Mar22mpettynmcmurchy 835053

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Virtual Briefing: How Top-Performing Companies
Position and Partner for Growth
Segment 1 Segment 2 Segment 3 Segment 4
Mark Petty David Chamberlain Neil McMurchy Neil McMurchy

Sr Director Analyst, Area Vice President VP Analyst VP Analyst
KI Leader
Ari Kristinn Jónsson

Mark Petty
CEO, AwareGO
Sr Director Analyst,
KI Leader
Anne Dorthe Gyldenkærne
CMO, Configit
Federico Charosky
CEO, Quorum Cyber

KI Leader

Mark Petty
CEO, AwareGO
KI Leader
CMO, Configit
Federico Charosky
CEO, Quorum Cyber
Agenda
Cut Through And Grow: Message and Position Like Top-Performing Companies
Fellow Executive Discussion
How Top-Performing Companies Grow Through Channels
Q&A With Gartner Experts
6 © 2022 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Gartner’s 2021 Technology End-User Buying Behavior Survey
Finding new customers is the number one
challenge keeping tech CEOs up at night
Finding new
customers
47% citing it keeps them up at night

2022 Gartner 4th Annual Tech CEO Survey
Challenges Causing Tech CEOs Sleeplessness
Finding new customers 47%
Customer retention 33%
Challenge
External
Customer satisfaction 30%

Increasing competition 30%
Economic climate 22%
Lack of differentiation 14%
Retaining employees 32%

Cash burn/Running out of cash 31%
Recruiting new employees 25%
Challenge
Internal
Lack of funding 23%

Increasing employee benefit costs 20%
Having to lay off employees 17%
Succession planning 12%
Meeting government compliance 11%
Being sued 6%
Challenge
Personal
Disappointing over business performance issues 25%

Company impact on personal mental/physical… 20%
Company impact on employees’ mental/physical… 16%
Damaging my reputation 11%
n = 284 ; All respondents 0% 35% 70%
B07a. What keeps you up at night?
Source: 2022 Gartner 4th Annual Tech CEO Survey
Challenges Causing Tech CEOs Sleeplessness
Finding new customers 47%
Customer retention 33%
Challenge
External
Customer satisfaction 30%

Increasing competition 30%
Economic climate 22%
Lack of differentiation 14%
Retaining employees 32%

Cash burn/Running out of cash 31%
Recruiting new employees 25%
Challenge
Internal
Lack of funding 23%

Increasing employee benefit costs 20%
Having to lay off employees 17%
Succession planning 12%
Meeting government compliance 11%
Being sued 6%
Challenge
Personal
Disappointing over business performance issues 25%

Company impact on personal mental/physical… 20%
Company impact on employees’ mental/physical… 16%
Damaging my reputation 11%
n = 284 ; All respondents 0% 35% 70%
B07a. What keeps you up at night?
Source: 2022 Gartner 4th Annual Tech CEO Survey
A Long, Hard Slog
Illustrative Buyer’s Journey
Contact with a Exploration of Integration Purchasing Rules

CEO Former Colleague with Existing Systems Buying
Start Executive Turnover Group Overrule Group Decision
Presentation and Feasibility Review Turnover Legal Flag
Budget Web Budget Cut
Questions End User Input
Approved Search Procurement Capital
Web Search Flag End User Input Review Board
Whitepaper Trends Report Social Media
Problem Solution Requirements Supplier
Download Reviewed Conversation
Identification Exploration Building Selection
RFP Response Buying
Overwhelming Web Supplier Supplier RFP Live Supplier Group
Independent Comparison
Information About Search Website Visit Website Creation Demos Debate
Online Research More Information
the Problem Peer Visit Supplier’s
Online Buying Needed from
Web Misalignment Group Diagnostic Discussions Online Virtual Contract Updates
Search Demo Content Guide Sales Reps
on Problem Deployment LinkedIn Required
Buying Shared Download
Misalignment on Discussion Expert Discussion
Whitepaper Consultant Business with Customer
Solution Scope Consultation
Download Discussion Case Data References
Overwhelming Deconflicting Buying Group Unavailable Purchase
Information About Information Within Group Disagreement on Customer
the Solution Buying Group Debates Requirements Testimonial
Videos Review
Source: Gartner
The Messaging and Positioning
Secrets Of Top Performers
1 2 3 4 5
They They Align They Deliver

