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CAPTURING THE SMB CLOUD
OPPORTUNITY AND
UNCOVERING SECRETS FOR
PARTNER PROFITABILITY
AMI-Partners
546 Fifth Avenue, New York
New York, Houston, Singapore,
Bangalore, Kolkata, London, Tokyo
www.ami-partners.com
Source: AMI-Partners (www.ami-partners.com) 2014
 AMI Background
 Capturing the SMB Cloud Opportunity
 Benchmarking Against Best-in-Class Cloud Partners
 Q&A
2
Agenda
Source: AMI-Partners (www.ami-partners.com) 2014 3
Actionable Global Market Intelligence, GTM Strategy & Implementation Support
- 18+ Year History -
AMI Tracking Surveys Cover Countries Driving over 90% of
WW SMB IT/Telecom Spending
(SB = 1-99 Employees, MB = 100-999 Employees)
 SMB End User Tracking
 Channel Partner Tracking
 Global IT/Telecom Market Sizing
 Actionable Market Segmentation Model &
Predictive Analytics
 Go-to-Market Consulting
 Strong Global Presence Across Americas,
Europe & APAC
AMI: Extensive Global Footprint
Source: AMI-Partners (www.ami-partners.com) 2014
 We must understand SMBs’ needs, mindsets, and challenges:
 Internal Constraints: Managing Cash flow, Talent/HR, Weak Economy
 External Environment: Pricing/Competitive Issues, Response Time, Savvier
Customers
 Key IT Purchase Drivers: Affordable, Simplicity, Productivity, High Performing,
Ensure Customer Loyalty
 Position our solutions and messaging to address SMBs’ needs
and challenges.
How Can We Capture the SMB
Opportunity?
SMB = Companies with 1-999 employees

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Cloud Enabled Transformation In Insurance
Cloud Enabled Transformation In InsuranceCloud Enabled Transformation In Insurance
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Immature capabilities and growing market disruptors are compelling insurers to act swiftly and become fully customer centric. According to the World Insurance Report 2015 less than 30% of customers are having positive customer experiences globally forcing Insurers to reinvent their ability to deliver positive customer experience across the entire customer journey. Capgemini's ACEs (All Channel Experience) for Insurance is built on Salesforce the leading CRM platform to help insurers improve their core capabilities and enrich customer experiences regardless of customer channel or device preferences. Find out how Cloud-Enabled Transformation in Insurance from Capgemini and Salesforce is a faster and less disruptive way for insurers to rapidly evolve digital capabilities to achieve customer experiences that leave your customers wanting more!

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This analysis provides an overview of the top trends in the retail banking sector driven by the competition, digital transformation, and innovation led by retail banks exploring novel ways to create and retain value in evolving landscape. COVID-19 caught banks off guard and shook legacy mindsets to the core. With 20/20 (2020) hindsight, firms are more aware, digitally resilient, and financially stable as they head into 2022. The trials of the past 18 months forced firms to shore up existing business and consider new models and revenue streams. Customer-centricity remains at the top of most FS agendas and is a 2022 focal point. Banks will focus on achieving operational excellence as diligently as delivering superior CX. In 2022 and beyond, it will be paramount for FIs to explore and invest in new technologies to remain relevant and resilient. Banking 4.X will arrive in full force in 2022 with platform-supported firms monetizing diverse ecosystem capabilities and aggressively harvesting data to create experiential customer journeys through intelligent and personalized engagements. The new era will compel future-focused banks to finally abandon legacy infrastructure and collaborate with third-party specialists to solidify their best-fit, long-term roles. Increasingly, open platforms will make banks invisible as banking becomes embedded into customer lifestyles. At the same time, banks will shed asset-heavy models and shift to the cloud for greater agility, speed to market, and faster innovation. The shift will act as a precursor to adopting new technologies on the horizon – 5G and Decentralized Finance. The recent past was filled will extraordinary lessons for financial institutions. Now is the time to act on those learnings and move forward profitably.

