Hosted by Adrian Davis, CEO, Whetstone Inc.

SIIA Channels Webinars:

“Avoiding Channel Conflict”

Moderator:

Adrian Davis, President & CEO, Whetstone, Inc.

Panelists:
Michael Binko, President and CEO, Kaulkin Information Systems
Steve DeMarco, VP, Worldwide Sales, Xactly Corporation
 SIIA Channels Webinar Series
Building a Sales Compensation that Works
Price for SIIA Members: Free, Non SIIA Members: $89
Wednesday, December 9, 2009 - 1:30pm to 2:30pm EDT

How to Communicate with and Train Channel

Sales Personnel
Price for SIIA Members: Free, Non SIIA Members: $89
Wednesday, January 13, 2010 - 1:30pm to 2:30pm EDT

More Info: http://bit.ly/siiachannels

 “SIIA pioneered the government cloud computing dialogue with its
SaaS Gov conference. Now in its fourth year, the SIIA conference has
consistently attracted top government speakers, cloud computing
experts, and public sector customers to show how government
agencies can take advantage of the cloud…”
-Daniel Burton, Senior Vice President, Global Public
Policy, Salesforce.com

SIIA & INPUT Members: $495

Non-Members: $695
Gov IT Purchasers (with Fed ID): Free

http://www.siia.net/saasgov
 Medium-sized, EBITDA-positive companies are
invited to apply to present before an audience of
middle-market-focused senior lenders, private equity
investors, and strategic partner prospects.

Deadline to Present: 12/15/2009

March 3, 2010
New York City
SIIA Channels Webinar Host
Adrian Davis
President & CEO
Whetstone Inc.
161 Bay Street
Suite 2700
Toronto, Ontario M5J 2S1

P: 416-410-1456
W: www.whetstoneinc.ca
E: adavis@whetstoneinc.ca
Skype: adrian.davis1

Follow me on Twitter: http://twitter.com/salesscientist

Find me on LinkedIn: http://www.linkedin.com/in/adriandavis
Avoiding Channel Conflict

Presented by:

Michael P. Binko (Kaulkin President/CEO)

 Avoiding Channel Conflict

Types of Channel Communities

Distributors (Tiered)
Value Added Resellers
System Integrators
Managed Service Providers
Solution Service Providers
Consulting | Advisory Groups

© 2006- 2008 Kaulkin Information Systems. All Rights Reserved. Patents Pending.
 Avoiding Channel Conflict

Typical Channel Conflicts

Similar Industry Sectors

Same Customer Prospects
Geographic Proximity
Competing Value-add Propositions

© 2006- 2008 Kaulkin Information Systems. All Rights Reserved. Patents Pending.
 Avoiding Channel Conflict
Best-Practices for Avoiding Channel Issues

Set and Manage Expectations Early

Segment by Industry Segment(s)
Segment by Geographic Region
Consider Multi-tiered Distribution Model
Develop Branded Offerings for Channel Partner

Address Conflict Resolutions in Legal Agreements

Require Designated/Named Prospects (In Writing)
Split Commission Process and Acceptance
Be Active in Resolutions – “Do What You Said You Would Do!”

© 2006- 2008 Kaulkin Information Systems. All Rights Reserved. Patents Pending.
 Q&A

Questions?

© 2006- 2008 Kaulkin Information Systems. All Rights Reserved. Patents Pending.
 Avoiding Channel Conflict
Steve De Marco – VP WW Sales, Xactly Corporation
November, 2009

© 2009 Xactly. All rights reserved. Proprietary and Confidential.© 2008 BlueArc, Corp. Proprietary and Confidential.
Xactly – The Smart Incentives Company™

Leader in SaaS sales

performance
management
Founded in 2005
Strong domain
experience
Helping companies of all sizes
Managing >$4 billion in Incent Right.
compensation annually
“Show me a company’s various
compensation plans, and I’ll show you how
its employees behave.”

- Jack Welch
Former Chairman and CEO, GE

© 2009 Xactly. All rights reserved. Proprietary and Confidential.

Agenda

Why channels exist

Causes of channel conflict
Preventing channel conflict
The emerging Saas channel

© 2009 Xactly. All rights reserved. Proprietary and Confidential.

Why do sales channels exist?

Increase market share

Access to new markets
Reduce cost
Efficiency
Customer driven

© 2009 Xactly. All rights reserved. Proprietary and Confidential.

Causes of Channel Conflict

Badly designed channel structure and alignment to

customer segments
Too many channels (partners) competing for too
few customers
Confusion: Who owns the customer?
Poor channel management
Communication
Goals and incentives
Recruiting

© 2009 Xactly. All rights reserved. Proprietary and Confidential.

Preventing Channel Conflict

Clearly define the boundaries for each

partner and sales organization (internally
and externally)
Clearly define the role for each partner
Incent correctly
Develop specific channel products or offers
that are exclusive to specific channels
Manage the channel closely (performance,
lead distribution, incentives)
Don’t confuse “Channel Competition” with
“Channel Conflict”

© 2009 Xactly. All rights reserved. Proprietary and Confidential.

The Emerging Saas Channel

Early days: Direct sales only

Initial “channel”:
Systems Integrators
Referral partners
Today:
Systems Integrators
Referral partners
Resellers
OEMs

© 2009 Xactly. All rights reserved. Proprietary and Confidential.

 Call or visit our web site
to learn more:
http://www.xactlycorp.com
1-866-GO-XACTLY

© 2009 Xactly. All rights reserved. Proprietary and Confidential.© 2008 BlueArc, Corp. Proprietary and Confidential.
 Q&A
Adrian Davis Michael Binko
President & CEO President & CEO
Whetstone Inc. Kaulkin Information Systems
adavis@whetstoneinc.ca
P: 416-410-1456 401 N. Washington Street
Skype: adrian.davis Suite 450
Twitter: @salesscientist Rockville, MD 20850
LinkedIn: linkedin.com/in/adriandavis www.kistrack.com
email: sales@kistrack.com
301.907.0840

Steve DeMarco
VP, Worldwide Sales
Xactly Corporation
http://www.xactlycorp.com
1-866-GO-XACTLY