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What’s in a Moment? On-Demand Summit Session Details Key Elements of Joint Alliance Marketing

Posted By Jon Lavietes, Thursday, June 25, 2020

The 2020 ASAP Global Alliance Summit is underway. On Tuesday, Wednesday, and Thursday of this week, ASAP will deliver two to three hours of live-streamed sessions that will be chock full of information that can help alliance managers advance their collaborations. On top of that, Summit attendees also have access to many more prerecorded sessions that touch numerous aspects of alliance management. As my colleague Michael Burke wrote yesterday, we will be bringing you highlights of some of those presentations throughout this week and beyond.

Liz Fuller, CA-AM, senior director of alliance marketing at Citrix, tackled one of those critical elements of alliance management in an on-demand session titled, “Integrated Joint Alliance Marketing Best Practices: How to Establish Joint

Marketing Moments That Drive Impact.” Fuller broadly covered five themes in her presentation:

  1. Focus on marketing “moments,” not activities
  2. Understand data
  3. Establish an integrated approach
  4. Build a complete content journey
  5. Set shared partnership goals

Share a Moment with Your Partner and Prospects

What is a marketing moment? Fuller asked viewers to think about their marketing efforts by contrasting the ripple effects that result from throwing one giant boulder into a lake against those that appear on the surface of the water after steadily tossing several small pebbles over a long period of time. You might see a large short-term impact from one big marketing initiative, but steady, consistent, small-scale engagement with prospects over time will ingrain your company’s value proposition into their consciousness, especially since people by nature have short attention spans. Metaphorically, the ripples from continual lighter-touch communication last longer.

“It’s not that you hold people’s attention, it’s that you stay in front of them. You don’t keep their attention because of one thing that you have done. You keep their attention regularly,” explained Fuller.

To tie the concept together, Fuller cited a hypothetical major partner user conference as an example of an event that could serve as a standalone marketing initiative (a large boulder) or part of a larger chain of interconnected marketing activities over time (a series of stones). Your company and the partner organization will likely put out press releases announcing a milestone of the collaboration during the event. The parties might issue other announcements at your conference two months later, and at another industry conference toward the end of the year.

However, the time between these events represents a white space of sorts for alliance marketing teams. Fuller urged listeners to fill that void with thought leadership pushes, extensive social media promotion and engagement, content tied to demand generation and pipeline nurturing, and customer success stories. She saw these activities as the “connective tissue” between the big events that creates larger marketing moments.

“Data Is Your Friend”

Although gut instinct always plays a part in marketing, Fuller reminded the audience that even those judgments are partly based on the “absorption of data,” not just on personal experiences.

“Data is your friend,” Fuller said, before admitting that she hated math as a student.

Fuller exhorted technology alliance pros to be familiar with the latest third-party economic and industry research, as well as reports and analysis from respected industry analysts. Current market size and projected growth models should always be in the minds of marketers as they try to figure out what is driving the market and from where the biggest growth will come. Joint marketing efforts should also be aligned with data and messaging associated with the sales organization’s annual priorities. Perhaps most importantly, past and current business results are also critical data points, even if constantly shifting marketing dynamics oftentimes lay waste to the notion that past is prologue.

“It’s not a perfect science,” Fuller acknowledged. However, “if you don’t look at how things perform for you previously, how do you expect to know how they will perform for you now?”

Integrating Marketing into Broader Organizational Goals

Fuller spoke about Citrix’s broader “air cover brand campaigns,” which embody some of the virtualization giant’s most pressing corporate goals and messages. These campaigns function as a roadmap for alliance marketing teams. Fuller said messaging for all joint alliance-marketing efforts: 1) align with this broader brand-campaign messaging, 2) are purpose-built for Citrix’s primary audiences, and 3) support the priorities of the sales organization. 

Of course, gelling marketing with the other departments can be challenging.  Each part of the organization might look at different metrics. In an alliance, sales, marketing, and business development “sometimes operate in different swim lanes,” according to Fuller.

Marketing can support sales in every phase of the funnel. If salespeople have already spoken to a prospect about a joint product, the alliance team should think of ways to support that lead further down the pipeline by delivering messages and supporting documentation around competing products, particular uses of the product or service, other potentially helpful joint offerings, or other functions or services that the customer has not considered that might be of use.

