Best Practice in Using Channel POS Data to Ensure Incentive Program Rebates are Processed in a Timely and Accurate Manner
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1 Best Practice in Using Channel POS Data to Ensure Incentive Program Rebates are Processed in a Timely and Accurate Manner Robert Shecterle VP of Marketing and Product Management InfoNow Channel volume incentive programs have become increasingly popular as companies use them to drive channel revenues for targeted products, partners or geographies. These programs are often a means to achieve sales goals while at the same time motivating channel partners. One of the biggest challenges for companies that are running incentive programs, however, is the difficulty in accurately measuring results and paying channel partners their earned rebates or market development funds in a timely fashion. As a result, program success is often overshadowed by problems brought on by slow manual processes, late program analysis, calculation inaccuracies, program abuses, duplicate claims, and partner frustration due to slow payments. To deal with these and other issues, companies are increasingly taking a more strategic approach in their decisions to leverage 3rd party vendors to effectively manage incentive data and programs, leaving themselves to focus on their core competencies and critical business issues. Page 1 of 15
2 Introduction Channel incentive rebate programs are becoming more and more popular as a means of targeting channel behaviours such as driving revenues for key products or to support the drive into new market areas. The structure of these programs is critical to their success, with the key being to balance the rewards necessary to drive required behaviour with administrative simplicity (partners will shy away from overly complex structures) and the speed of reward especially in today s credit strapped market. In this white paper, we will discuss the different types of rebate programs, their pros and cons, and how they can effectively be used as part of a dynamic targeted Channel program. Program structures There are numerous types of rebate program structures, and each of them present companies with unique challenges. Some of the more well-known types of rebate incentive programs include: Growth Program These programs promote revenue growth by setting a base quota number for partners and then incenting them to achieve a preset growth rate over the base amount. For example, a partner may have a quarterly quota of $250,000 and a growth goal of 15%. For the partner to receive rebate payments, their quarterly revenue must exceed $287,500. This is a powerful way of promoting growth in the channel, but it does introduce complexity into the administration of the program. Often historical point-of-sale (POS) transaction data is required to derive the base quota in a year over year or quarter over quarter fashion. Without the ability to accurately collect and process POS transactional data over time, it becomes impossible to derive the base quota figure. Tiered Program Tiered programs are great incentives for partners, as they tend to mimic direct sales compensation plans with accelerator components. Tiers are used to provide different rebate percentages or amounts based on transactional thresholds. For example zero to 50,000 units sold may receive a 5% rebate payment, while 50,000 and above units use a 10% figure for rebate calculation. While providing strong incentives for channel partners to sell, these types of rebate programs require extremely high levels of accuracy and timeliness. With the accelerator in play, companies must accurately track both sales out and return transactions to accurately track their incentive payment liabilities. Attach/Connect Attach programs can be used to promote the adding of additional products to a base product sale. Examples may include peripherals or service contracts that are sold with a printer unit. It is becoming more common in the marketplace for manufacturers to provide incentives for resellers to sell support contracts at the time of the initial sale of the hardware instead of selling it at a later date. Since Attach/Connect programs include more than one product specifically, the accurate tracking of transactional eligibility is very important. Sometimes companies must piece together transactions to accurately determine whether or not a set of transactions may result in a rebate payout. Page 2 of 15
3 While these are the three most common types, there are some derivatives of the programs above. Here are two examples. Product promotion As manufacturers want to promote a specific product they can attach a promotion factor to a particular SKU or product within a larger rebate program. So if a reseller sells $100 worth of SKU and if the manufacturer had a 3x product promotion factor for that SKU, the reseller would get $300 credit towards their quota attainment for that transaction. Product promotions require more complex calculations when determining rebate payouts so timely and accurate transactional data is important. Vertical market or customer segment Another type of rebate may include additional benefits or accelerators for transactions that are sold into a specific vertical market or customer segment. As companies choose to target the semiconductor or retail sectors for example, they may use incentives in their programs to reward more for those types of end customer transactions. With more data needed to determine eligibility for a rebate calculation, the completeness of the data on end customer information becomes even more critical. In the end, manual processing of transactions against rebate programs just doesn t work within the bounds of today s complex incentive program structures. To effectively manage these programs, companies must start with timely and