Differentiate They Avoid the They Focus
Their Value-Based, on Telling
Themselves Biggest
Competitive Not Product- Customer
Mistake in
Approach To Based,
Messaging Stories
Their Messaging
Business
Model
Step #1
Differentiate
Yourself
© 2022 Gartner, Inc. and/or its affiliates. All rights reserved.
Buyers say a differentiated message is
the number one thing that impacts vendor
consideration.
“We do it unlike anyone else”
“Better/faster/cheaper,” “most scalable” or “best service”
“Our people” or “our focus”
“We are the only tech company that does it”
“Ideal for ‘everyone,’” “anyone can get value from our

solution”
An analysis of Gartner interactions with tech providers found these common occurrences of broad
statements, vague promises and unsubstantiated claims
Buyers Struggle to Understand Differentiation …
With Significant Consequences for Providers
35% 3-5 rating NET 83%
30% Impact of
30% 27%
26% Differentiation
25% Failures
20%
▪ Delays
▪ Increased Reliance
15% on Third Parties
1-2 rating NET
10%
9% ▪ Concessions
6-7 rating NET
4%
(Terms/Price)
5%
2% ▪ No Decision
1%
0%
1 2 3 4 5 6 7
Scale 1-7: 1 = Not at all effective — difficult to see competitive advantage; 7 = Extremely effective — competitive advantage very clear
Q. How effective do you think most IT providers are in differentiating themselves from their competition? (n = 211)
What Are The Most Common Reasons It Is Difficult To
Understand Differentiation?
1 Pressure Test Your Messaging
Actions 2 Look Beyond Features
Step #2
Align Competitive
Approach To Your
Business Model
Look to your business model to inform your
competitive differentiation.
Blind Spot Activities for Messaging and Storytelling
Tech CEO Priority
Competitive Position Options
Cost Advantage
Customer Focus Product Leadership
Competitive Position Options Position
Optionsetitive Advantage
Offers products or services at

the lowest cost in the industry.
Cost Advantage
New or notably better products or

services ahead of the competition.
Customer Focus Product Leadership New or notably better products or

Competitive Position Options
Offers products or services at

the lowest cost in the industry.
Cost Advantage
New or notably better products or

Customer Focus Product Leadership New or notably better products or

Which Competitive Position Should I Take?
Is your business model Do you deliver value to Is your business built

robust enough in value customers through one- around value creation
capture, operational to-one relationships, manifested in
efficiency and cost whereby you are picked investment in R&D and
reduction to ensure you based on your unique a planned desire to out-
can maintain profit while people and processes innovate your
being the lowest-price and the ability to competition, providing
offering in the decipher customer value to solve a
competitive landscape? problems into a unique pervasive set of
custom-made customer problems?
experience?
Cost Advantage Customer Focus Product Leadership
? Cost Advantage
• Demonstrate total cost of ownership in messaging and an
ability to deliver improved ROIs than the alternatives.
• Differentiate with your pricing model.
? Product Leadership
Actions • Don’t get caught in the feature trap.
• Customers buy outcomes to their problems. They do not
just purchase cool products.
? Customer Focus
• Amplify your identity as a smaller, more-agile and more-
customer-focused niche or boutique provider compared
with larger market players.
Step #2
Deliver Value-
Based, Not
Product-Based,
Messaging
Future-proof your IT with our cloud platform.
We transform your company with our cutting-edge

software.
We give teams access to the tools they need.
Monitor and control your security from a central system.
Your digital transformation partner.
Your Total Addressable Market
Match Marketing Actions to Customer
Behavior/Perception
Drive Lead to your unique benefits, and drive
Purchase purchase urgency
Build Change customer thinking or teach