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Source: AMI-Partners (www.ami-partners.com) 2014
Concerned about
economy
Conditions will
improve
81%
23%
Economic Impact on Business
49% 48%
41%
27%
Slower receivables Decreased revenue Restricted cash flow Pricing pressure
Business Pain Points
51%
45%
27%
21%
17%
Improve customer experiences
Reduce costs
Expand into new mkts
Launch new products/services
Leverage more technology
Actions Planned
5
U.S. SMB Perceptions & Pain Points
Source: AMI-Partners (www.ami-partners.com) 2014
Small Business Medium Business
71%
59%
45%
40%
39%
37%
37%
Improving bandwidth
On-premise data back-up & disaster
recovery solutions
On-premise data security & privacy
for PCs/network
Security for mobile devices
Data Loss Prevention (DLP) solutions
CRM (Customer Relationship
Management)
Hosted data back-up & disaster
recovery solutions
Applications
Connectivity/
CommunicationsIT Infrastructure Mobility
Source: AMI ICT Tracking Studies 6
74%
74%
73%
72%
71%
68%
68%
Improving bandwidth
On-premise data back-up & disaster recovery
solutions
Security for mobile devices
Server virtualization
On-premise data security & privacy for
PCs/network
IT systems mgt tools
Data Loss Prevention (DLP) solutions
SMB Strategic IT Imperatives and Investments
Technology remains a strategic focal point for SMBs
Source: AMI-Partners (www.ami-partners.com) 2014
$45
$82
$235
$277
2014 2019
(In$Billions)
On-Premise
Cloud
Migration to Cloud
$281 B
$360 B
CAGR: 12.8%
CAGR: 3.3%
(% of Total)
7
Source: AMI Global Model 1H14
US SMB ICT Transformation
Source: AMI-Partners (www.ami-partners.com) 2014
Small Business Medium Business
8
$5.6
$15.8$4.4
$10.9
$2.7
$5.9
$8.7
$10.1
$ 0.0
$ 5.0
$ 10.0
$ 15.0
$ 20.0
$ 25.0
$ 30.0
$ 35.0
$ 40.0
$ 45.0
2014 2019
In$Billions
Web Hosting &
Development
UC Services
Software-as-a-Service
IaaS
$21 B
$43 B
$1.6
$3.8$1.8
$4.5
$2.3
$4.2
$5.5
$6.4
$ 0.0
$ 2.0
$ 4.0
$ 6.0
$ 8.0
$ 10.0
$ 12.0
$ 14.0
$ 16.0
$ 18.0
$ 20.0
2014 2019
In$Billions
CAGR (%)
2.9%
13.3%
19.5%
18.4%
CAGR (%)
23.0%
16.8%
19.6%
23.0%
$11 B
$19 B
Source: AMI Global Model 1H14
US Cloud Spending

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Source: AMI-Partners (www.ami-partners.com) 2014
12%
77%
11%
Small Business
Small Business Medium Business
19%
74%
7%
Medium Business
Increased need for
support
Remained the same
Decreased need for
support
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Need for Service and Support
Source: AMI-Partners (www.ami-partners.com) 2014
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$735 $846
$5,383
$8,533
$7,252
$10,769
$11,950
$16
$868 $1,820
$10,900
$14,869 $14,941
$18,061
$20,806
Retail DMR (no rerail
presence)
System
Integrators
Telcos/Cable Vendor Direct MSPs Channel Partners Hosters
2014
2019
10
Channel Partners and Hosters continue to be
Cloud RTM-of-choice for SMBs through 2019
Source: AMI-Partners (www.ami-partners.com) 2014
 We have quantified the addressable opportunity and uncovered
the challenges faced by SMBs.
 How do we target and segment these end-users?
 Introducing AMIs SMB Segmentation Model…
 Allows us to uncover who the key decision makers are and how we can connect
with high value customers.
Targeting High Value Customers
Source: AMI-Partners (www.ami-partners.com) 2014
Tier 1 SMBs
Cloud Integrators
Tier 2 SMBs
Cloud Innovators
Tier 3 SMBs
Cloud Pragmatists
Tier 4 SMBs
Cloud Minimalists
% PC SMB Firms 10% 20% 30% 40%
% of Cloud Spend 40% 30% 20% 10%
ICT Mindset Process Experimental Risk Averse Get by
View of Cloud
Integral to growth &
operations
Enables agility Means to simplify Point Solutions
Decision Making
Structured
Multiple BDM-TDMs
Systematic
Mainly BDMs, Some
TDMs
Adaptive
BDMs
Reactive
Owner-Manager
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12
AMI’s WW SMB Segments: ICT/Cloud Needs, Adoption
& Behavior Based
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Source: AMI-Partners (www.ami-partners.com) 2014
Tier 1 Tier 2 Tier 3 Tier 4
SaaS
Acctg/Financials
Payroll
HR
CRM
ERP
Proj Mgt.
