Laz Gonzalez from SiriusDecisions and Juliann Grant from eCoast Marketing discuss the key factors in implementing successful cross selling campaigns in the channel. Suppliers want to expand their footprint within their reseller client bases and capture new market share. Meeting growth targets from indirect channels can be challenging, since many resellers are not exclusive and represent multiple suppliers to best compete in the market.

1. Cross-Sell and Upsell
Strategies in the
Channel
Laz Gonzalez, SiriusDecisions
Juliann Grant, eCoast Marketing

2. 2
Agenda
• Define Your Targets with Account Based Marketing
• Gain Visibility with a Propensity Model
• The Channel Challenge
• Building Trust and Filling the Gaps
• Planning A Campaign
• Use Cases: Stories of Success

3. 3
SiriusDecisions Presenter:
Laz Gonzalez, SiriusDecisions – the leading provider of b-to-b
sales, marketing and product research advisory services
Served in key leadership and channel roles
at Lotus/IBM, Baan and Viewpoint
Extensive international experience
implementing channel-driven sales and
marketing programs
Group Service Director for Channel Sales and
Marketing Strategies at SiriusDecisions

4. 4
Vice President of Marketing for eCoast
eCoast Marketing Presenter:
Juliann Grant, eCoast Marketing – Helping businesses tackle their
marketing challenges
Recent client work includes Siemens,
Rogers Corp, Cognos, Progress Software,
Sustainable Minds and NaviNet
25+ years of experience developing
marketing strategies for high tech and
industrial that build consumer demand,
revenue streams, and customer communities

5. Define Your Targets with Account Based
Marketing

6. 6
Large Account
• Very small number of large existing or
targeted accounts
Named Account
• Moderate or large number of defined
existing or targeted accounts
Customer Lifecycle
• Moderate or large number of existing
customers that receive differentiated
outreach
Industry/Segment
• Any number of new or existing accounts in
the same vertical or other specific segment
Cross-selling and Upselling Required an Account Based Approach
Account-Based Models
At the Core Lies an Account-Based Marketing (ABM) Framework

7. 7
Account-Based Marketing Advances Two Types of Goals
Opportunity Relationship
Deliver growth
New, cross-sell or up-sell
Create positive environment
Retention, loyalty, advocacy

8. 8
What Do The Best ABM Programs Have In Common?
• Visionary ABM leadership
• Dedicated, interlocked teams
• Understanding of expanded
marketing role
Commitment Execution
• Structured approach
• Excellent communication
• Clear understanding of what
success looks like
• Systems in place to measure
and share results
Results

9. 9
Where Can ABM Deliver Quick Wins?
Enablement
• Internal
communication plan
• Skills training
• Template/tool
creation
• Best practice
sharing
• Feedback collection
(sales, marketing
views)
Insights
• Actionable account
profiles
• Contact discovery
• Account analytics
• New market
persona/messages
Planning
• Link marketing help
to existing sales
account plans or
goals
• Cross-functional
working session to
define options faster
Execution
• Content assets
• Interactions/events
• Pipeline
acceleration: Focus
on mid- to late-
stage deals
• Small-net fishing for
new opportunity in
defined area
• Pilot with small
number (2-3) of
large accounts

10. Getting Started with an Account Based
Channel Marketing Program

11. 11
Process Steps: What Actions Will Be Taken?
Insights
Selection/Prioritiz
ation
Planning Execution
Pilot
Rollout
Measurement
Short-term
Medium-term
Long-term
Goals (Cross-
Sell/Upsell/Relationship
)Messaging
Resources
Tactic Selection
SegmentationInternal
Account Data
External Data
Assessment/S
coring
Process Steps for
Large, Named and Industry Account-Based Marketing
Communication

12. 12
Step 1: What Do You Need to Know About Accounts?
Must Have
Account Industry
Account Buying Centers*
Wallet Share/Available
Opportunity*
Sales Goals by Buying Center
Stage of Active Deals*
Contacts Known/Needed
Really Great
to Have
Key Initiatives/Needs by
Buying Center
Relationship Status
Relationship Map by
Buying Center
Extra Credit
Growth Trend
Competitive Environment
Contact Engagement
History
Account-Level Attributes
Buying Signals
*Must-have for longer list of
named accounts initial scoring

13. 13
Step 2: Score and Rank Accounts
ABM FACTORS 1 = Very False
5 = Very True
Account 1 Account 2 Account 3 Account 4
OPPORTUNITYINDEX
This is a large, global account. Score 1-5 1 5 1 5
Distinct buying centers exist for this account. Score 1-5 1 5 2 5
Unified approach would drive value. May currently be disjointed. Score 1-5 1 5 3 2
This account spends a lot of money in your category (but not
necessarily with you).
Score 1-5 1 5 3 2
This account spends a lot in the category and spends it with you. Score 1-5 1 5 4 2
Factors exist that could drive relatively quicker purchase/priority
(e.g. economic conditions, regulations).
Score 1-5 1 5 5 1
We are aware of active pipeline opportunities within the account Score 1-5 1 5 5 1
Total Opportunity Index Score Sum 7 35 23 18