Consideration them something new
Generate
Interest Be newsworthy
Build
Build intrigue or concern
Awareness
Behavioral Objective Message-Creation Focus
Match Marketing Actions to Customer
Behavior/Perception
Drive Lead to your unique benefits, and drive
Purchase purchase urgency
Build Change customer thinking or teach

Consideration them something new
Generate
Interest Be newsworthy
Build
Build intrigue or concern
Awareness
Behavioral Objective Message-Creation Focus
Future-proof your IT with our cloud platform.
We transform your company with our cutting-edge

software.
We give teams access to the tools they need.
Monitor and control your security from a central system.
Your digital transformation partner.
Two Forces That Have To Exist
Fix Accomplish Avoid

Case In Point
Case In Point
From
Current
Situation
Case In Point
From
Current
Situation
To
Desired
Future
“The only way on earth to influence other
people is to talk about what they want and
show them how to get it”
“How to Win Friends and Influence People,” by Dale Carnegie
Map your product benefits to
1 current situation and desired
future.
2 Pre-frame your messaging

Actions
Reverse Engineer what top
3
performers are doing.
Step #3
Avoid the Biggest

Mistake in
Messaging – Being
All Things To
Everyone
Three Common Mistakes
“When you try to be everything, you
wind up being nothing.”
― Al Ries, Positioning: The Battle for Your Mind
Shift
Your
Focus
A Deep
Understanding
of the
Customer's
Situation
Is the Key
to Success
INTERNAL or RESTRICTED
49 © 2022 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates.
Missing Comparisons
The Positioning Framework
Source: Adapted from Geoffrey Moore, "Crossing the Chasm: Marketing and Selling Disruptive
Products to Mainstream Customers"
INTERNAL
Day In The Life
Value Proposition
What are the viable options What are known—and as yet

for my client to pick instead of unappreciated—problems
me? customers need fixing?
Alternatives Customer
needs
Sweet Spot
Unique Strengths What unique

capabilities do you
bring?
Value Proposition
What are the viable options What are known—and as yet

for my client to pick instead of unappreciated—problems
me? customers need fixing?
Alternatives Customer
needs
Winning companies focus on

articulating areas they can
Sweet Spot
deliver against a customer need
and the competition cannot
Unique Strengths What unique

capabilities do you
bring?
Positioning At The Foundation Of Messaging
Customer
Communications
Audiences
Content
Creation
Positioning
Questions
to Answer
Train
Customer-
Storylines Facing
Teams
Storylines
Workshop Day In the Life with
1 and without your products – go
deep.
Assess problems against,

2
Actions velocity, frequency and urgency
Use positioning to underpin

3
storylines
Step #5
Focus on
Client Stories

Top Growing Companies
3:1 Ratio
Customer Announcements
vs Product & Capabilities
High Growth Companies Focus on Client Stories
166
Client Growth Announcements
Product Announcements
87
530 104
84
298
211
142
26
40
$0-5M $20M-50M $50M-75M $125M $250M
Sources: Gartner Capital IQ; WorldBank.org; alpha.com; Gartner Search Analytics, Gartner Tech CEO Survey Data 2019; Investopedia.com
Elements of a Compelling Story
No one buys a product; they buy what
they think the product will do for them
Establish a combined win/loss,
1 voice of customer and customer
reference program
Interview your existing

2
Actions customers – make them heroes
Amplify what your customers say

3
in your marketing messages.
In Summary
1 2 3 4 5
They They Align Deliver

Differentiate Avoid the They Focus
Their Value- on Telling
Themselves Biggest
Competitive Based, Not Customer
Mistake in
Approach To Product- Messaging Stories
Their Based,
Business Messaging
Model

KI Leader

Mark Petty
CEO, AwareGO
KI Leader
CMO, Configit
Federico Charosky
CEO, Quorum Cyber
Agenda

KI Leader

Mark Petty
CEO, AwareGO
KI Leader
CMO, Configit
Federico Charosky
CEO, Quorum Cyber
Agenda
Why Partner?
• Reach a larger addressable market

Scale Sales • Reach untouched verticals or segments
• Support direct sales efforts
Scale Support • Scale local customer service

• Expand support services (into other countries)
& Services • Provide training or other services
• Fill gaps in your solution to present the “Whole Product”

