1 Executing a Successful SPIF BEST PRACTICES, TIPS, AND TECHNIQUES SPIFs are a great way to generate enthusiasm and mindshare, promote market adoption of a new solution, incent the sales of a specific combination of products, or even to reward soft skills development. However, execution is where most programs fall short of success. This ebook will help you to sidestep the pitfalls and provide useful and practical advice to start a SPIF program and/or helpful tips to improve under-performing SPIFs. ebook from CCI: Channel Management Solutions
2 2 Contents Defining SPIF SPIF Challenges Best Practice #1: Design a SPIF Program Versus a Single SPIF Best Practice #2: Optimize Your SPIF Design Six Tips & Techniques for SPIF Design Best Practice #3: The Value of Registration Best Practice #4: Measure Program Success 24 Summary
3 3 Defining SPIF Where We Are In the Incentive Landscape
4 4 The Classic SPIF (Sales Performance Incentive Fund) Sales incentives can be divided into two main types: 1 2 Targeted at the individual Targeted at the partner entity The first is where the classic SPIF sits. Individual sales incentives typically: Are focused on the sales rep or sales engineer Have the core objective of influencing point-of-sale Have program timeframes that can be shorter or longer term This ebook focuses on the most common types of individual sales incentives and their key attributes.
5 5 Incentive Programs Targeted to the Individual Title Definition Attributes SPIF Provides guaranteed rewards to participants for accomplishing a particular action Example: Sell X, get $Y Loyalty Designed to build long-term mindshare and relationship May be designed to reward a variety of behaviors Example: Sell X, do Y, to earn points toward Z Contest Rewards that have an element of chance Example: Sell X or do Y to qualify for winning Z Rebate Drive product sales through temporary price decreases Gather consumer info, promote new products Example: Buy X, get $Y discount or rebate Usually short-term May be quickly deployed Requires re-launch of every program Can tailor for different audiences (SEs/SRs) Difficulty forecasting payout Rewards are often cumulative in nature Longer term More robust infrastructure required Can follow participant Subject to local laws Good for driving mindshare, individual/team motivation/excitement Short or long term in nature Instant or mail-in are the most common Short term Trade-In or Trade-Up program (rebate may go to partner or consumer)
6 6 SPIF Challenges Common Pitfalls of SPIFs
7 7 SPIFs are certainly among the simplest and easiest sales incentives to deploy, however this can often be their downfall. When we talk to clients about SPIFs, it is common to hear about a lot of challenges. Some common frustrations about SPIFs: Here today, forgotten tomorrow no ongoing engagement is derived Constantly have to invent new programs and manage unique processes for each Narcotic in nature the more you use them, the more they seem to be needed Viewed as an entitlement versus a bonus or reward Hard to target the right people partner principals do not allow for individual-level SPIFs run by vendor Difficult to predict payout needed as well as participation Hard to measure impact/roi understanding that SPIFs are most effective in attaining goals The remainder of this ebook will address the above frustrations with some tips and best practices for implementing successful SPIFs.
8 8 Best Practice #1 Design a SPIF Program Versus a Single SPIF
9 9 While SPIFs have the benefit of being easy to deploy, that very aspect can result in a lack of longer-term thinking around them. While SPIFs themselves are best used for short-term initiatives, when designing a SPIF one should not just look at the immediate result or action you want to influence, but at the broader and longer-term needs of engaging with the particular target individual (sales rep, sales engineer, business owner, etc). Vendors are typically engaging with the targeted audience between four and ten times per year. Given this statistic, a programatic versus multiple one-off approach is called for. This leads us to Best Practice #1: Design the Program First, Then the SPIF Program SPIF SPIF
10 10 There are a couple benefits to this approach: First, creating a program will provide you with a framework where individual SPIFs can be deployed. Having a framework addresses the second frustration constantly needing to invent new programs and manage unique processes for each. A programatic approach allows for core processes to be outlined at the outset (and hopefully automated) so that the invention can be focused on the do-get proposition, not on administrative processes. Second, the consistency of a program framework in which to deploy SPIFs will allow you to develop an ongoing engagement with your target audience (addressing that here today, forgotten tomorrow frustration), and gather consistent data on where and with whom SPIFs are working and/or not working.
