Most partners are focused on demand
fulfilment and lack focus on new demand
generation

•

•

Partners are extremely risk averse and
demonstrated limited intent to invest in
market creation & skill enhancement

Partners often complain about lower
profitability despite lucrative incentive
structures; expect principal vendors to do
demand generation

•

Channel partners perceive Indian arms of
Principal Vendors to lack empowerment
and thereby stay non-committal

•

Principal Vendors poach high quality talent
from the channel partners; high degree of
conflicts with direct sales teams of
principals

•

Lack investments in evangelizing newer
opportunities, market creation and partner
development/ credit line

•

Incentive & rebate structures extremely
complex to find the most suitable deal in
the market

Connect

GTM

Investments

Incentives

4
Principal Vendors are looking to unlock the channel potential

Principal Vendor
Challenges

Lost

Channel Partner
Challenges

Opportunity

1

Limited visibility on total addressable
market potential

Zinnov’s Partner Enablement
Framework Enables Principal Vendors
to:
1. Map current partner profile by
partner category

2

Significant overhead in channel
investments
3

2. Estimate total addressable
revenue and identify revenue gap

Long term bets with “Not So Effective”
partners
4

Haphazard channel roadmap and strategy

3. Conduct maturity assessment by
partner category/stage and define up
level mechanism
5
Zinnov’s framework helps assess the revenue contribution &
maturity of partners
• Channel Partners (CP) categorized
as Distributors, System
Integrators, Solution Partners,
Resellers are introduced into
Zinnov’s framework

Zinnov’s
Partner Enablement Framework
CPN

CP3
CP5

CP4

Revenue Loss
Evaluation

CP2
CPN
CP6

CP1

Partner Maturity
Evaluation

Assessed
Channel
Partners For
Devising
Interventions

CP4
CP2
CP5
CP3
Chaotic

Revenue Loss Evaluation Parameters

• Best in class partner revenue
• Total addressable revenue
• Total realized revenue
• Revenue upside potential

CP6

CP1
Invested

Proactiv
e

Reactive

Partner Maturity Level

Partner Maturity Evaluation Parameters

• Management
Commitment
• Partner Capability
• Customer Focus
• Credit and Profit Potential

• Work Environment
• Process
Standardization
• Awards and Accolades
6
Selection Parameters
Management Focus
Management Commitment & Growth Aspirations
Management Bandwidth for Business Growth
Cumulative Experience of Managemnet Team in Channel Business
Revenue, Profit & Credit Potential
Average India Revenue Growth in Last 3 Years
Percentage Share of Revenue from Solution Selling in Last 3 Years
Revenue Contribution from Domestic Market in Last 3 Years
Average Profitability in Last 3 Years
Share of Total Revenue from Top 20% Customers
Share of Total Revenue which is not Repeatable Next Year
Expected Revenue Growth in 2013-14
Credit Potential
Capability Assessment
History of Execution in India
ISV Practice Focus (Compete Penetration)
Total Number of Field Sales Resources
Geographic Coverage Within India
Total Investments for Non-Linear Growth in Last 3 Years
Team Bandwidth for Capability Development
Level of Domain Expertise on Cloud, Big Data & Mobility Solutions
Average Ratio of Customer Acquisition to POCs for the Last 3 Years
Customer Focus
Total Number of Enterprise Customers in India
Average Number of New Enterprise Customers Acquired in Last 3 Years
Total Number of SMB Customers in India
Average Number of New SMB Customers Acquired in Last 3 Years
Case Studies of Marquee Customers
Percentage of Customers with C-level Relationships
Customer Engagement Model (Proactive or Reactive)
Total Number of Customer Interactions on a Monthly Basis
Average Customer Retention Rate on a Yearly Basis for Last 3 Years
Business & Work Environment
Team & Work Environment
Average Resource Attrition in Last 3 Year
Business Continuity
Process Excellence
Typical Ramp Up Period for Critical Projects (Full Scale Ramp Up)
Documentation for Knowledge Transfer & Training
Sensitivity to Customer Data & its Security
Planned Effort & Cost Estimation Techniques Used
Monthly Frequency of Customer Interactions (Existing)
Clearly Defined Issue Escalation & Business Risk Identification Process
Awards & Accolades
Recognition in Global Markets
Recognition in Domestic Market
Indian Customer Testimonials
Total Rating