Business • Fill gaps in the partners solution to deliver the “Whole
Product”
Strategy • Focus on development of products
But Partnering is hard … lots of promise and
lots of happy noise
You Your Partners
“ they’re not loyal to us…” “ they don’t give us enough
leads..”
“ the channel just waits for us to
“all they want to talk about is our
bring them leads.”
pipeline..”
“ they’re getting trained … but its “they keep changing the
always next month..” programs and the promotions..”
“ selling more of a competitors’ “ they change the rules when it

products than ours..” suits them…”
“ they don’t see us as a strategic “ we’ve got to teach yet another

new account manager …”
partner…”
Our Focus Today : Scalable Partner Programs
Ecosystems &
Communities
Alliances Direct Sales
Design, Build Identify, Target

& Manage & Engage
Outsourcing Assess Route-to- Scalable Program Partners
& Sub- Partner
Contracting Market Options
Program
OEM, White Other Measure & Activate, Enable

Label and Provider Optimize & Manage
Royalty Programs Partners
Marketplaces
What Can and Does Go Wrong?
Your Lots of Assuming Lack of

product promises , every consistent
isn’t but no clear partnership process
partner- investment must be and
ready by the “strategic” program
partner
Building a effective channel strategy – the steps
and the sequence
.
Your Target
Management & Measurement

Segments
Routes to market decision
Segment 1
Partner Partner Partner

Business Partner
Selection & Enablement
Case & Programs
Recruitment Process
Alignment
Roles &
Responsibilities
(“whole product”)
HOW ACCURATE IS YOUR TARGET SEGMENTATION?
Your Differentiated Value TARGET SEGMENTS
Segment based on persona,

Enterprise Tech Adoption use
case, vertical, size, maturity,
organisation structure etc
Segments 1…n
Your Total Theoretical Market
YOU WANT YOUR PARTNERS TO BE SUCCESSFUL …. AS
EASILY AS POSSIBLE
Your Differentiated Value
Segment based on persona,

Enterprise Tech Adoption use
Business Need case, vertical, size, maturity,
organisation structure etc
>
Vendor Risk
Vendor Risk Vendor Risk

> >
Business Need Business Need
Segments 1…n
Your Total Theoretical Market
How Compelling is Your Partner Business Case?
Description
Customer Base
Size of partner's existing customer base in the
100
target segment
Year 1 Year 2 Year 3 Year 4 Year 5
Number of deals expected (1 per customer)
2 5 7 10 12
Churn rate for year
0% 10% 0% 5% 5%
Price
Provider SaaS subscription (annual) per deal
50,000
Partner Margin on SaaS subscription
30% 15% 15% 15% 15%
Partner implementation services value as a Percentage
percentage of Year 1 subscription 50%
Percentage
Partner gross margin on their services
40%
Partner managed services sold per deal - annual Price
subscription 30,000
Percentage
Partner managed service margin per deal
30%
Percentage
SG&A as a percentage of sales
18%

Sales of product 100,000 250,000 350,000 500,000 600,000
Sales of annual renewals 0 90,000 350,000 665,000 1,140,000
Sales of services 50,000 125,000 175,000 250,000 300,000
Sales of partners services - New deals 60,000 150,000 210,000 300,000 360,000
Sales of partners services - Renewals 0 54,000 210,000 399,000 684,000
Total 210,000 669,000 1,295,000 2,114,000 3,084,000
SG&A 37,800 120,420 233,100 380,520 555,120
Roles & Responsibilities: Partner Job Description
Value Added Reseller Services Provider Sales Agent (Referral)
Contribution Contribution Contribution
Ownership / Ownership / Ownership /