11 11 Determining Program Objectives The first step to designing an effective program is to think about what types of actions/results you are trying to achieve with your target audience over a minimum one-year timeframe. Is it all about quantitative goals? Number of unit sales of a certain product, average order size, volume sold of a new solution? Or are there also more qualitative goals, skill/knowledge improvements, customer satisfaction scores? Finding the Sweet Spot Once your list of objectives is clear, review them through the lens of how they align with your corporate strategy, customer needs, market environment, and partner strategy. Given that you are targeting individuals who are most influential at the point-of-sale, understanding partner strategy (GTM, Business Goals, SWOT, etc.) and that individual (goals, needs/wants, strengths, weaknesses, etc.) are the key. Going through this exercise will help you fine tune your program objectives and insure you have found the sweet spot for optimal success. Partner Go-to- Market Strategy Corporate Sales/ Marketing/ Channel Strategy Your Program Objective(s) Environment Competition Geography Customer Purchase Process Ongoing needs
12 12 Processes and SPIF With your objectives clear, you can now determine the processes you need to support the types of SPIFs you ll deliver. In most cases, a sales incentive platform or system that automates capture, review, and reporting of participants and SPIF-related data is a good investment to support your program.
13 13 Best Practice #2 Optimize Your SPIF Design
14 14 Now that you have program framework with your objectives, let s explore how to optimize the actual SPIF design. Here are Six Tips & Techniques for SPIF design: 1. Short-term Definition A common mistake made by many channel professionals rolling out SPIFs to an indirect channel is to plan the timeframe for the SPIF in the same way they would for an internal sales audience. A SPIF that would typically run for days or weeks with an internal audience should run for months or quarters in the channel. While familiarity with an ongoing sales incentive program will allow you to shorten timeframes in the channel, in general channel noise requires more time for a SPIF to gain mindshare and traction. Secondly, consider the timeframe in relation to the action requested. A SPIF related to the introduction of a new solution is going to require a longer timeframe than a SPIF whose goal it is to get old product off the shelf before the release of an upgraded model. A SPIF that would typically run for days or weeks with an internal audience should run for months or quarters in the channel.
15 15 2. Focus on First-Time Behavior SPIFs are best suited to incentivize first-time or one-time behavior, as opposed to ongoing behavior. Ongoing behavior is best targeted by your other compensation structure with your partner (percentage of product discount, MDF/Co-op offering, rebates, etc.) SPIFs are most effective when they are reserved for first-time behavior and used with some moderation. This helps maintain a high-energy/high-effort/high-result perception of them, and prevents them from becoming narcotic in nature or viewed as an entitlement. SPIFs are most effective when they are reserved for first-time behavior and used with some moderation.
16 16 3. Get Organizational Buy-In It is key to get (and create) buy-in for your SPIF with partner organization principals. Too many SPIFs that have not taken a partner s GTM strategy and goals into account have resulted in the reluctance of the partner organization to allow the SPIF to run with their sales team. A trend we are seeing is for individual SPIFs to tie into to partner/entity-level sales incentive programs. 4. Getting the Do-Get Right Given the shorter timeframes, the doget proposition needs to be simple, clear, and compelling. Based on your goal, determine if the reward structure should be a per unit/per action basis, or hitting a certain volume. What is going to be more enticing? What is going to best align with your goals? Second, consider the reward itself. Is it cash, merchandise, or travel? Is it the same reward for all, or is it a points-based access to a variety of choices? (See the following page for some reward pros & cons.) Lastly, a crucial part of creating your do-get scenario is to determine the specific metrics needed to measure progress towards your goal, establish your current baseline, and do the cost/benefit analysis on your SPIF.
17 17 5. Effective SPIF Marcom Key to your design is your marketing & communication plan. Communication of the WIIFM (What s In It For Me) message to the sales reps needs to be clear, compelling, and engaging. Also, don t neglect to consider any materials or tools that will support the sales reps execution efforts in the field with endcustomers. 6. Drive Ongoing Mindshare Lastly, don t put all your efforts just into the launch of a SPIF. Ongoing engagement is as important, if not more important. Provide progress updates, share success stories, use a leader board to encourage friendly competition, etc., to keep the SPIF goal and reward top-of-mind through its lifecycle. The "What s In It For Me" message to the sales reps needs to be clear, compelling, and engaging.