14. 14
Is it worth it?
Can we get it?
Can we work together?
What else to consider?
Use 4 Buckets of Criteria To Zero In on Best Chance of
Success
ABM
Account
Selection
Opportunity
Index
Achievability
index
Cooperation
Index
Other
Factors

15. 15
Examples of Criteria
* Account Size
* # Buying Centers
* Pipeline
* Known Contacts
* Current
Satisfaction
* Competitive
Traction
* Amenable
Account
* Account
Leadership
* Sales
Endorsement
* Strategic Play
*New Geography
* Sales Rep
Experience Level
Opportunity Achievability Cooperation Other
Selecting the right accounts considers criteria in these key areas

16. 16
Examples of Account Prioritization Output
• Large-Account Pilot
• 5 to 10 large accounts
• Selected for presence of
opportunity and cooperative
sales team
• Focus on customized
execution for big deals
• Combines relationship goals
and opportunity goals
• Named Account Pilot
• 20 to 50 larger accounts
• Selected for type of
opportunity
• Focus on one-to-a few
execution that supports
sales growth objective
• Main focus is opportunity
goals
1

17. 17
Step 3: Set SMART Goals or Get Specific About Goals
“Be the preferred
supplier of company
ABC”
“Expand Sales of
Product XYZ”
Not
SMART
“Retain Strategic Account X by
engaging senior leadership team
during next 18 months, showcasing
value delivered, resulting in five-year
renewal”
“Upsell 50 more licenses of Product XYZ
to Joe Smith’s group by Q4, resulting in
$500,000 revenue”
SMART
OpportunityGoalRelationshipGoal

18. 18
Step 4: Build a Plan
Goal 1:
Week 1 Week 2 Week 3 Week 4
ACTION 1 (Internal Activity) (insert date) (insert date) (insert date) (insert date)
Internal Lead
Activity Needed
Measurement
Week 1 Week 2 Week 3 Week 4
ACTION 2 (External Facing
Activity)
(insert date) (insert date) (insert date) (insert date)
Persona 1
Key Message
Offer
Delivery Mechanism
Measurement
Which Accounts
Sample: Portion of Execution Timeline:

19. 19
Step 5: Define your Success Measures
Account Insights
New Contacts
Successful Planning
Sales Utilization
Account/Contact Activity
Early Progress
New Pipeline
Existing Opportunity Progress
Relationship Development
Initial Outcomes
Revenue Growth and Retention
Increased Loyalty and Advocacy
Long-Term Value

20. © 2014 SiriusDecisions. All Rights Reserved 20
Revenue
3 SQLs
Blitz Day
Proposal
20 MQLs
Email #1
Event
Inbound Tactic
Account Plans
Account Prioritization
SiriusPerspective: Impact is created by effectively executing the right combinations of
actions across product, marketing and sales functions.
From Activity to Output to Impact
SalesMarketingABM
Impact Output Activity Readiness
Account Insights

21. The Channel Challenge

22. 22
The Channel Disconnect
Vendors Have Partners Lack
Content
Expertise
Resources
Skills
Infrastructure
Technology
Process
Incentive

23. 23
Poor Adoption
Registered
Partners
Partner
Portal
Marketing
Automation
MDF/
Co-Op Execution
Channel Marketing Workflow
ROI?
Channel marketers report less than 20% of their partners
regularly participate in training, access portals or take
demand generation offers.” - SiriusDecisions

24. 24
Why It’s Hard to Cross Sell in the Channel
Sharing Customer Data
Lack of Good Account Contacts
Lack of Partner Loyalty
No Visibility
No accountability
Poor ROI

25. 25
Criteria-Based
Marketing
Account-Based
Marketing
Cost $100k $60k
Leads Produced 230 86
Cost Per Lead $434.7 $697.7
No. of Deals Registered 77 51
Leads to Registered Deal Conversion Rate 33.5% 59.3%
Pipeline Produced $2.982M $3.215M
Average Opportunity Value $38,739 $63,041
ROI (Pipe:Cost) 29.8:1 53.6:1
Improved Conversions 1-3% 6-12%
Network Infrastructure Enterprise Case Study
Does Account-based Marketing Really Work?