Bus Intel/analytics
IaaS
Storage
Servers
Security
UC
Audio Conf.
Video Conf.
Web Conf.
Hosted VoIP
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25%
48%
22%
37%
13%
25%
28%
39%
34%
56%
75%
48%
64%
24%
73%
21%
33%
3%
8%
1%
3%
2%
32%
14%
28%
43%
18%
23%
37%
59%
6%
7%
2%
1%
4%
13%
8%
15%
18%
17%
12%
7%
57%
3%
9%
1%
1%
1%
5%
3%
12%
26%
25%
17%
7%
34%
13
Cloud Applications/Services Usage – Tiers
1 and 2 are Principal Drivers
Source: AMI-Partners (www.ami-partners.com) 2014
 What steps are partners taking to drive success & profitability in
the cloud and what metrics should we track to benchmark
ourselves against them?
 AMI has segmented and benchmarked partners based on how far
they are along the cloud transformation journey.
How to Measure Yourself Against Best in
Class Partners?
Source: AMI-Partners (www.ami-partners.com) 2014
Cloud Partner Segmentation Cloud Transformed
Cloud Migrating
Cloud Emerging
Cloud Emerging – 27%
 Have not allocated adequate investments to cloud
 Lack expertise needed to effectively sell cloud
Cloud Migrating – 24%
 Have begun to take steps necessary to be
successful in selling cloud, but have not yet met
their goals
 Some cloud expertise, but require additional
vendor support
Cloud Transformed – 13%
 Have taken steps necessary to successfully sell
cloud
 Meeting and exceeding their cloud sales goals
15
AMI’s Partner Transformation Model
Only 1 in 10 partners are fully Cloud Transformed
Non-Cloud Partner– 37%
 Exclusively on-premise focused; no cloud
investments
Non-Cloud Partners
Source: AMI-Partners (www.ami-partners.com) 2014
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Partner
Metrics
Sales
Expertise
Technical
Expertise
Cloud
Revenue
Model
Marketing
Expertise
Vendor
Engagement
Customer
Engagement
Cloud Sales Goals
Cloud dedicated
sales staff
Cloud marketing
activities
Cloud certified
emps
Cloud biz. modelsCustomer Sat.
Customer demand
Cloud vendor
partnerships
Marketing funds for
cloud
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Offered
% of revenue
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Source: AMI-Partners (www.ami-partners.com) 2014
Cloud Transformed Cloud Migrating Cloud Emerging
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27.6% 26.2%
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17
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Source: AMI-Partners (www.ami-partners.com) 2014 18
Steps Taken by Partners to Drive Success When
Selling Cloud Solutions & Services
Have a dedicated cloud marketing team
Employees Have achieved Cloud certifications
Integrated cloud into primary sales & marketing motions
Specify sales goals for Cloud solutions/services
Installed a separate Cloud services business unit
Steps Taken by Most Successful Cloud Partners
Source: AMI-Partners (www.ami-partners.com) 2014
44%
39%
38%
Cloud Marketing
programs
Cloud Sales reps
training
Cloud Customer
Support
39%
32%
32%
Cloud
partnerships with
vendors
Cloud Sales reps
training
Cloud Technical
expertise
45%
40%
36%
Cloud Sales reps
training
Cloud Customer
Support
Cloud
partnerships with
vendors
Cloud
Transformed
Cloud Migrating Cloud Emerging
19
Critical Cloud Investments
Critical Investments Necessary to Drive Cloud Sales
The most successful cloud partners are focused on improving their cloud marketing programs to
generate greater demand for cloud in order to accelerate cloud sales
Source: AMI-Partners (www.ami-partners.com) 2014
Cloud
Transformed
Cloud Migrating Cloud Emerging
Our customers are more satisfied 69% 49% 51%
Closer relationships with vendors for sales
and marketing support 69% 53% 40%
We generate strong overall margins and
profitability 64% 61% 44%
There is strong demand among our SMB
customers for cloud 64% 53% 40%
We have well-defined cloud services value
propositions and pricing 59% 48% 44%
20
% of Respondents answering 4+5 on a scale from 1-5 where ‘1’ is Strongly Disagree and ‘5’ is
Strongly Agree
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stronger profitability than other partners

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Source: AMI-Partners (www.ami-partners.com) 2014
Perform Marketing
Activities On a Daily
Basis
20+% Marketing
Budget Dedicated to
Cloud
Work with IT Vendors
for Marketing
Has a Dedicated Cloud
Sales & Marketing
Team
Marketing
Approach
21
AMI has developed a predictive model that correlates partner
marketing activity with partner segments and cloud revenue
generation
Source: AMI-Partners (www.ami-partners.com) 2014
52%
46%
45%
41%
41%
36%
35%
33%
33%
32%
26%
Online marketing tools
E-mail Campaigns
Hosting on-site events
Attending conferences or tradeshows
Online banners ads
Publishing Articles/Ads in IT mag.