18 18 Reward Options: Pros & Cons Considerations: What is the do-get proposition? Cash versus points? Evaluate in relation to main compensation structure high enough for interest, not so high as to distract from primary goals Do the math what is your investment compared to your return? Cash Reward Cards Travel/ Merchandise Pros Directly impacts bottom line Good for short-term programs with limited infrastructure requirements Easy to communicate General high appeal due to branded card in-wallet Reloadable cards are ideal for long-term programs Fixed value cards are more suited for short-term programs Offered by majors: VISA, MC, AX are valid anywhere Trophy/lifestyle are highly valued prizes Allows program managers to establish tiers that create a stretch goal for participants Can have longer mindshare impact for participants Cons May have limitations in global markets May be considered part of regular compensation, less of a longlasting impact Infrastructure more costly due to card printing and distribution costs Depending on churn, new card issuance can be costly Global programs may have limitations due to distribution and/or exchange rates Program s appeal is largely driven by reward options and perceived attainment ability Global programs may have limitations due to distribution or local tax codes
19 19 Best Practice #3 The Value of Registration
20 20 An automated software system or platform is helpful in supporting program operations and reducing administrative costs. It will help streamline processes and make data capture (or integration) far easier. Another benefit of automation is that it makes it much simpler to include registration as part of your SPIF deployment process. There are a number of key benefits to the inclusion of registration as part of your standard SPIF process, including: Adoption Monitoring Requiring individuals who are going participate in a particular SPIF to opt in through registration is a great way to get an understanding of the SPIF s appeal (or popularity) with your target audience. Having this insight early on will allow you to forecast outcome (spend, administrative support needed, etc.). If registration levels are too low, it allows you to evaluate whether the program s do-get proposition needs to be adjusted or if marketing communications needs to be increased. Having this insight early on will allow you to forecast outcome.
21 21 Getting to Know Participants A second benefit of registration is that it allows you to capture profile information about participants and, over time, get an understanding of who the top performing individuals are, develop a relationship with them, and target them for specific initiatives. Mindshare Lastly, including a simple opt in registration is a great way to ensure that you are paying individuals you ve gained some mindshare with around the SPIF versus those who just happened to have performed the action/result you re rewarding.
22 22 Best Practice #4 Measure Program Success
23 23 Evaluating Program Success As previously noted, standardizing the process and method of data capture (and use in the case of a claimless approach based on POS data) are the key to being able to measure impact and, ultimately, ROI. Below are three important methods of evaluating program success: 1) SPIF Performance Versus Goal Assuming your goals were established at inception, an assessment is as simple as evaluating program (or individual SPIF) performance against the goal. By using an automated system to capture data during the SPIF s lifecycle, progress toward the goal can be monitored throughout the process. 2) Sales Lift Calculating sales lift over regular sales that would otherwise have occurred if the SPIF wasn t implemented has always been the goal of channel marketers. Doing so requires a comparison between both a test group and a control group of partners. The test group represents those resellers who have participated in the program, and the control group represents a similar group of resellers who haven t participated in the program. Note: Sales should be analyzed before, during, and after the promotion period to truly understand the impact of outside trends that may affect sales (economy, seasonality, competitive conditions, etc.). The duration to be measured pre- and post-program depends upon your sales cycle. B2B products with longer sales cycles will typically require one to three months of data to establish a baseline. 3) Tactical Metrics Just as important as evaluating the strategic end result is examining the tactical metrics. Tactical metrics help determine why a given program succeeds or fails. Examples include: number of partners participating, reasons for non-participation, average/highest/lowest results by rep, etc. Tracking tactical metrics throughout the SPIF lifecycle can provide opportunities to make program adjustments and course corrections to insure that strategic level outcomes are met.
