Recent Client Projects

• Review VMware's current enterprise partner program structure
• Evaluate VMware against industry best practices for partnering in the SMB sector
• Create SMB Partner Profile. Included mix of partner types, geographies and business models VMware should target to meet business objectives
• Create Program Framework that included elements aligned to each stage of the partner lifecycle
• Create customized business propositions for the SMB segment, which included specific and targeted value propositions as well as the partner economic 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

• 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

• 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 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

• 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

• 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

• Developed VAR program framework table and justification
• Requirements
• Benefits
• Customized by geographic region
• Channel development Plan
• Inventment and return on a 2-year channel framework built in three phases
• Number of partners
• Geographic dispersal of partners
• Investments needed
• Estimated return

• Channel Partner Mapping included:
• Performance, capabilities and commitment to Altiris
• Profitability and satisfaction with Altiris
• The degree of vertical specialization and territory coverage
• For North America, EMEA and APAC regions' partners

Program Audit

• Partner Program Assessment:
• Assessed the current channel program effectiveness
• Gap report
• Compared against peer group best practices
• Provided recommendations for improved effectiveness
• Provided top 5 imperatives for growing partner engagement and sales

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

• Requirements for participation across tiers
• Benefits across tiers and geographies
• Recommended program development phases

• 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

• 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

• Provided program benchmark research
• Developed gap analysis to other high-tech hardware companies in regard to:
• Customer training
• Selling and converting training credits
• Facilitating customer training center engagement


• Provided assessment and plan of how to move forward in order to meet Cisco's primary objectives and goals for introducing training credits
• Selling training
• Rewarding training sales
• Measuring training sales
• Marketing training sales


• Designed process and metrics for program success measurement

• 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

• Designed a worldwide partnering structure to integrate Symantec and Veritas partners and programs into a unified structure that clearly distinguishes partner types and resonates internally and with partners
• Developed a program framework to announce the program with specific requirement and benefit details, which identifies key processes to preserve and new ones to build, while establishing the rules of engagement
• Created executive materials and processes to transition partners, and ensure all partners worldwide are aligned in categories and tiers with new contracts and engaged in benefits

• Determined what partner types sell and influence SQL servers and perform research based on how customers learn about SQL products by customer segments and what type of partners play a role in sales cycle
• Defined profiles of target partners capable of adding value to the sale of SQL and measure the interest of each type and profile of potential partners in selling Microsoft SQL services
• Created a partner-to-partner engagement model with recommendations on what partners need from Microsoft to become successful

• Recruited, attracted and engaged a variety of partners types leveraging core operational elements for increased efficiency with all partners
• Defined an engagement model, program and process that will effectively develop partners within each stage of the partner development lifecycle that can be leveraged and customized for each global theatre

• Developed a unified partner framework to easily attract and engage a variety of partner types, leveraging core operational elements for increased efficiency with all partners that assess Kofax company-wide partnering systems, structure, initiatives, and needs and provide a framework that holistically engages its respective partner audiences
• Designed a partner development plan to clearly outlines decisions on leveraging a channel for the new product suite that evaluates customer preference in learning
• Defined profile of target partners capable of positioning the new products and determine target partner business propositions
• Measured the interest of potential partners in positioning and recommending products and define partner performance success and Investment needed to achieve revenue potential (ROI)

• 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

• 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

• Conducted competitive research on top ASP solutions.
• Provided sales tool key to differentiating Corio's offering.

• Researched the effectiveness of current partner account management roles and staffing plan to help Microsoft make informed compensation, personnel, and management decisions.
• Determined effectiveness of joint selling activities through account management role.
• Measured the sales influence of the partners and the account management teams to help increase revenue and overall partner satisfaction.
• Gathered data through analyst studies and interviews with account managers and partners, and validated recommendations through industry best practices.