White papers or data sheets
Direct Mail Campaigns
Hosting webinars or webcasts
Case studies
Using social media
65%
52%
50%
45%
45%
34%
31%
30%
29%
27%
27%
Online marketing tools
Online banners ads
E-mail Campaigns
Direct Mail Campaigns
Hosting on-site events
Case studies
Hosting online webinars or webcasts
White papers or data sheets
Publishing Articles/Ads in IT Mag.
Using social media
Attending conferences or tradeshows
Sales and Marketing Activities Generate Strong
Success
Frequency
Others
Sales and Marketing Activities Frequency
Transformed
22
Partners are overlooking potentially high
impact marketing activities
Source: AMI-Partners (www.ami-partners.com) 2014 23
Cloud Transformed Cloud Migrating Cloud Emerging
Direct/Face-to-face Via Field
Salesforce
67% 49% 55%
Direct Through Telesales 56% 52% 50%
Indirect via other channel
partners/resellers
36% 42% 44%
Indirect via App Stores/
Aggregators/Brokers
28% 37% 36%
Via our website 47% 50% 48%
% of Respondents answering 4+5 on a scale from 1-5 where ‘1’ is Not at all Effective and ‘5’ is Very
Effective
Top Cloud Sales Methods
Transformed partners are self-reliant whereas other partners prefer indirect sales tactics
Source: AMI-Partners (www.ami-partners.com) 2014 24
Cloud Connex
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Extend
Customer Opps
NEW
Revenue Sources
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Investment
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Profit Margins
NEW
Portfolio Products
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Source: AMI-Partners (www.ami-partners.com) 2014 25
Cloud Connex
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Source: AMI-Partners (www.ami-partners.com) 2014 26
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Secrets of Profitable Cloud Resellers

  • 1. CAPTURING THE SMB CLOUD OPPORTUNITY AND UNCOVERING SECRETS FOR PARTNER PROFITABILITY AMI-Partners 546 Fifth Avenue, New York New York, Houston, Singapore, Bangalore, Kolkata, London, Tokyo www.ami-partners.com
  • 2. Source: AMI-Partners (www.ami-partners.com) 2014  AMI Background  Capturing the SMB Cloud Opportunity  Benchmarking Against Best-in-Class Cloud Partners  Q&A 2 Agenda
  • 3. Source: AMI-Partners (www.ami-partners.com) 2014 3 Actionable Global Market Intelligence, GTM Strategy & Implementation Support - 18+ Year History - AMI Tracking Surveys Cover Countries Driving over 90% of WW SMB IT/Telecom Spending (SB = 1-99 Employees, MB = 100-999 Employees)  SMB End User Tracking  Channel Partner Tracking  Global IT/Telecom Market Sizing  Actionable Market Segmentation Model & Predictive Analytics  Go-to-Market Consulting  Strong Global Presence Across Americas, Europe & APAC AMI: Extensive Global Footprint
  • 4. Source: AMI-Partners (www.ami-partners.com) 2014  We must understand SMBs’ needs, mindsets, and challenges:  Internal Constraints: Managing Cash flow, Talent/HR, Weak Economy  External Environment: Pricing/Competitive Issues, Response Time, Savvier Customers  Key IT Purchase Drivers: Affordable, Simplicity, Productivity, High Performing, Ensure Customer Loyalty  Position our solutions and messaging to address SMBs’ needs and challenges. How Can We Capture the SMB Opportunity? SMB = Companies with 1-999 employees
  • 5. Source: AMI-Partners (www.ami-partners.com) 2014 Concerned about economy Conditions will improve 81% 23% Economic Impact on Business 49% 48% 41% 27% Slower receivables Decreased revenue Restricted cash flow Pricing pressure Business Pain Points 51% 45% 27% 21% 17% Improve customer experiences Reduce costs Expand into new mkts Launch new products/services Leverage more technology Actions Planned 5 U.S. SMB Perceptions & Pain Points
