Recent Clients

Our client roster includes many of the most celebrated, innovative, and proven organizations in the industry across a veriety of technology verticals. Check out the project overviews below of some of our recent client engagements:



Partner Segmentation and Recruitment
  • A detailed understanding of the business profile and program requirements of industry leading virtualization technology channel partners
    • Profile of target channel partner
    • Their needs and expectations
    • High level suggestions of how Sun can differentiate its product and channel program offerings
    • Communications plan for U.S.
  • A detailed plan for recruitment of existing Sun and new competitive partners to endorse and build capabilities to support Sun’s new xVM product set
    • A list of overlapping Sun, VMware VARs
    • A prioritized list of VMware VARs to target for recruitment based on their status in VMware’s programs
    • A list of recommended resources and processes required to support this recruitment plan


MSP Partner Strategy Benchmark
  • A detailed review of partnerships with GSIs
    • General program approach
    • Teaming and transactional relationships with each partner
    • Formal partner program structure and requirements
    • Program support benefits
  • An understanding of the joint competitive positioning to the end-user (End-User Value Proposition) and the technology viability in the partner’s overall service GTM strategy (Partner Value Proposition)
  • A checklist of what NetApp should include in a compelling hosting/outsourcer/MSP partner program (financial incentives, overall value proposition, enablement and support)


Business Value Proposition Development
  • Design and development of global Learning Partner value messaging presentation and website content
  • Including Cisco position vs. competition, partnering ROI, market positioning, program value support, training business opportunity
  • Customized to the regional market dynamics
  • Sourced 6 Learning Partner testimonials
  • Conducted review workshops with key stakeholder groups and Learning partners to obtain buy in to messaging


Global Partner Segmentation
  • Interviews with 11 key Sun stakeholders across the business units and global partner sales organization
  • Secondary research into predominant partner types globally
  • Introduction of a Partner “Value Mapping” methodology which values specific partner types based on their business model and potential business impact
  • Delivery of a broad Partner Segmentation Map which groups and profiles key partner types


Industry Benchmark and Assessment
  • Global Benchmark of vendors in EMEA, North America across four metrics – deal registration, MDF, rebates, margins
  • Program Assessment and Gap Analysis through program review, interviews with stakeholders and partner survey
  • Channel Partner Research to assess viability of selling and supporting competitors security appliance product and selling to the mid-market in North America


Virtualization Specialization Program
  • Provided program development guidance
  • Provided expert project management, and acted as key team liaison with executive team, and cross-functional groups.
  • Created Communications GTM Strategy, inclusive of press/media strategy
  • Developed Alliance Partner strategy
  • Developed key communications for internal and external launch


Value-Based Partner Structure
  • Reviewed three key competitors programs and interviewed stakeholder and partners
  • Offered a prioritized plan for enhancing and differentiating the global program structure (six major program differentiators)
  • Developed recommendation for phased execution approach, ranking critical priorities by importance and urgency


Software Channel Discount Model
  • Review Sun market, products and current pricing structure
    • Evaluate pricing/discount options
    • Discount structure
    • Incentives
    • Retained margins
  • Recommendations on a pricing/discount model for channel partners (VARs and distribution) in the Sun Software enterprise market
    • Across channels
    • Expected street pricing
    • VAR, LAR and DMR
    • 2-tier distribution pricing
    • Target margin


SMB Channel Program Alignment
  • Segmented the SMB reseller community.
  • Defined SMB reseller value-propositions for each sub-segments.
  • Recommended alignment of Dell channel offering with SMB partner needs and expectations
  • Defined top 5 strategic priorities to ensure Dell’s success with SMB resellers
  • Assessed situation through research and surveys, focus groups and 1-1 interviews with Dell partners and non-partners in North America


Value Based Partner Structure
  • Developed Global Channel Program Framework recommendation and vision for value-based partnering structures that attract and retain productive partners
  • Developed partner profiles, channel partner value propositions
  • Refined referral model to build a value partner model and suggest technology solutions model
  • Defined process to engage, empower and evaluate partners and monitor program effectiveness


Analyze the Value of Certification
  • Conducted survey to Cisco Learning Partners and provided a detailed analysis and recommendations to address key areas relating to certification value including:
  • Value of Cisco certification to partners and their audience
    • How partners position value of certification to their audiences
    • How training is promoted to different audience types
    • How leads are sourced for certification training
    • Reach of training in the geos and geo considerations
    • Where are graduates hired - Into education, industry or Cisco channel


