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Leading Internet Networking Provider - Part IHistory In the early 90's our, client's business was focused solely on hardware sales. Realizing the industry was in the mature phase of its life cycle, the company determined that to continue to grow, they would have to alter their market approach. The company chose to shift their focus to network services Project I: Reducing Marketing Costs Part One: In order to penetrate the market with its new offerings, our client quickly established indirect channel partnerships with numerous hardware and service providers. Though many of these partners were essential in helping them grow, our client soon realized that the majority of their partners were not meeting their expectations. That's when the company asked Frank Lynn & Associates to conduct a partner audit and economic return analysis. We interviewed nearly all of our client's partners to determine first, what type of relationship they were looking for in a partner; and second, what level of compensation they would require in order for the partnership to be deemed profitable. We then evaluated if their needs matched the needs of our client. At the time, only four out of the 81 partners had compatible profiles. In order for the partner program to become more beneficial to our client, we provided recommendations on those partners that should be terminated and those partnerships that were worth cultivating. We also established partner participation guidelines and recommended a program to ensure that these guidelines would be met. Additionally, we helped them to establish economic and participation criteria for the new partner selection process. Part Two: Realizing that their partner program in Europe also needed a formal review, our client asked us to conduct the same analysis in Germany, France and Turkey. The Frank Lynn & Associates Chicago office utilized the expertise of our London office to execute the project. While many of the European partner issues were the same as in the United States, there were many unique concerns that, if the client chose not to do the European audit, would have been missed. The indirect channel partner program continues to be a vital division of our client's business. In 2001, nearly $6 billion in revenue was generated by the program. |
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