Phase Activity Covering Documents Accountability You Partner Covering Documents Accountability You Partner Covering Documents Accountability You Partner
Marketing
Customer event participation - sales support Marketing Campaign Plan Partner No Yes Marketing Campaign Plan Partner No Yes Partner Agreement Partner No Yes
Event funding Marketing Campaign Plan You Yes Yes Marketing Campaign Plan You Yes Yes Undocumented You Yes No
Develop product marketing collateral Partner Agreement You Yes Yes Partner Agreement You Yes Yes Undocumented You Yes No
Product Advertising Undocumented You Yes Yes Undocumented You Yes Yes Undocumented You Yes No
Public relations Undocumented You Yes No Undocumented You Yes No Undocumented You Yes No
Outbound lead generation Marketing Campaign Plan You Yes Yes Marketing Campaign Plan You Yes No Undocumented You Yes No
Case study development Marketing Campaign Plan You Yes Yes Undocumented You Yes Yes Undocumented You Yes No
Installed base (product) campaigns -dev and funding Marketing Campaign Plan You Yes Yes Marketing Campaign Plan You Yes Yes Undocumented You Yes No
Installed base (product) campaigns -execution Marketing Campaign Plan Partner No Yes Undocumented You Yes No Undocumented Partner Yes No
Presales Provision of product demo capability Partner Agreement You Yes No Partner Agreement You Yes No Partner Agreement You Yes No
Conducting product demo Partner Agreement Partner No Yes Partner Agreement Partner Yes No Undocumented You Yes No
Discovery/requirements definition Undocumented Partner No Yes Undocumented Partner No Yes Undocumented You Yes No
Define/architect proposed solution Undocumented Partner No Yes Undocumented Partner No Yes Undocumented You Yes No
Vertical industry domain knowledge Undocumented Partner No Yes Undocumented Partner No Yes Undocumented Partner No Yes
Solution selling capability Undocumented Partner No Yes Undocumented Partner No Yes Undocumented Partner No Yes
Business case development Undocumented Partner No Yes Undocumented Partner No Yes Undocumented You Yes No
Opportunity Qualification collateral Undocumented You Yes No Undocumented You Yes No Undocumented You Yes No
Selling Opportunity Management system - provision Undocumented You Yes No Undocumented You Yes No Undocumented You Yes No
Opportunity Management system - input leads Partner Agreement Partner No Yes Partner Agreement Partner Yes Yes Partner Agreement Partner No Yes
Bid Management Undocumented Partner No Yes Undocumented You Yes Yes Undocumented You Yes No
Product Quotation process - provision Partner Agreement You Yes No Partner Agreement You Yes No Undocumented You Yes No
Product Quotation Undocumented Partner No Yes Undocumented Partner Yes No Undocumented You Yes No
Services Quotation Undocumented Partner No Yes Undocumented Partner No Yes Undocumented You Yes No
Implementation Project scoping & planning Undocumented Partner No Yes Undocumented Partner No Yes Undocumented You Yes No
Customer product training Partner Agreement You Yes Yes Partner Agreement You No Yes Undocumented You Yes No
Project Management Undocumented Partner No Yes Undocumented Partner No Yes Undocumented You Yes No
Business Process Design Undocumented Partner No Yes Undocumented Partner No Yes Undocumented You Yes No
Change Management Undocumented Partner No Yes Undocumented Partner No Yes Undocumented You Yes No
Integration services Undocumented Partner No Yes Undocumented Partner No Yes Undocumented You Yes No
Vertical industry consulting Undocumented Partner No Yes Undocumented Partner No Yes Undocumented You Yes No
Support Application support Level 1 Partner Agreement Partner No Yes Partner Agreement Partner No Yes Undocumented You Yes No
Application Support Level 2 Partner Agreement You Yes No Partner Agreement Partner No Yes Undocumented You Yes No
Application Support Level 3 Partner Agreement You Yes No Partner Agreement Partner Yes No Undocumented You Yes No
Notification of upgrades and fixes Partner Agreement You Yes No Partner Agreement Partner Yes No Undocumented You Yes No
Implementation of upgrades and fixes Partner Agreement Partner No Yes Partner Agreement Partner No Yes Undocumented You Yes No
Doing the Right Things in the Right Order CEO
View the steps involved in creating a channel partner strategy; Gartner’s Ignition Guide provides guidance and tools
for each of the tasks under every step.
Step 1: Define the Channel Step 2. Calibrate the Step 3. Consolidate the
Partner Program Scope Channel Partner Plan Strategy
Tasks Tasks Tasks
3.1 Design a channel partner program