24 24 Summary
25 25 To summarize, let s recap with common frustrations and their solutions as addressed by the best practices, tips, and techniques outlined in this ebook. Frustrations/Challenges Here today and forgotten tomorrow Constantly have to invent new programs, different processes for each Narcotic in nature Not able to target the people I need to Program viewed as an entitlement Difficult to predict participation and payout Can t measure ROI Solutions Create a SPIF program that allows for building relationships with program participants over time Deploy SPIFs with a program framework, and automate to standardize processes Don t over use, think short-term, ideally first time behavior Align with Partner GTM, tie individual and partner entity programs Consider different reward options, don t reward ongoing behavior Pre-test/Preview program and include user registration in process Determine metrics during design, ensure proper capture during execution
26 26 Successful SPIFs can be realized by adopting these four best practices: The Value of Registration Measure Design a SPIF Program Versus a Single SPIF Optimize Your SPIF Design Program Success About CCI CCI delivers comprehensive incentive solutions to optimize sales channel performance. As an enterprise software and services solutions provider, CCI enables channel marketers to manage and measure sales and marketing incentive programs throughout their demand chain, resulting in greater spending efficiency and improved program effectiveness. CCI provides a combination of on-demand software, professional services, and program management. CCI s Professional Services team applies best practices to define and deploy programs that meet your business goals. Equally powerful is CCI s software. Delivered on a SaaS platform, CCI automates your channel programs and partner activity for increased visibility, measurement, and ROI. Once deployed, CCI Program Management delivers services such as contact center support, auditing, and payment services to ensure program operational efficiencies. CCI is proud to work with market-leading companies in technology, telecommunications, and entertainment. For more information, visit or contact us at
Channel Incentive Study- B2B Technology Industry A CCI Report CCI conducted a study in Q4 of 2010 to assess the utilization of various incentive program types and their relative importance and/or effectiveness
Selecting the right metrics to optimize the ROI of Channel Incentive Programs The quest for ROI supporting channel programs has never been greater. Various incentives offered at every level of the demand
Exploiting the Benefits of Lead Referral Programs as a Profitable Marketing Tool WHITE PAPER Referral Programs are an increasingly popular resource for marketers to add new sources of revenue or to streamline
1 Spring, 2012 Increase Revenues with Channel Sales Management www.channelinsight.com EXECUTIVE SUMMARY Why is it so difficult to grow revenue, identify emerging customers and partners, and expand into
Building a Go-to-Market Strategy to Enable Both Your Cloud and Traditional Partners William Gilsing, VP Channel Strategy Dale Taormino, VP Client Services CLOUD PARTNERS VS. TRADITIONAL PARTNERS HOW TO
Increase Revenues with Channel Sales Management Executive Summary Why is it so difficult to grow revenue, identify emerging customers and partners, and expand into new markets through the indirect sales
WHITE PAPER Channel Sales Management: Beyond CRM Sponsored by: BlueRoads Mary Wardley October 2006 INTRODUCTION Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015
Informatica Project Rightsize Strategy to Revenue Marketing Case Study Screen shots of video presenter and interviews Business Needs Informatica is a large organization born out of a number of strategic
Tuning Incentives To Motivate Sales & Drive Profits Christopher W. Cabrera, Founder, President & CEO Jeff Williams, Vice President Sales, IronPort Agenda Introduction to Xactly Corporation How to Use Incentive
Recognize the five signs that your channel is underperforming and turn the situation around by engaging and empowering your resellers. Your resellers success is critical to your own success. While there
GETTING MORE RAIN FROM YOUR RAINMAKERS WHY INVESTING IN YOUR HIGEST PERFORMING SALES STARS IS THE SMARTER CHOICE FOR GROWING REVENUES EXECUTIVE SUMMARY We ve all been there -- your sales team is down one
Developing a Marketing Plan Develop a strategic marketing plan to successfully grow your business and increase profits Learning Objectives At the end of this module, you will be able to: Understand the
On-Demand CRM Executive Brief Five Key Measurements to Monitor Sales Productivity Moving from Art to Science www.tatacommunications.com/enterprise/saas/crm.asp For many, the art of selling is just that
Our Partner Pro exclusive suite of true Business Growth Solutions gives you the unfair advantage you want while stretching every dollar you spend on products, services and solutions infrastructure. You
Service supply chain as a source of competitive advantage How businesses are creating value from the service supply chain May 2014 At a glance Product companies have focused on reducing fulfillment supply
Session Abstracts Optimization Services Track Survey Says: Consumers Want Live Help October 22 nd, 11:00 am Eastern ATG recently surveyed more than 1,000 Internet users who research, apply for, and buy
Online Presence: What SMBs Want How to successfully provide digital offerings to your SMB customers April 2015 An ebook by Contents Introduction...3 5 Facts about what SMBs want from online presence...4
The Age of the Customer: Focus on Retention A 5% increase in customer retention can boost profitability 75%. Does your customer loyalty make the grade? CONTENTS Customer Lifecycle 101: Roadmap to Customer
Channel ROI How we do it: a step-by-step approach Providing proof of program impact and ROI can be difficult amidst the rising number and complexity of channel programs. In this ebook, we share strategies
The Five Disciplines of Channel Management Drive Your Partner Investments to a Competitive Advantage and Improve Your Company s Efficiency and Effectiveness Executive summary In today s business environment,
2015 Xerox Global Partner Program For more than a half a century, Xerox has been a leader in IT and print technology giving our mutual customers the freedom to focus on what matters most: their real business.