Partner-to-Partner Engagement Workshop
  • Develop a proposed program model and plan including program levels, number of partners per level, and expected return
  • Review current program for ISVs; Partner Connect and Channel Connect frameworks
    • Review current P2P straw-man proposals
    • Interview internal and external ISV stakeholders
    • Refine straw-man benefits and expectations of program participants


Route-to-Market Recommendations
  • Route-to-Market review and assessment to support the following questions:
    • Merge routes-to-market or not?
    • Significant overlap to drive economies of scale
    • Able to reach new customers
    • Alignment in the transactional model
    • Business partner proposition
    • Transition expectations
    • How does partner engagement structure align with corporate goals & objectives?
      • New business
      • Repeat licensing
      • Mobility
      • World wide


StoreVault Partner Integration
  • Defined and managed all aspects of project managing the integration of the StoreVault partners into NetApp's Silver level Partner program.
    • Global Partner Program definition and integration (Distribution and Resale)
    • Communications planning (internal and external)
    • Integration into larger StoreVault M&A project
    • Channel product alignment
    • Weekly meetings, actions, dashboards and reports


Sales Training Content and Plan
  • Gap analysis on current plan vs. ideal plan
    • Interviewed key stakeholders
    • Formed recommendations
  • Created updated training content
    • Business benefit focused
    • Identifies ideal customer targets
    • Includes customer use-case scenarios
    • Tailors value proposition messages to both direct sales and channels


Distribution Strategy
  • Developed assessment of the potential impact of removing the distribution function to Cisco PD&E, Learning@Cisco and Learning Partners across all 3 levels.
  • Designed and recommended new partnering structure and distribution model to address the identified pricing and channel conflict issues.
  • Based on industry best practices in training partners structures, and interviews with Learning Partners performing the distribution function to assess the effect on their business if this function was removed


ISV Program
  • Review current ISV program framework
  • Interview internal and external ISV stakeholders
  • Define characteristics and expectations of an ISV program participant
  • Recommend a teaming model to get solutions to market
  • Develop business propositions
  • Define program requirements and benefits


Partner Program Assessment
  • Gap analysis of proposed program structure.
  • Recommendations to address gaps based on staged priorities aligned with upcoming launch and post launch activities.
  • Recommendations for potential next steps and strategic priorities based on known resources and capabilities
  • Research into competitor programs and how they support partners and interviews with partners and stakeholders


Channel Conflict Presentation
  • Identified the key areas of contention in partner field engagement
  • Helped define consistent sales methodology that could be used for a global partner sales engagement policy
  • Crafted a comprehensive presentation focused on “co-ompetition” and effective sales teaming for the partner and direct facing field teams, globally
  • Delivered presentation in two break-out sessions to 200 field salespeople at annual global sales kickoff event


Learning Program Benchmark
  • Industry Benchmark of three competitor learning partner programs. Focused on engagement and transactional models; resale products, partners types, program structure
  • Program Recommendations to address issues identified in research including:
    • Refine and enhanced proposed program structure
    • Leverage existing SPA programs
    • Timeline for phased roll out


Pricing Model Validation
  • Competitive pricing model for Oracle North American channel (tech products) that drives value-added selling behaviors
  • Reviewed current Oracle VAR model, interviewed partners and stakeholders and proposed model for rewarding value vs. current rewards
  • Benchmark new pricing model against industry best practices and competition & provide evaluation with suggested enhancements or considerations


European OEM Benchmark
  • Benchmark audit of competitive programs including interviews and review of storage industry analysts and influencers
  • Quantitative analysis of addressable market
  • Prioritized recommendations of vertical and geographic markets
  • Delivered summary of OEM program requirements
  • Target gross and retained margins with 5 year CAGR
  • A playbook for a 90 day rollout of the program


Partner Program Framework
  • Finalized program structure
  • Defined where distribution was leveraged in support and in launch
  • Worked with internal SATO staff to identify and resolve anticipated program execution gaps
  • Created launch plan for initial rollout in North America
  • Created recruitment and program materials
  • Developed new program messaging


Training Market Segmentation
  • Delivered training segmentation identifying duplication and gaps
    • Training delivery, programs, partners, audiences, coverage
    • Recommendations to close gaps, reduce duplication
  • Assessed training development, delivery, and market focus for each training services group.
    • Coverage by market, audience, channel, theater
    • Content topic, formats, time
    • Training lifecycle, delivery


Virtualization Product Research
  • Developed business model of VMware partners, including
    • Business model
    • Investment, time to profitability
    • Plan for expansion to other lines
    • Support needs from vendors
    • Perception of Sun products, programs
  • Recommendations on how Sun can more effectively position the products and programs to recruit target partners