accurate data. Accurate identification of businesses on a transaction (Distributor, Reseller, End Customer, etc.) provides the ability to accurately calculate rebates. With hundreds of millions of dollars being paid out to the channel on a regular basis, companies cannot afford to manage these liabilities with only half of the data required. Partner Loyalty, Financial Reporting, and Marketing ROI are at risk when relying on manual processing of incentive programs. Key problems associated with manual program administration include (but are not limited to): Calculation inaccuracies Resource intensive claiming processes Incentive program fraud/abuses Inability to course correct within an incentive program s duration Inability to accurately pay channel partners earned rebates or market development funds in a timely manner What s to be done? This whitepaper focuses on best practices in using channel data to ensure rebates are processed in a timely and accurate manner. In particular, this paper will examine: The importance of sales/pos data in rebate programs Modelling of programs before launch Rebate program criteria the must haves Page 3 of 15
4 1. The Importance of Sales/POS Data in Rebate Programs As discussed previously, the more complex a program is, the more difficult it is for the reseller or channel partner to understand what the resulting rebate will be. An effective program demands both transparency and simplicity for the reseller. This requires that the reseller is effectively trained so they understand how the program works, that the program has an effective reporting system in place to ensure resellers can see exactly the benefits they have accrued, and to ensure vendors rebate staff are not burdened with questions such as why didn t we receive credits for this? or this calculation doesn t make sense to me. To overcome these challenges, there has to be high levels of transparency and auditability built into the program. Traditionally the manual processing of claims and rebates has placed a huge burden on the partner. In order to achieve the program benefits, the partner is forced to keep track of sales and submit manual claims with proof of performance. These claims are then manually verified by the manufacturer who pays out on the claims, often after long processing delays and requests for more information. However, many of these manual processes can now be automated by systematically collecting channel POS transactions, and automating the application of program rules against this data to accurately calculate program performance and rebates. In this way, the partner gets a unique program view showing qualified sales, accrued rebates, and a list of any pending claims. In fact, program automation can result in a claimless process that does not require the partner to submit any claims at all. This simplifies and makes transparent what has traditionally been a cumbersome and all too often inaccurate process. The foundation for automation begins with the use of POS transaction data: POS data can be automatically evaluated to find out which transactions meet eligibility requirements for each rebate program Rebates can be automatically calculated based on POS data across all programs Payments can be processed claimlessly, without the need for channel partners to submit any paperwork Errors that are inherent with manual processing of rebate calculations are eliminated As a result of real-time performance visibility, the need for shadow accounting by the channel partner is significantly reduced or removed altogether, resulting in improved channel relations A fully automated system should provide the ability to: Measure ROI and incentive payouts by partners, customers and distributors over time Identify and match transaction data (entities, SKUs,etc) based on rebate program rules Establish partner and/or product specific program targets and goals based on historical volumes Match transaction data to rebate program rules Tally sales by partners, customers and distributors over time Calculate payouts Page 4 of 15
5 Main benefits of an automated solution 1) Timeliness Using POS transaction data is much faster and can enable more timely and accurate payments of rebates with considerably less effort than a paper based solution. Internal resources are freed from gathering, matching, and tallying rebate data. Multiple rebate program initiatives can be evaluated and applied to transactions simultaneously for all eligible reseller, distributor, or customer lists. 2) Transparency With automation, the burden on the reseller and partner of labor-intensive claiming processes is significantly reduced or eliminated as well. Because POS transaction data is automatically matched to all eligible programs and program rules, the need for manual tracking is eliminated. Rebates are calculated by the system based on actual sales performance current as of the latest partner POS collection, and partner program achievement is immediately available. Thus program transparency is much more timely and accurate than if manual processes were used. Transparency in this instance is the ability to see midstream how a program, partner, or initiative is doing against goals. Page 5 of 15