  • 6. Source: AMI-Partners (www.ami-partners.com) 2014 Small Business Medium Business 71% 59% 45% 40% 39% 37% 37% Improving bandwidth On-premise data back-up & disaster recovery solutions On-premise data security & privacy for PCs/network Security for mobile devices Data Loss Prevention (DLP) solutions CRM (Customer Relationship Management) Hosted data back-up & disaster recovery solutions Applications Connectivity/ CommunicationsIT Infrastructure Mobility Source: AMI ICT Tracking Studies 6 74% 74% 73% 72% 71% 68% 68% Improving bandwidth On-premise data back-up & disaster recovery solutions Security for mobile devices Server virtualization On-premise data security & privacy for PCs/network IT systems mgt tools Data Loss Prevention (DLP) solutions SMB Strategic IT Imperatives and Investments Technology remains a strategic focal point for SMBs
  • 7. Source: AMI-Partners (www.ami-partners.com) 2014 $45 $82 $235 $277 2014 2019 (In$Billions) On-Premise Cloud Migration to Cloud $281 B $360 B CAGR: 12.8% CAGR: 3.3% (% of Total) 7 Source: AMI Global Model 1H14 US SMB ICT Transformation
  • 8. Source: AMI-Partners (www.ami-partners.com) 2014 Small Business Medium Business 8 $5.6 $15.8$4.4 $10.9 $2.7 $5.9 $8.7 $10.1 $ 0.0 $ 5.0 $ 10.0 $ 15.0 $ 20.0 $ 25.0 $ 30.0 $ 35.0 $ 40.0 $ 45.0 2014 2019 In$Billions Web Hosting & Development UC Services Software-as-a-Service IaaS $21 B $43 B $1.6 $3.8$1.8 $4.5 $2.3 $4.2 $5.5 $6.4 $ 0.0 $ 2.0 $ 4.0 $ 6.0 $ 8.0 $ 10.0 $ 12.0 $ 14.0 $ 16.0 $ 18.0 $ 20.0 2014 2019 In$Billions CAGR (%) 2.9% 13.3% 19.5% 18.4% CAGR (%) 23.0% 16.8% 19.6% 23.0% $11 B $19 B Source: AMI Global Model 1H14 US Cloud Spending
  • 9. Source: AMI-Partners (www.ami-partners.com) 2014 12% 77% 11% Small Business Small Business Medium Business 19% 74% 7% Medium Business Increased need for support Remained the same Decreased need for support 9 Shift to Cloud Has Not Drastically Reduced the Need for Service and Support
  • 10. Source: AMI-Partners (www.ami-partners.com) 2014 $7 $735 $846 $5,383 $8,533 $7,252 $10,769 $11,950 $16 $868 $1,820 $10,900 $14,869 $14,941 $18,061 $20,806 Retail DMR (no rerail presence) System Integrators Telcos/Cable Vendor Direct MSPs Channel Partners Hosters 2014 2019 10 Channel Partners and Hosters continue to be Cloud RTM-of-choice for SMBs through 2019
  • 11. Source: AMI-Partners (www.ami-partners.com) 2014  We have quantified the addressable opportunity and uncovered the challenges faced by SMBs.  How do we target and segment these end-users?  Introducing AMIs SMB Segmentation Model…  Allows us to uncover who the key decision makers are and how we can connect with high value customers. Targeting High Value Customers
  • 12. Source: AMI-Partners (www.ami-partners.com) 2014 Tier 1 SMBs Cloud Integrators Tier 2 SMBs Cloud Innovators Tier 3 SMBs Cloud Pragmatists Tier 4 SMBs Cloud Minimalists % PC SMB Firms 10% 20% 30% 40% % of Cloud Spend 40% 30% 20% 10% ICT Mindset Process Experimental Risk Averse Get by View of Cloud Integral to growth & operations Enables agility Means to simplify Point Solutions Decision Making Structured Multiple BDM-TDMs Systematic Mainly BDMs, Some TDMs Adaptive BDMs Reactive Owner-Manager Cloud Mindset & Purchase Process Implications 12 AMI’s WW SMB Segments: ICT/Cloud Needs, Adoption & Behavior Based Mindset, Decision Process & Cloud Implications – Identifies High Value Segments