• Audited existing ACN program by surveying both current and past program members
• Identified areas of strength and weaknesses in the program and made recommendations for improvements
• Measured and prioritized the member's needs for engagement and empowerment tools and resources from Apple
• Reviewed and made recommendations to increase renewals

• Determined demand drivers, customer buying behavior and IT Manager key sources of influence for network power and cooling products through extensive interviews and surveys
• Assessed effectiveness of IT channel partners, programs and processes
• Recommended additional channels and program enhancements to drive awareness, increase sales and increase customer satisfaction
• Developed go-to-market framework to effectively reach IT managers and facilities managers through outsourced sales rep organizations, electrical contractors, IT solution providers, and power solution providers focusing on increasing market awareness, enhancing competitive positioning and minimizing channel conflict

• Audited NCD channel processes, tools and participants.
• Recommended new model to enable NCD to rise above the other thin client providers in partner mindshare.
• Refreshed channel sales tools and documents.

"Amazon Consulting was able to come in, get up to speed and get on with project during a very hectic time for us. They were able to stay focused and made their deadlines despite the fact that we were quite distracted at times."
-- David Perry, Vice President, Marketing

• Developed alliance performance scorecard
• Measured performance of three key alliance partners
• Highlighted partner strengths and potential investment opportunities
• Recommended investment plan based on scorecard results

• Provided executive staff partner development strategy to drive Neomar market recognition and sales.

"Amazon is great! They helped define our alliance program quickly and efficiently and drove the key issues through our entire organization. They designed a straightforward and comprehensive program to help us engage marketing, sales, and technology partners for increased sales."
-- VP Corporate Development, Neomar

• Oversaw the transition of OEM and Channel Partners to Sun Software's new business model.
• Designed program and business policies to create standardized, leverageable OEM relationships.

"We really appreciate Amazon Consulting's support and skills. We plan on contacting you again when the need arises."
-- Director of Sales Support

• Developed a partner program across functional categories.
• Provided competitive intelligence and analysis.
• Developed a partner marketing plan to effectively plan marketing activities throughout the entire year.
• Completed partner profiles for understanding of opportunities, value propositions, and priorities.
• Created go-to-market plan documenting detailed marketing programs, processes, and other activities associated with launching the new Vitria Alliance Program.

"We greatly appreciate Amazon Consulting's expertise in designing alliance programs. They were quick to understand our structure and needs, and they developed an alliance program that leveraged current resources to better support our system integrator, software vendor and OEM partners."
-- VP Alliances, Vitria Technology

• Developed and validated a new program name and created marketing materials to promote newly developed channel initiative.
• Combined legacy programs in wireless and converged communications market to create a single program focused on cutting-edge technologies.
• Created framework to define requirements and benefits for program participants.
• Recommended specific strategies and tactics to engage, motivate, support, and manage partners.

"I was very impressed by Amazon Consulting. Throughout the process of developing a new partnership program for us, they were easy and fun to work with -- flexible yet timely. Their team approach enabled them to get up to speed quickly and give insightful recommendations about the complete overhaul our networking partnership programs in a remarkably short period of time."
-- Channel Program Manager

• Developed channel growth plan - revenues, investments, actions - through assessing potential partner capabilities and interest in selling new wireless LAN switch technology
• Gathered primary research with potential partners in addition to secondary market growth data
• Designed a framework to effectively attract, engage, educate, support and manage solution providers and distributors to meet channel revenue potential
• Defined programs and processes to create mindshare and drive sales for a start-up company in a highly competitive and evolving market

• Designed a program specifically to motivate developers to create add-on products for Palm expandable devices.
• Built the program framework and determined the appropriate allocation of program benefits for different membership levels.
• The program provides business planning activities, technical resources and marketing programs to get developers excited about the new devices.
• Implemented a partner relationship management (PRM) system to manage and communicate with program members. Defined the business rules required to lead implementation and worked to revise website to incorporate new system.
• Established process to manage developer requests and worked with Palm Information Technology to build a knowledgebase to handle frequently asked questions.