Callidus Software Investor Presentation Name: Leslie Stretch first, last CEO Date Ron Fior CFO Safe Harbor Statement Some of the comments we will make today are forward-looking statements. They are based
Introduction As consumers flock to the internet, the marketing industry continues to evolve and expand. As this happens, traditional models of marketing begin to lose efficiency and new types of marketing
Sales Benchmark Index 5 Key Components of Channel Management White Paper Unless your company sells exclusively to the End-User of your product, you participate in some degree of Channel Management. Whether
Effective Employee Incentive Programs Bring Out The Best In Your Firm By Lisa A. Rozycki 2006 All Rights Reserved An incentive program is a planned activity designed to motivate people to achieve predetermined
WHITE PAPER strategies to maximize the effectiveness of your online merchandising and promotions plan Executive summary Now, more than ever, the lines between corporate sites and online stores are blurring
Best Practices For Channel Data Management TABLE OF CONTENTS What is Channel Data Management?......................... 3 Who Uses Channel Data?.................................... 11 Four Steps to Success......................................
2.5.3 Retailer Business Model The following sections focus on the five core components of a retailer s business model. These sections highlight the critical means by which a retailer functions within the
Making the Business Case for Your Incentive Program The content of this presentation is the property of the Incentive Marketing Association. 1 Making the Business Case for Your Incentive Program Developed
Download handouts (PDF) : www.mdm.com/slides or email@example.com Sales Incentive Design Best Practices Part 2 October 4, 2012 Mike Emerson and Mike Marks Indian River Consulting Group event sponsor Sales Incentive
Introduction Measuring and evaluating results will provide you and your associates with the vital information you need for making key strategic and tactical decisions prior to, at and after the trade shows,
CASE STUDY Barber Foods Successful Trade Promotion Optimization Strategy Improves Retail Effectiveness Challenge Faced with escalating trade promotion costs and spend rates exceeding industry averages,
How to Improve the Quality and Cost of B2B Leads A White Paper Introduction: In today s age of competitive markets and shrinking budgets, marketing and sales teams are stretched extremely thin, forcing
8 2011 The Magazine of WorldatWork How to Lead Your SAleS COMPenSATiOn By Michael Vaccaro, Deloitte Consulting LLP team to SucceSS Sales compensation practitioners can help their teams succeed by thinking
Executive Summary Survey Overview SaaS Survey Results By Ron Snyder, David Steinore, Kathy Gogan This article is the result of a survey of 25 executives in the SaaS (Software as a Service) business arena,
From Product Vendor to Service Provider Successful Servitization From Product Vendor to Service Provider Successful Business Transformation to the Cloud Companies in virtually every industry can deliver
8 Critical Success Factors for Lead Generation Measurement for the Complex Sale Start with a lead 8 Critical Success Factors for Lead Generation Brian Carroll, CEO InTouch and author of Lead Generation
10 STEPS To a Successful Turnkey Lead Generation Program for Your Sales Channel Overview Companies that support channel partners in lead generation efforts drive up to 30% more overall revenue growth than
5 Tenets of Modern Marketing Targeting The foundation of any effective Modern Marketing effort is to ensure you have a clear and accurate picture of your potential customers. Without the proper strategies
2015 Xerox Global Partner Program For more than a half a century, Xerox has been a leader in IT and print technology giving our mutual customers the freedom to focus on what matters most: their real business.