  • 13. Source: AMI-Partners (www.ami-partners.com) 2014 Tier 1 Tier 2 Tier 3 Tier 4 SaaS Acctg/Financials Payroll HR CRM ERP Proj Mgt. Bus Intel/analytics IaaS Storage Servers Security UC Audio Conf. Video Conf. Web Conf. Hosted VoIP IM 25% 48% 22% 37% 13% 25% 28% 39% 34% 56% 75% 48% 64% 24% 73% 21% 33% 3% 8% 1% 3% 2% 32% 14% 28% 43% 18% 23% 37% 59% 6% 7% 2% 1% 4% 13% 8% 15% 18% 17% 12% 7% 57% 3% 9% 1% 1% 1% 5% 3% 12% 26% 25% 17% 7% 34% 13 Cloud Applications/Services Usage – Tiers 1 and 2 are Principal Drivers
  • 14. Source: AMI-Partners (www.ami-partners.com) 2014  What steps are partners taking to drive success & profitability in the cloud and what metrics should we track to benchmark ourselves against them?  AMI has segmented and benchmarked partners based on how far they are along the cloud transformation journey. How to Measure Yourself Against Best in Class Partners?
  • 15. Source: AMI-Partners (www.ami-partners.com) 2014 Cloud Partner Segmentation Cloud Transformed Cloud Migrating Cloud Emerging Cloud Emerging – 27%  Have not allocated adequate investments to cloud  Lack expertise needed to effectively sell cloud Cloud Migrating – 24%  Have begun to take steps necessary to be successful in selling cloud, but have not yet met their goals  Some cloud expertise, but require additional vendor support Cloud Transformed – 13%  Have taken steps necessary to successfully sell cloud  Meeting and exceeding their cloud sales goals 15 AMI’s Partner Transformation Model Only 1 in 10 partners are fully Cloud Transformed Non-Cloud Partner– 37%  Exclusively on-premise focused; no cloud investments Non-Cloud Partners
  • 16. Source: AMI-Partners (www.ami-partners.com) 2014 Cloud Partner Metrics Sales Expertise Technical Expertise Cloud Revenue Model Marketing Expertise Vendor Engagement Customer Engagement Cloud Sales Goals Cloud dedicated sales staff Cloud marketing activities Cloud certified emps Cloud biz. modelsCustomer Sat. Customer demand Cloud vendor partnerships Marketing funds for cloud Cloud Models Offered % of revenue from cloud Cloud Partner Benchmarking Metrics 16 Partner Benchmarking Approach & Metrics There are several business areas that are key for partner transformation
  • 17. Source: AMI-Partners (www.ami-partners.com) 2014 Cloud Transformed Cloud Migrating Cloud Emerging Average Changes in Revenue – Last Year vs. Next Year Proportion of Sales from on-Premise vs. Cloud 18.2% 21.5% 11.4% 27.6% 26.2% 10.2% Avg. Growth in Last Year Avg. Growth in Next Year 42% 52% 66% 58% 48% 34% Cloud-Based solutions and services On-premise solutions and services 17 Firmographic Comparison of Cloud Partners Transformed partners are generating significantly more revenue from cloud and growing faster
  • 18. Source: AMI-Partners (www.ami-partners.com) 2014 18 Steps Taken by Partners to Drive Success When Selling Cloud Solutions & Services Have a dedicated cloud marketing team Employees Have achieved Cloud certifications Integrated cloud into primary sales & marketing motions Specify sales goals for Cloud solutions/services Installed a separate Cloud services business unit Steps Taken by Most Successful Cloud Partners