1.1 Define your channel objectives. 2.1 Create an ideal partner profile.
budget plan.
2.2 Estimate the required number of 3.2 Determine metrics of channel partner
1.2 Identify channel partner types.
channel partners. program success.
1.3 Ascertain product alignment for 2.3 Build a compelling business case for 3.3 Establish accountability and document
indirect channels. the channel partner. the strategy.
Recommendations: Maximizing channel success
• Be clear about why you want /need partners, what is their relative importance to
you , and how do they relate to your overall business model and strategy.
• Understand how your partners make money and be realistic as to whether this
is sufficient to drive the type of relationship that you expect from them
• If you’re serious about partnering then plan and execute scalable programs and
processes to support your strategy
• Exercise a due diligence mindset and approach to investment in partnerships ,
particularly when dealing with large vendors/Sis/consulting partners
Some Examples of Tools That Support You
Step by step guides:
• Build a Scalable Indirect Sales Channel Program — Part 1: Planning
• Build a Scalable Indirect Sales Channel Program, Part 2 — Construction
• Building a Scalable Indirect Sales Channel Program, Part 3 — Execution
Tools and Diagnostics:
• Building a Business Case for Channel Partner Investment for Tech CEOs
• Defining Roles and Responsibilities for Channel Partners
• Partner Finder
• Partner Program Diagnostic
• How to Select the Right Channel Partners for Resell and Support
Specific advice:
• What to Do About Under-performing Channel Partners

KI Leader

Mark Petty
CEO, AwareGO
KI Leader
CMO, Configit
Federico Charosky
CEO, Quorum Cyber
Agenda
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Ask Download Watch

Segment 1 Segment 2 Segment 3 Segment 4

Mark Petty David Chamberlain Neil McMurchy Neil McMurchy

Ari Kristinn Jónsson

Segment 1 Segment 2 Segment 3 Segment 4

Mark Petty David Chamberlain Neil McMurchy Neil McMurchy

Ari Kristinn Jónsson

Fellow Executive Discussion

How Top-Performing Companies Grow Through Channels

Q&A With Gartner Experts

47% citing it keeps them up at night

Customer satisfaction 30%

Retaining employees 32%

Lack of funding 23%

Disappointing over business performance issues 25%

Customer satisfaction 30%

Retaining employees 32%

Lack of funding 23%

Disappointing over business performance issues 25%

Contact with a Exploration of Integration Purchasing Rules

They They Align They Deliver

“Better/faster/cheaper,” “most scalable” or “best service”

“Our people” or “our focus”

“We are the only tech company that does it”

“Ideal for ‘everyone,’” “anyone can get value from our

Actions 2 Look Beyond Features

Tech CEO Priority

Customer Focus Product Leadership

Offers products or services at

New or notably better products or

Customer Focus Product Leadership New or notably better products or

Offers products or services at

New or notably better products or

Customer Focus Product Leadership New or notably better products or

Is your business model Do you deliver value to Is your business built

Cost Advantage Customer Focus Product Leadership

We transform your company with our cutting-edge

We give teams access to the tools they need.

Monitor and control your security from a central system.

Your digital transformation partner.

Build Change customer thinking or teach

Behavioral Objective Message-Creation Focus

Build Change customer thinking or teach

Behavioral Objective Message-Creation Focus

We transform your company with our cutting-edge

We give teams access to the tools they need.

Monitor and control your security from a central system.

Your digital transformation partner.

© 2022 Gartner, Inc. and/or its affiliates. All rights reserved.

2 Pre-frame your messaging

Avoid the Biggest

― Al Ries, Positioning: The Battle for Your Mind

What are the viable options What are known—and as yet

Unique Strengths What unique

What are the viable options What are known—and as yet

Winning companies focus on

Unique Strengths What unique

Assess problems against,

Use positioning to underpin

© 2022 Gartner, Inc. and/or its affiliates. All rights reserved.

Client Growth Announcements

$0-5M $20M-50M $50M-75M $125M $250M