Route to Market Plan
  • Evaluated how customers learn about the Solaris operating system
    • Role(s) channels play in the sales cycle to these customer segment
    • Attributes of these channels
  • What is the route-to-market potential of each segment for Sun target markets
  • Determined gaps between the existing Sun channels relative to contribution to existing Solaris revenue streams and the future
  • Route-to-market economics and investment plan


Communications Strategy
  • Developed worldwide partner messaging by partner type
  • Execute Phase I recommendations, and Phase II implementation
  • Assessed partner touch points and communications methodologies by partner type, geography, frequency and type
  • Assessed new Web 2.0 methodologies that would work with existing technical constraints
  • Recommended changes to current communications vehicles and frequency, plus phased roll-out of new methodologies


Global Competitive Benchmark
  • In-depth global competitive benchmark
  • Aggregate data with highlights and best practices identified by program element, partner type, geography and vendor
  • Particular depth in value-based program structure, margin, pricing and incentive models
  • Delivered executive presentation with detailed word document outlining commentary and vendor-specific details


Global PAC Structure
  • Define business needs of stakeholders (internally and externally)
  • Provide visibility into industry best practices
  • Define PAC goals and charter
  • Architect and recommend a global framework for defining, conducting and managing a PAC event
    • Location, Agenda and Duration
    • Participation, roles and accountability (RACI)
    • Communications
    • Budget needs
    • Success indicator metrics


Partner Advisory Council
  • Plan, develop and defined
    • Council goals, strategies
    • Advisory Council program
  • Prepare
    • Create agenda
    • Prepare partner attendees
    • Prepare VMware attendees
  • Execute
    • Manage time and agenda
    • Lead, manage discussion topics per agenda
    • Lead partner feedback session
  • Follow-up


Program Enhancements
  • Partner Program Audit
    • Assess the PartnerSelect programs’ ability to attract, engage, empower and motivate partners to sell Symbol’s enterprise mobility products
    • Define gaps between the current program and industry innovative practices
    • Recommend potential improvements
  • Partner Program Benchmark
    • Evaluate solution provider and reseller partner programs for enterprise mobility products for top 3 Symbol competitors: Cisco, Intermec, Spectra Logic
    • Measure 20 key metrics for each competitive program


SMB eCommerce Research
  • Review Symantec materials
  • Develop a research plan
  • Conduct focus groups with unmanaged partners
  • Conduct one-on-one interviews with managed partners
  • Review data gathered from Symantec online survey
  • Develop recommendations from findings


Program Enhancements Validation
  • Identified best practices and recommended benefit changes/additions. Detailed analysis of competitive program transition points
  • Recommendations for growing VMware Partner Program through implementation of benefit, incentive and enablement programs
  • Developed value messaging around new program changes including comparison to old program, and competition
  • Recommended refinements to new program to incorporate partner feedback and prioritizations for a phase 1 roll out and phase 2 enhancements


Program Launch Management
  • Managed the VIP 2.0 and auxiliary program development and worldwide roll out
    • Finalized program elements and processes, worldwide
    • Identified open issues
    • Facilitated stakeholders program discussions
    • Engaged cross functionally to drive decision making and obtain buy-in from other departments for program changes
    • Executed communications and materials


Professional Services Benchmark
  • Review existing Sun PS partner program
  • Research industry PS partner models - HP, IBM GS, EMC
  • Identify and describe best practices, successful tactics from competitive vendors
  • Provide detailed analysis of competitive program transition points
  • Provide recommendations for growing SUN PS through the Channel through implementation of sales and support programs.


ISV P2P Program Benchmark
  • Industry benchmark of Sun vs. four market leaders
  • Profile of program participants per type
  • Expectations of the ecosystem participants
  • Evaluate benefits of the ecosystem
  • Review Partner Connect and Channel Connection programs
  • Program recommendations
  • Number of partners at each level
  • price points for each “package” of benefits
  • Requirements for program participation
  • Benefits across partnership types & tiers
  • Opportunity/cost return analysis


SMB Partner Program Management
  • Created the internal and external (feedback & alignment) program development plan – gap analysis and communications plan
  • Managed program definition and global roll out
    • Finalized program elements and processes, worldwide
    • Identified open program issues
    • Brought internal stakeholders together to discuss open program elements
    • Engaged cross functional teams to drive decisions and obtain buy-in for changes
    • Executed communications and materials