"Amazon Consulting was instrumental in defining and executing the PluggedIn Program and designing and implementing our PRM solution."
-- Group Manager, Expansion Programs, Palm Inc.

• Created the framework and structure for developers creating solutions for the Palm platform. Blended disparate and legacy programs into an integrated program to leverage benefits and program elements across new program tiers
• Researched potential program benefits and requirements by interviewing existing partners
• Worked with technical support, education, global alliances, marketing, business development and executive teams to define program benefits, requirements and fees, and leverage resources across multiple groups at Palm
• Defined processes to implement the program: application and launch, training and certification, billing, technical support, and transition from legacy programs
• Developed tools for the PalmOS team to implement and announce the new Palm Alliance Program, including banner ads, internal and external FAQ, an announcement presentation, executive summary, partner notification letter, application and legal documents, website, welcome kit and many more
• Created Partner Alliance Program Reference Manual to educate program participants
• Developed internal manual for Palm stakeholders to support, define and reference the new program

• Improved program design efficiency by creating a roadmap to scope the resources and timing required to design a reseller
• Identified and recommended resources, personnel and deliverables for successful reseller channel
• Created step-by-step plan for implementing successful reseller channel.

• Revamped the Cisco Resource Network for Resellers program.
• Designed program, materials, and web content relevant to resellers selling to small and medium sized businesses.
• Created communications to resellers to drive web usage
  

• Created job descriptions for Partner Account Managers in both the Enterprise and SMB markets
• More articulately defined eight categories of Managers
• Extensively interviewed relevant stakeholders within and outside of Microsoft and its subsidiaries
• Researched and articulated best practices for Partner Account Managers

Services Benchmark Report

• Conduct intensive research on the services revenue received by a select group of peer companies in both North America and EMEA in the areas of technical support, consulting and educational services
• Data reporting and benchmark analysis provided on services capabilities and revenue in a formalized management report
• Report included analysis of services business model, overview of support, maintenance, education and consulting offerings along with services pricing details and channel engagement information
• For use by strategic sales organization as foundation for producing a new maintenance model

• Develop go-to-market model that describes the model, partner structure and ROI of engaging a systems integrator channel in North America
• Create a detailed plan to effectively develop system integrator partners and program
• Determine the effective engagement model to encourage SI partners to position Soarian products to health care providers

• Segment and select the types/structure of potential partners
• Evaluate competitive international channel model/structure
• Develop channel strategy for new product line in both US and EMEA
• Assess best practices for distribution and partner engagement across industry and product sector
• Identify and recommend framework, resources, personnel and deliverables for successful distribution and resale channel program for new product line

• Assess PartnerSelect programs' ability to attract, engage, empower and motivate partners to sell Symbol's enterprise mobility products
• Partner Program Benchmark Assessment : Define gaps between the current program and industry innovative practices across multiple regions
• Measure and prioritize the member's needs for engagement and empowerment tools and resources from Symbol
• Review and make recommendations for potential improvements

• Assess partner programs including solution providers, technology partners and software partners
• Define gaps between current programs and industry best practices
• Recommendations for improving partner programs to increase sales through partner engagement and to become a world class program

• Best practice benchmark study of several companies' global partner programs
• Assess partner types for several manufacturers such as ISV and SI partner programs, technology partners and developer communities
• Highlighted the best-in-class providers and the innovative practices they implement within their global and/or regional partner programs
• Detailed how best-in-class vendors implement program elements through online processes

• Define worldwide, over-arching, value-based partnering architecture
• Create vision of how partnering can help SAP meet strategic goals, operational framework and structure, as well as funding issues
• Blend best-practice knowledge into unified structures

• Propose scorecard goals
• Recommend best practices scorecard framework measures
• Highlight best-in-class vendor examples for partnering scorecards
• Recommend methodology for collecting scorecard information