26. Building Trust and Filling the Gaps

27. 27
How a Neutral Third-Party Can Assist
• Need a trusted party to mitigate partner
campaign concerns
• Sharing customer lists
• Not overstepping boundaries
• Ensure campaign execution
• More accountability
• Improved reporting on all activities
• Hands-on partner support

28. 28
Role of Prescriptive Concierge Services
Assess Strengths &
Weaknesses
Identify Desired
Outcomes
Share Best Practices
Prescribe Solutions
Define Campaign
Goals
Establish Benchmarks
Monitor Progress
Flag and Address
Potential Issues
Regular Review Calls
Review Metrics
Make Adjustments
Exceed goals
5+ Years Average
eCoast Tenure
Engaged with
Thousands of
Channel Partners
Collaborate Measure Review Expertise

29. 29
Servicing the Partner Landscape
1st
Tier
2nd
Tier
3rd
Tier
More resources
No resources
Some resources
White Glove Concierge
Low Touch Concierge
Medium Touch Concierge

30. Planning an Effective Cross-Sell UpSell
Campaign
30

31. 31
Account-Based Marketing Steps
Identify between
20 and 30 target
accounts
Include geography
and desired titles
to acquire
Prepare Survey
Tool
Determine what
information do you
want to know?
Define what is a
“qualified” lead
Train the Call
Agents
Identify Prepare Define Train
GO!

32. 32
Key Ingredients of a Cross-Sell Upsell Program
Digital
Marketing
Tele-
Marketing
Content
Marketing
• Email
marketing
• Social Media
promotion
• Banner Ads
• Appointment
Setting
• Lead
Generation
• Call To
Actions
provided or
customized
• Special offers
Lists &
Data
• Customer
Data provided
• Account
based
marketing
Integrated Multi-Touch Approach

33. 33
High Touch vs. Low Touch Integrated Packages
Full Customization Pkg
Could Include:
• Email Marketing
• Telemarketing
• Natural Web Page Optimization
• Social Media Postings
• 2 Blog Postings
• Social Ads
Light Customization
(Low Touch) Pkg
Could Include:
• Email Marketing
• Telemarketing
• Social Media Postings

34. 34
Measurements of Success
Opens
Clicks
Conversions
Bounces
Unsubscribes
CTO
Right Party
Contacts
Conversations
Leads
Estimated Lead
Value
Popular Postings
Clicks
Traffic Source
Growth
Conversions
# of Partners
Participated
Partner-specific
Results
Leads Generated
Estimated Lead
Value
Email
Tele-
Prospecting Social
Supplier
Level

35. Use Case: Upselling in the Channel

36. Target Audience:
36
Integrated Email and Telemarketing Campaign
• eCoast Created Marketing Assets:
– 6 Varied Email & Landing Page Templates
– CTAs
– Telemarketing Script
• 26 Partners participated
A Successful Cross-Sell Upsell Campaign
Reseller Clients who were not currently customers of the Supplier
3
6

37. 37
The Cross-Sell Upsell Campaign Rollout Process
PipelineValue
eCoast validates list
List submitted to eCoast
MarketingTelemraketingList
Partner Identifies Customers
Email #1
Telemarketing
Within 48 hrs
Email #214 days
14 days Email #3
Email open and click data provided to Call Agents after each send
Average Duration 8-12 weeks

38. © 2014 SiriusDecisions. All Rights Reserved 38
Make this look interesting
• Estimated Leads Generated: 323
• Estimated Lead Value: $23.7M
• Average Estimated Leads per partner: 12.4 leads
• Average Estimated Lead Value per partner: $914,226
Campaign Results

39. 39
Cross-Sell Upsell Campaign Results
323 Estimated Leads Generated
Estimated Lead Value: $23.7M
Average Estimated Leads Per
Partner: 12.4 Leads
Average Estimated Lead Value Per
Partner: $914,226

40. 40
Cross-Sell Upsell Campaign Results
323 Estimated Leads
Generated
$23.7M Estimated Lead Value
12.4 Average Estimated Leads
Per Partner
$914,226 Average Estimated Lead
Value Per Partner

41. 41
Campaign Success Factors
A Systematic
Approach
Full Campaign
Visibility and
Accountability
All
Opportunities
Registered
In System
Fully
MDF-Funded
Campaign
Consistent
Branding
Assets And
Messaging

42. SiriusPerspective:
42
Adobe Define & Assign
• Actionable
– Provided sales with clear visibility
– Provided reasons to call
• Profitable
– Pay-for-performance rebate and MDF
• Measurable
– Real-time updates
Enabling Partner-Led Activities: Adobe
By understanding a customer’s propensity to buy, Adobe launched a
best-in-class program that drives channel demand.
4
2