SMB Channel Plan Workshop
  • Highly collaborative set of two, ½ day workshops to work through issues “live” with Vertical team
  • Research on competitive SMB-focused product sets
  • Analyzed existing partner base, defined target profile of networking data VAR
  • Reviewed the proposed partner support plans and two-tier distribution model assumptions
  • Recommended a phased resourcing plan and execution approach to partner recruitment


Channel Sales Management Training
  • Defined Channel Mgmt role descriptions, tools and work processes and action plan to more effectively their current automation system
  • Recommended ongoing assessment tools and processes
  • Delivered course on Channel Manager training and education globally that covered topics such as managing a channel sales team, channel best practices, and effective partner go-to-market strategies


VAR Field Coverage Benchmark
  • Created detailed analysis (in aggregate format) of the two competitive vendors for their North American reseller program and related field and HQ support and sales
    • coverage models including
    • Organizational model
    • Role definitions
    • Compensation plans
    • Linkage to program elements
  • Reviewed existing Zebra Partners First program
  • Researched industry models - HP and Cisco
  • Defined best practices and their relative priority to Zebra


Route to Market Model
  • Influencer & services model for the AMDLIVE! PC
    • Assess where and when third parties have the most influence on the awareness, purchase and installation of digital home products
    • Understand the competitive landscape
    • Determine potential allies and action plan for engaging them
    • Define strategy for engaging third-party installers and integration specialists


ASP Model Best Practices
  • Identify the industry best practices for the following ASP model metrics
    • Solutions sold as Buy / Sell
    • ASP solutions sold as Agency services
    • Do any of companies offer both sales models to partners?
    • Do any of companies have direct sales teams selling along side the channel?
  • Compile best practice report
  • Highlight best practices from three technology companies that are leveraging partners in an ASP model


Partner Systems Review
  • Identified gaps between current capabilities and functionality needs for the new framework
  • Identified the processes to preserve and new ones to build (enhance operational excellence)
  • Estimated options for closing the gaps: capabilities, timing and costs
  • Recommended a system to track and manage partners based on the new program framework design


Learning Partner Program and Plan
  • Developed program straw man and validated with the Learning Partners at their Partner Executive Exchange Meeting
  • Designed value based program framework elements to engage, empower and evaluate partners
  • Estimated the "partners’ economics"
  • Developed partner growth plan methodology
  • Created internal program development plan and external communications and launch plan


Learning Partner Program Benchmark
  • Benchmark 20 metrics for each of the 3 vendors for their Learning Partner program policies
    • Participation requirements
    • Program benefits
    • Organizational structure
  • Review public sources of information on the Learning Partner programs of 3 comparative organizations
    • Citrix
    • Sun
    • Symantec/Veritas


Software Channel Discount Model
  • Review Sun market, products and current pricing structure
  • Evaluate pricing/discount options
    • Discount structure
    • Incentives
    • Retained margins
  • Recommendations on a pricing/discount model for channel partners (VARs and distribution) in the Sun Software enterprise market
    • Across channels
    • Expected street pricing
    • VAR, LAR and DMR
    • 2-tier distribution pricing
    • Target margin


Program Audit & Framework
  • Reviewed program documents and processes
  • Interviewed key stakeholders
  • Surveyed internal departments (Latin America)
  • Surveyed current partners
  • Reviewed competitors programs
  • Assessed strengths and weaknesses of the Xerox Partner Program
  • Evaluated effectiveness of current programs
  • Developed new channel program framework


Partner Advisory Council
  • Plan
    • Defined Partner Advisory Council program
    • Drafted a simple and concise joint business planning template

  • Prepare
    • Created agenda - meeting topics and timing
    • Prepared partner attendees to set expectations
    • Prepared VMware attendees - communications to discuss the goals of the meeting and the roles of the attendees
  • Execute
    • Managed time and agenda
    • Lead and manage discussion topics per agenda
    • Lead partner feedback session
  • Follow Up


Joint Business Plan & Scorecard
  • Joint Business Planning Tool
    • Met with SAP alliance team members to review their partner planning history, needs and expectations
    • Drafted a simple and concise joint business planning template

  • Partnership scorecard
    • Proposed goals of scorecards
    • Recommended best practice scorecard framework measures
    • Highlighted best-in-class vendor examples for partnering scorecards
    • Recommended a methodology for collecting scorecard information