1 @ 8 Steps to Initiating the Right Launch Sequence for your Referral Program Contents Introduction 3 Part 1: Planning your referral program 4 Step 1: Decide who will pilot your referral program 5 Step
Introducing Strategic Meetings Management Solutions Click to begin Where ideas meet results. WELCOME Introduction to SMM Solutions Overview Testimonial LEARN MORE SMM Quick Start Payment Solutions Business
CRM Know How In Practice Making the CRM business case Best Practice Guide 01 02 Best Practice Guide CRM Know How In Practice Making the CRM business case In This Guide 02 Introduction: Why CRM? It s simply
XRM: From Fragmentation to Integration Executive Summary Relationship management is dead! Long live relationship management! But it s not just about customers anymore. The value chain has grown so long
IBM Global Business Services Microsoft Dynamics CRM solutions from IBM Power your productivity 2 Microsoft Dynamics CRM solutions from IBM Highlights Win more deals by spending more time on selling and
Incent Perform Grow Forecasting, Budgeting and Accruing Bonuses AN INCENTIVE COMPENSATION IMPERATIVE Overview For companies in all industries, incentive compensation and bonus structures are valuable tools
Start with a lead 8 Critical Success Factors for Lead Generation Brian Carroll, CEO InTouch and author of Lead Generation for the Complex Sale The 8 Critical Success Factors 1. Mindset: conversation, not
8 QUESTIONS YOU SHOULD ASK WHEN BUYING A CASH MANAGEMENT SOLUTION See if your retail banking network is costing more than it should An NCR white paper Contents Keep cash flowing, customers happy and costs
Reduce your markdowns 7 ways to maintain your margins by aligning supply and demand On average, On average, Step off the high-volume, low-price treadmill Browse through any online store or shopping mall
Visit salonbooker.com or Call 1.866.966.9798 What s the Top 5 all about? Welcome curious salon owners and managers! Our years of experience and passion for the beauty industry have left us knowledgeable,
Program Outline: Loyalty, Rewards, and Special Programs Loyalty & Reward Programs increase sales and drive repeat business Please Note: All Loyalty Programs require a separate addendum in order to activate
Budgeting For the Emerging Company How to Develop Operational Plans that Improve Financial Performance EXECUTIVE SUMMARY Budgeting is a difficult task for operators of emerging businesses. Many don't do
Get more from less How to build a prioritised CRM strategy in five steps BT Expedite White paper Contents Executive summary...3 What is CRM and where is it going?...4 Get more from less: create a prioritised
Fischer International Identity BUILT FOR BUSINESS YOURS WHITE PAPER Fischer Identity Suite Best Practices for Rapid End-User Adoption Executive Summary Identity Management is nothing new. Yet after all
CRM Buying guide 5 Things Growing Businesses Need to Look for in CRM Software Innovative businesses seeking to take control of the total sales cycle through innovative interactions and value-driven platforms
SALES INCENTIVE COMPENSATION 101: FOR EMERGING COMPANIES Incentive compensation can be a very effective motivational tool for any business. With a system of bonuses based on performance in place, you can
i Call Center First Call Resolution Guide Sponsored by Table of Contents Executive Summary...1 Strategic Role of Contact Center Performance Management...1 CCPM Defined...1 Defining and Calculating First
INTRODUCING ENTERPRISE SOFTWARE PRODUCTS TO THE US AND EUROPEAN MARKETS A White Paper Prepared by go-esi www.go-esi.com INTRODUCTION The most critical activity for all early-stage enterprise software companies,
17 Rules of the Road for CRM Systems Innovative technology solutions for your business processes 17 Rules of the Road for Customer Relationship Management When it comes to choosing the right customer relationship
Email Marketing Strategy Guide NewZapp.co.uk - 2007 Introduction In recent years Email Marketing has seen huge growth in the UK and worldwide. In this document we ll look at the key areas of an Email Marketing
Take your business to the next level Best in Class Referral Programs Lower cost per sale, Higher Retention, Increased Profits Free Sales and Marketing Audit Call 410-977-7355 Best in Class Customer Referral
Mobile Marketing Best Practices TABLE OF CONTENTS Why Mobile Marketing...1 Creating a Solid Foundation...2 Executing Effectively...3 Tackling Advanced Tactics...4 Next Steps...5 About Genesys...5 Why Mobile
Supplier Relationship Management Building a Vendor Scorecard Process University of Virginia Procurement & Supplier Diversity Services Kristin Floyd Jay Gallimore Shannon Wampler Table of Contents Introduction...