43. SiriusPerspective:
43
• Which segments would have the highest propensity to buy?
• Is there specific functionality that would convince customers to upgrade?
• Focused on the customer and choose natural segments that have a higher
propensity to buy based on new functionality for that customer type
Adobe’s Approach to Estimating Buyer Propensity
Created messaging that communicated the value this new
functionality offered the reseller’s target segment.
4
3
Feature
Set A
Feature
Set B
Feature
Set C
Entertainment Med N/R Low
Education High Med High
AEC N/R Low Low
For Each Direct
Marketing Reseller
(DMR)

44. SiriusPerspective:
44
Define & Assign Impact on Partner Marketing
Adobe realized higher revenue, better adoption and greater
marketing efficiencies.
4
4
Impact Areas Results
Strategic Supported Adobe’s launch of
the latest Creative Suite through
high-impact channels
Channel Program
ROI
Top 20 percent of DMR sales
reps drove 85 percent
penetrations
(3X normal average)
Impact on
Business
$32M incremental revenue in
24-month cycle for N.A.
Partner Type: Direct Marketing
Resellers
Size/Rev $200M-$9B
Avg Deal $14K
Coverage U.S.
Target/Goal 125 percent of
upgrade goal

45. SiriusPerspective:
45
• Used historical data to show channel partners exactly what the
opportunity was for each rep, and tracked performance
• Developed talk tracks that sales reps could use with existing customers
• Realized early that one size doesn’t fit all; created campaigns that
leveraged the strength of each partner
Critical Success Factors
Key to Adobe’s success was tailoring demand creation programs for
specific partner types using the data it collected.
4
5
DEFINE & ASSIGN

46. Use Case: Employing Predictive Analytics in
Cross-sell Campaigns

47. SiriusPerspective:
47
• Targeted 5,000 accounts with
highest propensity to buy
• Selected a cross-section of 16
partners to participate (based
on capability, capacity,
compatibility)
• Increased the cross-sell and
upsell of new products
VMware Recommended Highest-Propensity Accounts
The predictive recommendations focused partners on opportunity
sweet spots and highest-propensity accounts to grow VMware partner bookings.
2.6X
0%
5%
10%
15%
20%
25%
30%
35%
40%
0 2,000 4,000 6,000PurchaseProbability
Accounts
Predicted
20% 40% 60% 80% 100%0%
 Heavily invested in vSphere
Over 100 vSphere licenses
Source: VMware
 Security focused industry
Source: VMware
 Last Purchased View over 6 months ago
Source: VMware
 Aging desktops
Company has desktops that will likely be
refreshed in the near-term
Source: Data Collaboration Agreement
 High-Growth
Company has grown 15%+ in 1 year
Source: Lattice Business Events
Source: Lattice-Engines

48. SiriusPerspective:
48
Impact on Partner Program Engagement and ROI
By aligning partner capability and commitment, and focusing on
partner engagement, VMware was able to help partners sell more and make more money.
Supplier Impact
Areas
Results
Strategic Global rollout
determined halfway
through pilot
Channel program
ROI
#2 overall GTM
initiative
Impact on business Increased product
adoption essential for
VMware’s continued
growth
Partner Impact
Areas
Results
Strategic Economic upside on
renewal opportunities
Program ROI Retooling and aligning
renewals and sales
functions
Impact on business Three times more
effective than organic
cross-sell/upsell

49. SiriusPerspective:
49
• Structure and metrics were a big part of program success
• Deal size, cross-sell rate in pipeline and bookings were defined up front,
with control groups to evaluate incremental lift in pilot
• Weekly pipeline management calls were established to confirm partner
engagement and measure progress against opportunities
Critical Success Factors
Early program success, evidenced by partner bookings and breadth
of products sold, was used to fuel momentum for accelerating global rollout.

50. 50
In Summary (dress up)
• Marketers need to apply different approaches to creating demand when they
are addressing a defined universe of direct and partner named accounts. A
systematic approach is required.
• Analysis and account and buyer insights, along with clear goals, form the
foundation for an effective defined-universe plan. Partner sales and channel
marketing cooperation is an important factor.
• Upselling and Cross-selling success starts with applying ABM principles
when gathering account information, prioritizing channel accounts, and
planning to build effective tactics partners can use.

51. 51
In Summary
Marketers need to apply different approaches to creating demand when
they are addressing a defined universe of direct and partner named
accounts. A systematic approach is required.
Analysis and account and buyer insights, along with clear goals, form the
foundation for an effective defined-universe plan. Partner sales and
channel marketing cooperation is an important factor.
Cross-selling and upselling success starts with applying ABM principles
when gathering account information, prioritizing channel accounts, and
planning to build effective tactics partners can use.

52. 52
Questions?
Connect with eCoast:
Email sales@ecoastmarketingcom
Website ecoastmarketing.com
Blog blog.ecoastmarketing.com
LinkedIn linkedin.com/companies/ecoast
Twitter twitter.com/ecoast
Facebook facebook.com/ecoast