6 In addition, transparency ensures complete program auditability. Since each element of a rebate can be traced to the detailed eligible POS transactions, payoff calculations result in few or no disputes, and rebates can be paid claimlessly without partners needing to submit manual claims and proof of performance. And, of course, in addition to accuracy and less effort, is payment timeliness. Claimless program automation gets partners their eligible rebates more quickly, which means more program participation. Lastly, transparency also provides early visibility into program effectiveness. Based on real-time midstream program results, companies can make program course corrections like changing payout attainment levels, or increasing the payouts because the program is not achieving the expected goals. As a result, transparency is good for both sides: for the manufacturer/product vendor as well as for the channel partner, as they can both see where they stand against each program while it is in play and make proactive business decisions to optimize program performance. 3) Reduced costs The reduction or elimination of rebate overpayments and mistakes experienced with manual processes reduces program administration costs and frees up more program dollars for program payments. Incentive programs can be optimized by understanding partner effectiveness, allowing programs to be tailored as needed, driving costs out of underperforming efforts. Even if partner claims are still allowed, automated incentive program management using POS transaction data delivers significant cost savings by automating claim reconciliation and dispute management. Page 6 of 15
7 2. Modelling Programs before Launch Modelling allows vendors to proactively design and evaluate proposed programs to understand business liabilities and how rebate programs are likely to perform. Manufacturers need to be able to calculate the expected program ROI and rebate liability prior to launch in order to effectively plan a program budget and ensure alignment of the program with the organizations goals. Historical POS transactions typically make a great test environment as they are likely to be similar in partners and products to your current environment. Before program design, it is worth knowing the answers to these four questions: 1) What are the goals of the program? 2) Which partners am I targeting? 3) How will I make partners aware of and train them on the program? 4) How will program success be defined? Once these questions have been answered you can decide on the type of rebate program that is required. For example, for companies looking to increase support contract sales an attach program would be best, for companies trying to increase sales to a specific target group of customers, a vertical market program would work. Companies wishing to improve performance on an existing product set or gain traction with a new product launch should consider a product promotion. Sound sales goals and clear objectives are essential. Having a wide, generic goal such as increasing sales, may sound great, but in practice is too wide-ranging to drive any meaningful behavioural change in your partner community. The ability to model and test the program against historical transactions to see what the expected results would be is key. Modelling will give you a chance to build a clear program ROI Page 7 of 15
8 and also refine the program to show which resellers are the best targets for the program you are proposing. Even though an automated program gives the ability to change plans midstream, it is clearly better to plan ahead, test the program and make sure it matches goals and objectives. Program execution feedback can then be used to refine the program midstream to make it more effective. Program Eligibility & Calculation Rules Predefined eligibility and calculation rules can be easily applied to any program design. Page 8 of 15
9 Testing a Model Program Any model program can be selected to test against a representative transaction set. Once the strategy and program design have been defined, it is essential that the entire ecosystem (the vendor, the distributors and the partners) understands the rebate program and how it will be administered. Training and communicating the program to partners is essential indeed many programs fall down because too little time is spent explaining and training partners on how and why you are implementing a new or incremental rebate strategy. Channel partners need to understand what s in it for me, as only then will they realise the importance of providing the required information and the benefits they will receive as a result. In today s marketplace simplicity is essential, many partners have reduced their administration headcount, so it is even more essential that part of the training stresses that this will not place a large administrative burden on them. If an organization is not collecting POS data, a strategy needs to be in place to ensure channel partners provide it with as little effort as possible. Automation of not only incentive program management, but also data submission and collection will ensure that partners have a reduction in their administrative overhead rather an increase as a result of participation. The key here is to build partner trust and spend time demonstrating through a simple ROI calculator, that the time they spend preparing and submitting the data will provide them with a valuable return. Page 9 of 15
10 3. Rebate program criteria the must haves Flexibility Rebate programs are always changing calculation rules, program attributes, and transaction details are constantly fluctuating. Programs must be designed with this in mind. They should be flexible enough to allow for change or enhancement as your needs change. Even if program rules are well-defined, there are always exceptions to the rules, which may have calculation implications. For example, the program planner may want to override the system calculation results for a particular partner for relationship building or other reasons, so it s important to find an automated solution with built-in override/adjustment and audit-trail functionality to keep track of all the changes made. Support for Program Overrides Program results are automatically calculated based on program eligibility and calculation rules, but can be overridden when needed based on user security settings. Page 10 of 15
