Idea - A simple framework for complex alliances, an idea by IT
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This document proposes a framework called IDEA to manage complex alliances. It consists of three tiers - Silver, Gold, and Platinum - sorted by strategic importance and revenue/deal targets. The framework involves stakeholders across functions on a common governance model. It leverages complementary technology and go-to-market alliances between partners. The goal is to provide a common approach for sales, presales, and delivery using virtual organizations.
Idea - A simple framework for complex alliances, an idea by IT
- 1. Session # 301 ASAP 2012 Annual Global Alliance Summit A Simple Framework for Complex Alliances: An IDEA from IT
- 2. Agenda • Need for an Alliance framework • Our IDEA of partnering • Getting started • Helpful Resources • Q&A
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- 4. ONLY REMAIN IN THE RACE 4
- 5. New Sustainable Emerging Commerce Tomorrow Economies Digital Healthcare Smarter Pervasive Consumers Economy Organizations Computing
- 6. HAS EMERGED AS THE NEXT-GEN 6
- 7. Alliance Assessment Create Roles and Responsibility Matrix (RRM) Technology Partner Governance Services Create Partner account review plan (PAR) Certification/Validation Alliance Segmentation Sell in existing COMPANY accounts, Cross-sell, Up-sell OEM Jointly create a new account wishlist Platform Alliance Due-Diligence Sell to existing partner Accounts Business Case (Plan B Partner) Sales Sell to Partner opportunities Alliance Lifecycle Eat our own dog food Delivery Anchors RFX Leads Alliance SPOC Alliance Negotiations Leads from Marketing Activities Finance Sell through Field Contacts Legal Branding Maintain as per the Agreed Governance Partner Events Alliance Health Check Marketing Activities (Context) Webinars Terminate Assess Alliance Solution Analysts Accelerate Case Study Positioning Managing Pricing Investment/Commitment Resources Financial Up front Value Proposition Target Solution Alliances is Services On client Acquisition Organisation Strategy Features/Functionalities Complex and can Competition Business Unit/Practice Strategy be confusing… Revenue Strategic Alignment Customer Need/Demand Competitive Value-add Pipeline Metrics Need for Alliance Operational Support & Effectiveness Delivery Team Training Solution Collaterals Alliance Operations Solution/IP Development Training and Pre-Sales KT Sales Enablement Knowledge Base Project Execution Best Practices, White-paper
- 8. We needed a ALLIANCE FRAMEWORK framework to manage the complexity….. RESOURCE CONSTRAINTS Alliance Alliance Charter Life-Cycle REGULATORY Partner PRESSURE PRESSURE Customer Offerings COST Needs Our Alliance Alliance Guideline Offerings IP and Market Dev. Alliance Alliance Metrics Field Engagement COMPETITIVE PRESSURE Delivery Sales Marketing Alliance Strategy Company Business Strategy 8 8
- 9. • Common framework for Sales, Pre-sales and Delivery that includes components and individuals in a virtual organization using a common ONE Alliance governance model. Framework • Involve stake-holders from legal, commercial, sales, delivery, across horizontal services and industry verticals globally. TWO Engagement • Leverage alliances whose technology or services will complement ours Approaches across partners: • Go-to-market alliances (primarily lead-sharing) between partners
- 10. THREE Alliance Tiers: Sorted in ascending strategic importance Tier Revenue Deals Alliance Owner Exec. Sponsorship Silver < 0.5M <2 Sales (Account Manager ) or Pre-Sales (Solution Not Required Design) Gold 0.5-2.0M 2-5 Can vary Head of Alliances Platinum 2.0+M 5+ Core Alliance team Executive Committee Member FOUR Alliance Life-Cycle Stages: Each with different activities and gating criterion Identify Define Establish Assess Improve
- 11. FOUR Alliance Life-Cycle Stages: Each with different activities and gating criterion Identify Define Establish Assess Improve Partnering goes through an iterative and evolutionary process We get into greater level of details as we progress through the various stages • Identify : What do we do before we even • Establish : How do prepare to win our meet with a partner? first client? • Define : What do we do when we meet the • Assess : What do we do next? first time? Accelerate, Abandon or Acquire!
- 12. I D E A KEY ACTIVITIES STAGE Awareness of gap in existing offerings - either from client, our own team orfrom directly from a potential partner Internal consensus to interest to explore idea and possible partner champions IDENTIFY Designated champion spells out key requirements of partnership, expected investments, and benefits Management approvals to explore partnerships Initial Business Case prepared Market Scan to create long-list Initial conversations with potential partners Sign NDA's with short-listed potentials High level exchange of business information and expectations Evaluation of potential partners Deliverable: Short list of 2 (max 3) partners
- 13. I D E A KEY ACTIVITIES STAGE Term-sheet prepared to decide joint next-steps Key Contacts identified at partner side and champion Next level of discussions DEFINE Sales confirms target market, vertical, geo, and phasing if required Delivery confirms and provides resources to make this happen Review of Business Case, including possibility of alternate partner (Plan B) Deliverable: Signed Teaming /Partnership Agreement
- 14. I D E A KEY ACTIVITIES STAGE Finalize and execute on Go To Market plan ESTABLISH Sales Enablement - Sales training, prepare collateral, presentations, target customer list, FAQ's Solutions Design/Delivery enablement - readiness to sell and deliver joint solutions Creation and review of joint pipeline (2+2+2 Model) Explore Pilot "Try and Buy" Program to existing customers Efforts to close first sale Deliverable: Contract with end-partner for first joint client
- 15. I D E A KEY ACTIVITIES STAGE Create success story with first joint client. Re-use learning and deliverables for subsequent opportunities Explore joint marketing events to publicize the joint client ASSESS Review progress of clients and also build relationship at operational and executive sponsor level Alliance Governance Council (AGC) decides to take relationship to higher or lower level based on pre-agreed metrics Deliverable: Revised Portfolio Review of all Partners
- 16. IDEA Checklist The M2Y2O2 Model
- 17. Almost 100 questions to ask yourself at each stage of the IDEA life-cycle Look for the questions relevant for the current stage you are at with your partner Do not proceed to next stage until all questions relevant for current stage are reviewed. While it is good to keep a record of the responses to each, it is most important you do not miss out any question as you progress Keep coming back from time-to-time to review these questions as situations/ responses often change Can be modified to suit your industry and unique business
- 18. A simple method to create a joint pipeline: The 2+2+2 Plan First of all, our side offers to introduce the new partner to 2 existing clients where we are well- entrenched, and the partner is not present (My 2). Next our partner takes us into 2 of his clients where I am not present (Your 2) Finally we chose 2 accounts where neither of us are present – and we take pro-active steps, invest in joint marketing to win these together (Our 2) Builds gradual trust and can scale.
- 19. WE PARTNER WITH CLIENTS TO BUSINESS OPTIMIZE ACCELERATE TRANSFORMATION OPERATIONS INNOVATION 19
- 20. THANK YOU www.infosysbpo.com The contents of this document are proprietary and confidential to Infosys Limited and may not be disclosed in whole or in part at any time, to any third party without the prior written consent of Infosys Limited. © 2011 Infosys Limited. All rights reserved. Copyright in the whole and any part of this document belongs to Infosys Limited. This work may not be used, sold, transferred, adapted, abridged, copied or reproduced in whole or in part, in any manner or form, or in any media, without the prior written consent of Infosys Limited.