Content for Every Stage of the Marketing Journey

When putting together marketing campaigns, Fuller develops content for various stages of the customer’s purchasing journey, which she characterized in a set of generic statements:

  1. “I want to know” – The stage where the customer is eager to learn about something new
  2. “I want to go” – An intrigued customer wants more detailed information
  3. “I want to do” – The prospect is ready to see a demo or take a specific action  
  4. “I want to buy” – Customer is ready to select an offering

Fuller similarly broke down the prospect’s mindset into a series of phases, and spoke about how to target content for the customer’s disposition in each moment.

  • Awareness – Help prospects articulate their problems or illuminate a challenge they were previously weren’t conscious of
  • Education – Customers gather lots of information before they talk to vendors, so alliance marketers must make sure those people come across white papers, articles, data sheets, and other content detailing their joint products and value proposition in the process
  • Consideration – Strengthen side-by-side comparison messaging vis-à-vis competitors, and make sure joint offerings are submitted for bakeoffs, independent product reviews, and in-depth investigations of relevant products
  • Purchase – Marketing materials must get prospects to do more than just buy the product; they should inspire customers to use a large percentage of the offering’s functionality—partners will endure a customer backlash if their services become “shelfware”
  • Advocacy – How do you operate as an advisor to the organization so that they advocate for you down the road?

 Jointly Developed KPIs Align Partners Behind Alliance Goals

If partners can’t agree on the alliance’s goals, they will have a hard time reaching them. Each party in an alliance needs to arrive at a set of clear, simply stated key performance indicators (KPIs) that reflect what joint success looks like to the parties. This could come in the form of sales revenue, leads in the pipeline, share of voice, or other data points. This can be tricky at times because organizations often don’t measure things the same way, and sometimes each company uses a different language to discuss the same topics. These are minor obstacles as long as the parties ultimately present the same story to customers, prospects, and key internal stakeholders, in Fuller’s view.

Fuller had many more insights in her session. Summit attendees have the opportunity to learn what else will help their joint alliance marketing efforts, as her presentation will be on demand for those who have registered for the conference for an extended time.

Remember, Fuller’s presentation is just the tip of the iceberg of the great knowledge awaiting Summit registrants in our lineup of live sessions this Tuesday through Thursday and deep reservoir of on-demand sessions. Make sure you delve into the Summit portal soon! 

Tags:  alliance goals  alliance management  alliance partners  Citrix  collaboration  Liz Fuller  marketing  marketing journey  partner  partner program  partnering  prospects 

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Huawei’s Strategy for Partnering Success (Part One): Tapping into the ASAP Community’s Best Practices, Professional Development, and Tools

Posted By Genevieve Fraser, Monday, March 5, 2018
Updated: Saturday, March 3, 2018

Decades before Greg Fox, CSAP, assumed his current position as vice president of strategic alliances at Huawei Technologies, headquartered in Shenzhen, Guangdong, China, he held senior strategy, channels, sales, alliance management, marketing, product management, and business development positions at Citrix, Cisco, Novell, and HPE. For the past two years, Fox has lead Huawei’s efforts to build information and communications technologies (ICT) industry-leading alliance management competencies and global partnering capabilities. Today, Huawei Technologies is the largest telecommunications equipment manufacturer in the world.

 

“Having a strategic alliance background has provided a competitive edge with prospective partners. In fact, strategic alliances are quickly becoming a core part of the Huawei culture and an embedded part of our business strategy,” Fox stated.

 

“And with Huawei’s global market leadership in key markets involving carrier, consumer, enterprise and now cloud, many companies want to do business with us for mutual business advantage. It is a nice problem to have, but that makes it ever more important that we do partnerships the right way, and we set them up for the long-term,” he explained.

 

Given the magnitude and scope of their current level of partnerships, Huawei has developed a tier-one companywide process called Manage Alliance Relationship (MAR) that focuses exclusively on managing the alliance relationship process. This includes traditional 1:1 alliances, as well as managing one to many and many to many partnerships.

 

As Huawei has adopted many of ASAP’s best practices and tools for partner evaluation, recruitment, and on-boarding, the alliance management organization has created many templates within the MAR process. These templates and tools are actively used in every current or prospective strategic partnership and have afforded Huawei a competitive edge in cultivating its growing portfolio of partnerships.