  • 19. Source: AMI-Partners (www.ami-partners.com) 2014 44% 39% 38% Cloud Marketing programs Cloud Sales reps training Cloud Customer Support 39% 32% 32% Cloud partnerships with vendors Cloud Sales reps training Cloud Technical expertise 45% 40% 36% Cloud Sales reps training Cloud Customer Support Cloud partnerships with vendors Cloud Transformed Cloud Migrating Cloud Emerging 19 Critical Cloud Investments Critical Investments Necessary to Drive Cloud Sales The most successful cloud partners are focused on improving their cloud marketing programs to generate greater demand for cloud in order to accelerate cloud sales
  • 20. Source: AMI-Partners (www.ami-partners.com) 2014 Cloud Transformed Cloud Migrating Cloud Emerging Our customers are more satisfied 69% 49% 51% Closer relationships with vendors for sales and marketing support 69% 53% 40% We generate strong overall margins and profitability 64% 61% 44% There is strong demand among our SMB customers for cloud 64% 53% 40% We have well-defined cloud services value propositions and pricing 59% 48% 44% 20 % of Respondents answering 4+5 on a scale from 1-5 where ‘1’ is Strongly Disagree and ‘5’ is Strongly Agree Transformed Partners Are More Successful Transformed partners have more satisfied customers, closer vendor relationships, and generate stronger profitability than other partners
  • 21. Source: AMI-Partners (www.ami-partners.com) 2014 Perform Marketing Activities On a Daily Basis 20+% Marketing Budget Dedicated to Cloud Work with IT Vendors for Marketing Has a Dedicated Cloud Sales & Marketing Team Marketing Approach 21 AMI has developed a predictive model that correlates partner marketing activity with partner segments and cloud revenue generation
  • 22. Source: AMI-Partners (www.ami-partners.com) 2014 52% 46% 45% 41% 41% 36% 35% 33% 33% 32% 26% Online marketing tools E-mail Campaigns Hosting on-site events Attending conferences or tradeshows Online banners ads Publishing Articles/Ads in IT mag. White papers or data sheets Direct Mail Campaigns Hosting webinars or webcasts Case studies Using social media 65% 52% 50% 45% 45% 34% 31% 30% 29% 27% 27% Online marketing tools Online banners ads E-mail Campaigns Direct Mail Campaigns Hosting on-site events Case studies Hosting online webinars or webcasts White papers or data sheets Publishing Articles/Ads in IT Mag. Using social media Attending conferences or tradeshows Sales and Marketing Activities Generate Strong Success Frequency Others Sales and Marketing Activities Frequency Transformed 22 Partners are overlooking potentially high impact marketing activities
  • 23. Source: AMI-Partners (www.ami-partners.com) 2014 23 Cloud Transformed Cloud Migrating Cloud Emerging Direct/Face-to-face Via Field Salesforce 67% 49% 55% Direct Through Telesales 56% 52% 50% Indirect via other channel partners/resellers 36% 42% 44% Indirect via App Stores/ Aggregators/Brokers 28% 37% 36% Via our website 47% 50% 48% % of Respondents answering 4+5 on a scale from 1-5 where ‘1’ is Not at all Effective and ‘5’ is Very Effective Top Cloud Sales Methods Transformed partners are self-reliant whereas other partners prefer indirect sales tactics
  • 24. Source: AMI-Partners (www.ami-partners.com) 2014 24 Cloud Connex Making Money Just Got Easier – Resell Private-Labeled, Cloud-Based Services Extend Customer Opps NEW Revenue Sources Minimal Investment Increase Profit Margins NEW Portfolio Products Combine or Sell Standalone
  • 25. Source: AMI-Partners (www.ami-partners.com) 2014 25 Cloud Connex Easily and Affordably Resell and Deliver Your Own Branded Cloud Solutions
  • 26. Source: AMI-Partners (www.ami-partners.com) 2014 26 Cloud Connex Available Services Reseller Customers