Weights

Partner A

Partner B

Partner C

Partner D

Partner E

20%
30%
40%
30%
20%
20%
20%
15%
10%
10%
10%
5%
10%
25%
5%
15%
15%
10%
15%
15%
15%
10%
15%
10%
5%
5%
5%
15%
15%
15%
15%
15%
10%
25%
40%
35%
5%
25%
15%
20%
10%
20%
10%
5%
30%
30%
40%
100%

6.0
6
6
6
6.7
5
8
9
6
6
6
6
6
6.6
4
5
7
6
8
7
6
8
8.3
8
8
8
8
9
8
8
8
9
6.4
6
6
7
8.5
9
8
8
8
9
8
7.3
7
8
7
6.8

5.7
6
6
5
7.1
6
6
7
8
8
8
8
8
6.5
4
5
6
9
6
6
9
6
6.8
6
6
6
7
8
6
6
7
8
7.0
7
7
7
7.1
8
6
6
7
8
7
7.3
7
8
7
6.6

7.2
8
6
8
6.7
5
5
7
8
8
8
8
8
6.6
2
6
7
6
8
7
6
8
8.5
8
8
8
9
9
8
8
9
9
8.0
8
8
8
8.7
9
8
8
9
9
9
6.4
6
6
7
7.2

6.9
7
6
8
4.6
2
5
3
6
6
6
6
6
8.5
8
8
8
9
9
8
9
9
8.3
8
8
8
8
9
8
8
8
9
7.6
8
7
8
8.5
9
8
8
8
9
8
5.2
4
4
7
7.1

7.8
9
6
9
5.0
5
5
5
5
5
5
5
5
5.0
2
2
2
8
8
2
8
8
4.7
2
2
5
5
7
2
5
5
7
6.0
6
6
6
5.5
7
2
5
5
7
5
4.0
2
2
7
5.6

7
Partner maturity is defined by key characteristics across
phases
Channel Partner Maturity Models
Inputs

Invested

Management
Commitment

Proactive
Reactive

Partner Capability

•
•

Customer Focus
•

Credit & Profit
Potential
Work
Environment
Process
Standardization
Awards &
Accolades

•
•

•

Partner strategy is in
complete chaos
Will sell any ICT
products with the sole
objective of making ends
meet
Haven’t invested in
growth and don’t have a
desire to build capability

•

•

•

Partner strategy is to
fulfil demand generated
by principal vendor

Adopt a hit and run
approach and don’t want
to invest in end customer
relationships
Ability to build solutions
and value sell is minimal
Behaviour is determined
by incentive schemes
and margins

Have set of key accounts
and have already made
some investments in
solutions

•

Focus is on ensuring that
their top customers
business challenges are
addressed

•

Have strong leadership
teams and good
customers

•

Aspiration is to scale and
grow business

•

Look at principals as a
strategic principle that can
help them rapidly scale
Have their own brand
presence in the market

Limited capabilities to
upsell and value sell

•

Partners are invested in
principal vendors and
have capabilities to build
solutions and value sell

•

Chaotic

•

Have growth aspirations
yet struggle with scale

•

Don’t have quality
leadership

Partner Maturity

8
Zinnov’s framework helps identify specific partner
interventions
Channel Partner Mapping For Devising Interventions
High

Zone of Risk

Zone of Value

Zone of Coincidence

Zone of Aspiration
CPN

CP4

CP5

Revenue
Contribution

CP2

Zone of Death

CP6

Zone of Worry

Zone of Tolerance

Zone of Priority

CP3
CP1

CP7

Optimal
Revenue

Low
Chaotic

Reactive

Proactive

Invested

Partner Maturity

Relevant interventions for channel partners can be derived after
assessment for maturity and revenue contribution to the Principal
Vendor

9
Zinnov can help principal vendors up level their channel play

Long Term
Growth

Build 2 Year Growth Plan Per
Partner Business
•

Zinnov can work as a
consulting partner to help put
in place a 2 year business plan
for each partner. This will be
defined with the partner on
behalf of the principal vendor