ORACLE CRM ON DEMAND INSURANCE DISTRIBUTION MANAGEMENT SOLUTION For many insurance carriers, sales through indirect channels form the largest proportion of their business. However, most carriers do not
what is Interactive Content & why it works About SnapApp SnapApp s content marketing platform gives companies the power to drive engagement, generate leads and increase revenue by easily creating, publishing,
www.pwc.com/sap Customer effectiveness PwC SAP Consulting Services Advance your ability to win, keep and deepen relationships with your customers. Are your customers satisfied? How do you know? Five leading
Buyer s Guide: Evaluating Content Marketing Solutions Evaluating Content Marketing Solutions 2 Executive Summary Across industries, companies are looking for smarter ways to attract and engage customers
Six Secrets to Simply Sell More Wine Texas Wine & Grape Growers Association 2013 Annual Conference & Trade Show Case Study: WHY SELL MORE WINE? Facts Winery X was selling 3,000 cases per year, virtually
New Solutions New Opportunities What is Penton Marketing Services Penton Marketing Services offers a full range of content solutions, digital services and lead nurturing and qualifying services that leverage
The Ultimate Guide to B2B Lead Nurturing What is Lead Nurturing? Your current database is a goldmine. By focusing on the leads you already have, you have the potential to apply the kind of strategies that
Reducing Customer Churn A Love Story smarter customer contact Breaking up is hard to do The old adage that it s cheaper (and better) to hold onto an existing customer than to acquire a new one isn t just
Streamlining Order Delivery of Next-Generation Business Services Prepared by Caroline Chappell, Principal Analyst, NFV & Cloud Sarah Wallace, Analyst Heavy Reading White Paper March 2015 Monetizing Next-Generation
AN ENVOY WHITE PAPER TOTAL COST OF OWNERSHIP A SAAS B2B WHOLESALE ECOMMERCE PLATFORM 02 Executive Summary There has been a great deal written about determining the total cost of ownership (TCO) of implementing
Self-Assessment A Product Audit Are You Happy with Your Product Results When was the last time you really assessed your products and your organization s ability to create and deliver them to the marketplace?
COPYRIGHT 2012 VERTICURL WHITEPAPER: TOP MISTAKES TO AVOID WHEN BUILDING A DEMAND CENTER For many B2B organizations, building a demand center is a no-brainer. Learn how to ensure you re successful by avoiding
Current Opportunities Updated October 23, 2015 Product Management, Marketing & Project Management SVP Product and Subject Matter Expert Innovation and Mobile Commerce In this executive role you will help
HOW TO BUILD A STRATEGIC SOURCING ORGANIZATION November, 2014 Louis Berard, Senior Research Analyst Global Supply Chain, Complex Spend, HCM Report Highlights p3 p4 p6 p8 78% of respondents find strategic
CRM SUCCESS GUIDELINES Provided to You By: Integrated Sales Management, Inc. Helping You Grow! CRM Success Guidelines Customer Relationship Management (CRM) has evolved dramatically recently as many companies
Realize More Success with Software-plus-Services Cloud-based software from Microsoft Dynamics ERP Cloud computing is Internet-based development and use of computer technology. Large central data centers
The New Data Integration Model The Next Real B2B Integration Opportunity for System Integrators & VARs 2 In this E-book This E-book highlights a new framework called the New Integration Model created to
Developing a Profitable Service Annuity Business WHITE PAPER Services Made Simple Copyright 2014 by MaintenanceNet, Inc. All Rights Reserved. 1 Using Data to Meet Your Sales Quota The competitive landscape
Kea Analyst Relations Industry analysts play a key role in defining markets and educating buyers. We work with clients to identify and track the most influential and relevant industry analysts, and advise