 

“We have a straightforward approach outlined by a five-step process to executing mutually profitable partnerships and as we follow this, we feel that we can improve the odds of success and ensure that all parties profit,” Fox said.

 

“The first step involves partners agreeing on a common set of objectives and a strategy for achieving them and being clear on what all sides get from the alliance. Next, partners must write out a business plan, including determining who is our customer, why will they buy from us, and what is our expected ROI [return on investment]. Third, partners must install governance structures that assign key responsibilities, clarifying who is responsible for what, and which has an identified sponsor who is senior enough to mobilize resources and change course if things go off track,” he said.

 

“Step four involves creating proper incentives for both the direct sales force and indirect channel, with compensation designed to get all parties to make the alliance a priority. And finally, every partnership should be flexible, and alliances must be reviewed quarterly to help leaders respond to changing business conditions,” Fox explained.

 

The five steps are not performed once and then set aside. Instead they are done in an iterative loop, where processes are refined, and targets regularly adjusted as needed, based on every changing competitive environment.

 

To learn more about Huawei’s partnering efforts, see Part Two of this blog as well as Genevieve Fraser’s Member Spotlight in the Q4 2017 issue of Strategic Alliance Magazine. Greg Fox also co-presented, with Andrew Yeomans, CSAP, of Merck Serono, the January 18, 2018 ASAP Netcast webinar “Building the Engines of Collaboration Inside and Beyond the Borders of Mainland China.”

Tags:  alliance management  business development  channels  Cisco  Citrix  cloud  governance structures  Greg Fox  HPE  Huawei Technologies  manage alliance relationship  marketing  Novell  partnerships  product management  sales  strategic alliances  strategy 

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New ASAP Corporate Member Bridge Partners Helps Industries Connect for More Successful Partnering

Posted By Cynthia B. Hanson, Tuesday, December 20, 2016

This is one in a series of blog posts welcoming seven new corporate members into the ASAP fold. Bridge Partners practices “the art and science of business transformation” by helping customers address challenges, adapt to change, empower teams, and win in the marketplace. Channel transformation is one of the most crucial challenges enterprises need to address, says Chase Morgan, a partner at the company. Bridge Partners specializes in technology sector trends and provides deep, hands-on experience in alliance strategy, business planning, joint sales initiatives, enablement, and analytics. The company also provides specialized practices in the following areas: sales and channel; digital; operations and technology; people and change; product and solution marketing; program and project leadership. Morgan provided the following additional information about the new ASAP corporate member:

What inspired your team to join ASAP at the corporate level?
I was fortunate to be an ASAP member when I ran global ISV [independent software vendor] relationships at a large software company. Because we are serious about our channel transformation practice, it only made sense to join ASAP. It's the place to be to obtain valuable information on partnering practices.

How do you anticipate the ASAP corporate membership benefitting you and your team?
ASAP is the perfect gathering place to network and for consultants to exchange ideas with the most experienced alliance leadership in the world. We strive for continuous learning and are committed to providing service back to the communities with which we engage. We also look forward to developing new relationships with potential clients and partners and enhancing the ones we have through ASAP best practices.

 

Please share a bit of additional background information on your company. 
Since 2006, Bridge Partners has distinguished itself as a national leader in business consulting with offices in Seattle, San Francisco, Chicago, Dallas-Fort Worth and Austin. The quality of our work is nationally recognized, and the company consistently ranks as one of the fastest growing businesses in America. It has made the Inc. 5000 list for five consecutive years. Our real-world experience and unwavering commitment to services means our client’s business successfully moves forward under a highly skilled management team.


What sets Bridge Partners apart from similar consulting companies?
 

Bridge Partners has a unique collaborative business model that connects local knowledge with a national presence. We deliver results for a wide range of companies: from Fortune 50 to start-up; technology and manufacturing to healthcare and transportation. Our consultants deliver insightful strategy, meticulous planning, and creative thinking.

Tags:  alliance  analytics  Bridge Partners  Channel transformation  Chase Morgan  collaborative business model  creative thinking  digital  enablement  joint sales initiatives  leadership  marketing  marketplace  network  planning  strategy 

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