Define Individual GTM Per
Partner
•

Market
Leadership

Zinnov will analyse data for
each partner and define a
customized GTM that will
ensure greater partner
synergies

Define Unique Services
Catalogue
•

Business
Acceleration

Work with each partner to
develop a unique services
catalogue and define a
capability development plan
that principal vendors can
accelerate

10
69 "Prathiba Complex", 4th
'A' Cross, Koramangala
Ind. Layout
5th Block, Koramangala
Bangalore – 560095
Phone: +91-80-41127925/6
First Floor,
Plot # 131,
Sector - 44,
Gurgaon – 122002
Phone: +91-124- 4420100

Thank
You

info@zinnov.com
3701 Patrick Henry Dr.
Building 7
Santa Clara
CA – 95054
Phone: +1-408-716-8432

www.zinnov.com

21, Waterway Ave,
Suite 300
The Woodlands
TX – 77380
Phone: +1-281-362-2773

Meilifang Tower 4,
Entrance 4, 10/F #1003,
11 Beiyuan Shuangying
Road, Chaoyang District,
Beijing China 100012

@Zinnov

Level 42,
Suntec Tower Three
8 Temasek
Boulevard
Singapore 038988
Phone:+65 6829
2123

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Similaire à Zinnov launches a first-of-its-kind ‘Partner Enablement Framework’ to help technology companies unlock their channel partners potential

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Zinnov launches a first-of-its-kind ‘Partner Enablement Framework’ to help technology companies unlock their channel partners potential

