IBM felt there was an opportunity in expanding its greenfield business, targeting net new revenue accounts. IBM also knew that in many markets the outcome of a deal could be influenced by trusted advisors, Sis or the ISVs. Therefore having the visibility of which partners outside of IBM PartnerWorld would be the instrumental ones for each vertical/subvertical market segment, and finding a structured process to drive these sales relationships, was an important challenge to overcome.
Partner to partner co-selling teams achieve a 76% higher close rates than partners closing deal alone, when selling to CIOs.
The evolution of the technology marketplace calls for more sophisticated and pinpointed solutions to be brought to market. The complexity of such matters require an evolution in the vendors route to market considerations. This case study illustrates a very successful example of P2P Ecosystems, achieved through collaborative relationships between a vendor's partner, ISVs, Sis, consultants and other synergistic partners. The systematic and programmatic creation of such ecosystems can be managed to create dramatic incremental revenue for both the vendor and partners
Advanced Alchemy, a Gorilla Corporation company, was hired to develop a strategy around P2P Ecosystems, and to subsequently implement a pilot program within its Emerging Technology business. A methodology and partner matching algorithm was developed and refined multiple times until the desired effectiveness was reached. We were able to find the perfect match for any partner, aligned on strategy, technology and ambitions. We developed a process of pairing activity and business planning, driven by our channel consultants, until each new partnership combination was delivering revenue
The program grew year-after-year to achieve run rate revenues in the hundreds of millions of dollars and grew throughout the IBM organization internationally to envelope all hardware and software brands. We delivered this program with a team of only 30 people at peak, and the cost element shrunk from 12% of revenue generated to only 2% as efficiencies increased. This successful program was named IBM ValueNet Initiative. Eventually it merged into IBM PowerNet, and was considered a "best practice" program.