11 Transaction Eligibility Management POS transactions are automatically assigned to programs when they meet all program requirements. When there are transactions that a partially eligible, the eligibility editor provides a method to examine candidate transactions and assign them to programs. Incentive program automation solutions must include: Zero footprint no IT staffing or hardware requirements Partner identification and matching technology A library of predefined configurable calculation rules and rebate program definitions that can be selected and applied to new programs Built in calculators that tally sales over time including threshold or quota levels Self-service tools to allow registered partner and product lists to be easily loaded and updated End to end program history visibility to support revenue recognition practices and compliance requirements Built-in audit-trail functionality to keep track of any overrides made Selectable lists of partners, products, geographies, vertical markets and customers Integration with front office/back office systems to provide a complete rebate solution Flexible reporting and analytics must include: On demand web-based reporting and analytics Page 11 of 15
12 Ad hoc analysis tools Pre-built report libraries covering: o Business needs o Compliance needs o Operational needs Program Audit Trails Every program change or override is tracked and visible through program audit trails. Page 12 of 15
13 Program Performance Reporting Real-time program performance reporting allows for mid-stage adjustment to optimize results. Page 13 of 15
14 Incentives Management for Timely and Accurate Rebate Payments A Case study A Fortune 500 software provider wanted to improve the effectiveness of its global reseller incentive programs. For this to happen, InfoNow automated the reconciliation and processing of all incentive POS transactions to improve the program s accuracy and timeliness, optimize program planning, deliver real-time program visibility and tracking, and ensure accurate claimless rebate payments. To help the customer achieve these goals, InfoNow implemented its Channel Incentives Optimizer solution. Using Channel Incentives Optimizer, the customer s program planner was able to design and model proposed programs, test them against historical data, evaluate the expected outcomes, and implement optimized programs. As part of the implementation, InfoNow automatically collected and processed historical POS transaction data from the software provider s EMEA programs, processing a high volume of data in a quick timeframe to determine minimum rebate quotas. And within only a day InfoNow, using rules and constraints defined by the customer, quickly determined the appropriate quota, partner information, and registration dates for each partner. Using InfoNow s self-service interface, the customer quickly and easily evaluated and tuned different program scenarios before deploying them to the entire channel. Program planners were able to more accurately estimate program ROI and track ongoing performance to achieve targeted results. By the end of the program period, rebates were accurately paid out to each channel partner, including ones prorated for those partners who signed up mid-program, taking into account the currency and exchange rate of each country. The Results: The timely and accurate rebate payouts encouraged more partners to register for the growth-based rebate program and partner sales participation increased, exceeding 20 per cent revenue growth objectives. Visibility was improved into partner performance through a single and accurate partner database, which in turn meant that the provider could look back on partner trends comparing how each partner performed quarter over quarter. As a result, they were able to trim the least productive 20% of partners from the programs. Incentive rebate programs are now more effectively aligned with the company s growth objectives. Page 14 of 15
15 About the Author Robert Shecterle, VP of Marketing and Product Management, InfoNow As Vice President of Marketing and Product Management at InfoNow, Bob Shecterle was charged with advancing the company's software-as-a-service strategy, solution positioning and messaging, product and services management, analyst and press briefings, and growing the customer base. Shecterle brought over 25 years of experience in high tech and supply chain management. Prior to InfoNow, Shecterle managed several research practices at the Aberdeen Group, including Supply Chain Management, Global Supply Management, Retail, and Sustainability/Corporate Responsibility. Shecterle has been on the board of directors of the Supply Chain Council, and was named a Pro to Know by Supply and Demand Chain Executive Magazine. Prior to joining Aberdeen, Shecterle has held executive roles in strategy, marketing, and product management at software companies such as Ariba, PeopleSoft, Oracle, Platform Computing, Indus International, Commerx, and SSA. He also spent 10 years in management consulting, principally at Ernst & Young, helping clients solve business process issues through the use of technology. Shecterle holds a BA in Business from Loyola University, Chicago. Contact Details: Robert Shecterle: info@infonow.com What Did You Think of This Whitepaper? Did you agree with the author? Has this enriched your understanding of the subject? You can discuss this article, as well as wider issues on our discussion groups to get instant feedback and interact with your peers. Go to The Baptie Online Community allows its members to talk to one another via its private messaging system to share knowledge and experience about business issues. the presenter by accessing their details on If you have any other comments, contact Lisa Barnett (lbarnett@baptie.com) or Jennifer Davenport (jdavenport@baptie.com) Page 15 of 15
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