  • 1. Partner Enablement Framework March , 2014 Zinnov Propriety Framework This report is solely for the use of Zinnov Client and Zinnov Personnel. No Part of it may be quoted, circulated or reproduced for distribution outside the client organization without prior written approval from Zinnov
  • 2. Indian IT channel partner ecosystem is highly elaborate Total Unique IT Channel Partners In India ~31,000 Unique IT Channel Partners 1 (Excluding PC Vendors/ Box Pushers) ~11,00 0 OEM and Solution Partners Partner Network of Key Technology Companies in India >1,500 Partners (Non Box Pushers) 500 - 1,500 Partners (Non Box Pushers) ~44% 19 % IT Services, Managed Services and System Integrators ~65% 7% 9% Resellers and Value Added Resellers <500 Partners (Non Box Pushers) ~37% Distribute rs Note: 1Based on Zinnov’s analysis on sample set of 2200+ unique partners in top 10 cities* 1
  • 3. Evolution of this ecosystem demonstrates interesting patterns 38% of the aggregate channel revenue is derived from international markets Top 10 cities house only about 40% of total partner base in India Our Understanding 1 in 10 employees of channel partners are focused on driving sales motions BFSI, Manufacturing, High-tech, and Pharmaceuticals are top revenue generating verticals Microsoft, IBM & Oracle witness highest partner preference And Insights Note: Based on 140 in depth primary interactions with IT channel partners and Principal Vendors ERP, CRM, and Database are the top workloads. BI, Mobility and Cloud picking up strong momentum 2
  • 4. A number of opportunities are driving the ecosystem further Large Domestic IT Market Evolving Enterprise Needs Rapidly growing $32 Bn Domestic IT market, expected to >50% Indian CIOs highlight grow to $100 Cloud, Big Data and Mobility investments as top priorities in FY 14 Bn by 2020 A Reduced Dependence on Headcount Led Growth B D C Enormous Technology Ready SMB Base Non-linear growth through ~9.6 Mn technologically Solution & platform centric Models ready SMB base virtually unreachable by direct sales force of principal vendors 3
  • 5. However, a variety of challenges are slowing the channel growth Channel Partner View Principal Vendor View • Limited visibility on partner capabilities, capacities, resource utilization and needs • Most partners are focused on demand fulfilment and lack focus on new demand generation • • Partners are extremely risk averse and demonstrated limited intent to invest in market creation & skill enhancement Partners often complain about lower profitability despite lucrative incentive structures; expect principal vendors to do demand generation • Channel partners perceive Indian arms of Principal Vendors to lack empowerment and thereby stay non-committal • Principal Vendors poach high quality talent from the channel partners; high degree of conflicts with direct sales teams of principals • Lack investments in evangelizing newer opportunities, market creation and partner development/ credit line • Incentive & rebate structures extremely complex to find the most suitable deal in the market Connect GTM Investments Incentives 4
  • 6. Principal Vendors are looking to unlock the channel potential Principal Vendor Challenges Lost Channel Partner Challenges Opportunity 1 Limited visibility on total addressable market potential Zinnov’s Partner Enablement Framework Enables Principal Vendors to: 1. Map current partner profile by partner category 2 Significant overhead in channel investments 3 2. Estimate total addressable revenue and identify revenue gap Long term bets with “Not So Effective” partners 4 Haphazard channel roadmap and strategy 3. Conduct maturity assessment by partner category/stage and define up level mechanism 5
  • 7. Zinnov’s framework helps assess the revenue contribution & maturity of partners • Channel Partners (CP) categorized as Distributors, System Integrators, Solution Partners, Resellers are introduced into Zinnov’s framework Zinnov’s Partner Enablement Framework CPN CP3 CP5 CP4 Revenue Loss Evaluation CP2 CPN CP6 CP1 Partner Maturity Evaluation Assessed Channel Partners For Devising Interventions CP4 CP2 CP5 CP3 Chaotic Revenue Loss Evaluation Parameters • Best in class partner revenue • Total addressable revenue • Total realized revenue • Revenue upside potential CP6 CP1 Invested Proactiv e Reactive Partner Maturity Level Partner Maturity Evaluation Parameters • Management Commitment • Partner Capability • Customer Focus • Credit and Profit Potential • Work Environment • Process Standardization • Awards and Accolades 6