Partner On-Boarding & Nurturing
  • Defined and Manage 90 Day On-boarding Process
  • Assessed effectiveness of IT channel partners, programs and processes
    • Defined plan and processes to ramp new channel partners
    • Wrote ramp plan for resellers within the US
    • Recommended on-boarding metrics and CRM database infrastructure
    • Executed 90 day on-boarding process in US
  • Partner Nurturing
    • Createf nurturing plan
    • Established contact schedule
    • Identified partners to be managed by Amazon Consulting
    • Executed contact schedule
    • Collect contact details
    • Developed program FAQs
    • Identified key Liebert partner contacts
    • Set-up of infrastructure
    • Announced Network Solutions Partner Nurturing Program
    • Launch nurturing program


Sales Coverage Model
  • Described the roles and responsibilities in Websense pursing mid-market opportunities
  • Defined the mid-market selling process (identification through customer satisfaction)
  • Identified the partner engagement and management processes and associated Websense role
  • Defined the expectations per role, job descriptions and skills characteristics where
  • Recommended a mid-market sales compensation model


Pricing Model

Built a pricing model that includes two-tier distribution is aligned with organizational goals and minimizes channel conflict.

  • Enterprise and SMB pricing models
  • Worldwide pricing structure with specifics for each region: North America, Europe and Asia Pacific
  • Street pricing and channel discounts for Websense products
Worldwide Channel Program Framework

Programs to efficiently attract, engage, empower and manage channel partners.
  • Requirements for participation across tiers
  • Benefits across tiers and geographies
  • Recommended program development phases



Go-to-Market Strategy
  • Created an effective go-to-market strategy including channels, developer, OEM and alliance partners
  • Defined the partner type, model, economics and development timeline to increase sales of the FlipStart products
  • Created an indirect channel strategy and plan which includes:
    • How will customers learn about FlipStart
    • What types of partners play a role in the sales cycle
    • What transactional models will be successful in engaging partners
    • Define profile of target partners capable of adding value to the sale of a FlipStart product
    • Recommend partner fulfillment logistics and processes
    • Identify channel economics (ROI) and trade-offs

Seeding Program

  • Defined a scalable method and process to work with Intel and/or Microsoft on driving interest for the new FlipStart product via a seed program to prove the viability of a new product category, based on a "handtop" PC form factor and flexible wireless connectivity
  • Identified seed program opportunities with both Intel and/or Microsoft
  • Specified the requirements and commitments from each participant
  • Recommended an engagement framework for seeding units
  • Created 6-month partnership plan



Influencer Partner Program
  • Developed a Worldwide Partner Influence Program and North American Deal Registration and Automation Program
    • Defined partner profile, business value proposition & ROI
    • Defined framework with recommendations on how to engage, empower and manage influence partners
    • Defined opportunity registration programs and process flow chart along with automation recommendations

  • Designed process and metrics for program success measurement


PartnerNetwork Enhancements
  • Performed an assessment of Oracle's partnering structures, processes and limitations
  • Conducted interviews with stakeholders and partners and incorporate input to identify roadblocks
  • Assessed end-customer needs
  • Clearly defined and implemented a worldwide value-based partner program that rewards partner loyalty and investment in Oracle
  • Created PRM education materials for PartnerNetwork site
  • Promoted communication and training


Value Partner Program Improvements & Partner Program Framework
  • Assessed the existing value/solution partner program's ability to attract, engage, empower and motivate partners to integrate Adobe products into new solutions
  • Compared existing program elements to established industry best practices, with emphasis on expanding into new markets, and recommended realistic improvements in alignment with overall program goals
  • Reviewed recommendations with executive staff to identify next steps for program enhancements
  • Developed a program framework for Solution Partners using a phased approach to manage growth
  • Collaborated with a wide range of stakeholders and provided internal communications to engage stakeholders and personnel in the program development process


Measuring Value of Developer Communities
  • Developed methodology for measuring impact on revenue and strategic influence of developer community
  • Conducted surveys and studies to assess current value of developer network
  • Made recommendations for future assessment of developers to facilitate company resource allocation

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CompTIA Beakaway
CompTIA Breakaway brings the industry together for North America’s premier channel event. All the key channel players will be there - the top VARs, established and emerging vendors, distributors, media - in San Antonio this August! Breakaway is the largest assemblage of channel players in the IT Industry.
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Take Command of Partner Content!
In an age where relevant, up-to-date content can make or break a deal. To that end Amazon Consulting is proud to announced major enhancements to our partner automation system, PartnerPath. PartnerPath's Content Management module helps vendors keep content fresh, relevant and easy to find. Vendors can easily personalize content and set permissions on who gets to access it. In addition, vendors have complete control over content creation and management, which allows them to update, organize and publish content with a few clicks, rather than relying on IT resources or requiring any HTML knowledge.

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