  • 8. Selection Parameters Management Focus Management Commitment & Growth Aspirations Management Bandwidth for Business Growth Cumulative Experience of Managemnet Team in Channel Business Revenue, Profit & Credit Potential Average India Revenue Growth in Last 3 Years Percentage Share of Revenue from Solution Selling in Last 3 Years Revenue Contribution from Domestic Market in Last 3 Years Average Profitability in Last 3 Years Share of Total Revenue from Top 20% Customers Share of Total Revenue which is not Repeatable Next Year Expected Revenue Growth in 2013-14 Credit Potential Capability Assessment History of Execution in India ISV Practice Focus (Compete Penetration) Total Number of Field Sales Resources Geographic Coverage Within India Total Investments for Non-Linear Growth in Last 3 Years Team Bandwidth for Capability Development Level of Domain Expertise on Cloud, Big Data & Mobility Solutions Average Ratio of Customer Acquisition to POCs for the Last 3 Years Customer Focus Total Number of Enterprise Customers in India Average Number of New Enterprise Customers Acquired in Last 3 Years Total Number of SMB Customers in India Average Number of New SMB Customers Acquired in Last 3 Years Case Studies of Marquee Customers Percentage of Customers with C-level Relationships Customer Engagement Model (Proactive or Reactive) Total Number of Customer Interactions on a Monthly Basis Average Customer Retention Rate on a Yearly Basis for Last 3 Years Business & Work Environment Team & Work Environment Average Resource Attrition in Last 3 Year Business Continuity Process Excellence Typical Ramp Up Period for Critical Projects (Full Scale Ramp Up) Documentation for Knowledge Transfer & Training Sensitivity to Customer Data & its Security Planned Effort & Cost Estimation Techniques Used Monthly Frequency of Customer Interactions (Existing) Clearly Defined Issue Escalation & Business Risk Identification Process Awards & Accolades Recognition in Global Markets Recognition in Domestic Market Indian Customer Testimonials Total Rating Weights Partner A Partner B Partner C Partner D Partner E 20% 30% 40% 30% 20% 20% 20% 15% 10% 10% 10% 5% 10% 25% 5% 15% 15% 10% 15% 15% 15% 10% 15% 10% 5% 5% 5% 15% 15% 15% 15% 15% 10% 25% 40% 35% 5% 25% 15% 20% 10% 20% 10% 5% 30% 30% 40% 100% 6.0 6 6 6 6.7 5 8 9 6 6 6 6 6 6.6 4 5 7 6 8 7 6 8 8.3 8 8 8 8 9 8 8 8 9 6.4 6 6 7 8.5 9 8 8 8 9 8 7.3 7 8 7 6.8 5.7 6 6 5 7.1 6 6 7 8 8 8 8 8 6.5 4 5 6 9 6 6 9 6 6.8 6 6 6 7 8 6 6 7 8 7.0 7 7 7 7.1 8 6 6 7 8 7 7.3 7 8 7 6.6 7.2 8 6 8 6.7 5 5 7 8 8 8 8 8 6.6 2 6 7 6 8 7 6 8 8.5 8 8 8 9 9 8 8 9 9 8.0 8 8 8 8.7 9 8 8 9 9 9 6.4 6 6 7 7.2 6.9 7 6 8 4.6 2 5 3 6 6 6 6 6 8.5 8 8 8 9 9 8 9 9 8.3 8 8 8 8 9 8 8 8 9 7.6 8 7 8 8.5 9 8 8 8 9 8 5.2 4 4 7 7.1 7.8 9 6 9 5.0 5 5 5 5 5 5 5 5 5.0 2 2 2 8 8 2 8 8 4.7 2 2 5 5 7 2 5 5 7 6.0 6 6 6 5.5 7 2 5 5 7 5 4.0 2 2 7 5.6 7
  • 9. Partner maturity is defined by key characteristics across phases Channel Partner Maturity Models Inputs Invested Management Commitment Proactive Reactive Partner Capability • • Customer Focus • Credit & Profit Potential Work Environment Process Standardization Awards & Accolades • • • Partner strategy is in complete chaos Will sell any ICT products with the sole objective of making ends meet Haven’t invested in growth and don’t have a desire to build capability • • • Partner strategy is to fulfil demand generated by principal vendor Adopt a hit and run approach and don’t want to invest in end customer relationships Ability to build solutions and value sell is minimal Behaviour is determined by incentive schemes and margins Have set of key accounts and have already made some investments in solutions • Focus is on ensuring that their top customers business challenges are addressed • Have strong leadership teams and good customers • Aspiration is to scale and grow business • Look at principals as a strategic principle that can help them rapidly scale Have their own brand presence in the market Limited capabilities to upsell and value sell • Partners are invested in principal vendors and have capabilities to build solutions and value sell • Chaotic • Have growth aspirations yet struggle with scale • Don’t have quality leadership Partner Maturity 8
  • 10. Zinnov’s framework helps identify specific partner interventions Channel Partner Mapping For Devising Interventions High Zone of Risk Zone of Value Zone of Coincidence Zone of Aspiration CPN CP4 CP5 Revenue Contribution CP2 Zone of Death CP6 Zone of Worry Zone of Tolerance Zone of Priority CP3 CP1 CP7 Optimal Revenue Low Chaotic Reactive Proactive Invested Partner Maturity Relevant interventions for channel partners can be derived after assessment for maturity and revenue contribution to the Principal Vendor 9
  • 11. Zinnov can help principal vendors up level their channel play Long Term Growth Build 2 Year Growth Plan Per Partner Business • Zinnov can work as a consulting partner to help put in place a 2 year business plan for each partner. This will be defined with the partner on behalf of the principal vendor Define Individual GTM Per Partner • Market Leadership Zinnov will analyse data for each partner and define a customized GTM that will ensure greater partner synergies Define Unique Services Catalogue • Business Acceleration Work with each partner to develop a unique services catalogue and define a capability development plan that principal vendors can accelerate 10
  • 12. 69 "Prathiba Complex", 4th 'A' Cross, Koramangala Ind. Layout 5th Block, Koramangala Bangalore – 560095 Phone: +91-80-41127925/6 First Floor, Plot # 131, Sector - 44, Gurgaon – 122002 Phone: +91-124- 4420100 Thank You info@zinnov.com 3701 Patrick Henry Dr. Building 7 Santa Clara CA – 95054 Phone: +1-408-716-8432 www.zinnov.com 21, Waterway Ave, Suite 300 The Woodlands TX – 77380 Phone: +1-281-362-2773 Meilifang Tower 4, Entrance 4, 10/F #1003, 11 Beiyuan Shuangying Road, Chaoyang District, Beijing China 100012 @Zinnov Level 42, Suntec Tower Three 8 Temasek Boulevard Singapore 038988 Phone:+65 6829 2123