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Case Studies


Navision Software: SQL Product Launch
Adaytum Software: Accenture Relationship
Adaytum Software: SQL and OLAP Development
BI-Logix Software: Initial Product Launch
BASIS: Sun, HP Relationships
What Not to Do

Navision Software: SQL Product Launch

Goals:

  • Leverage relationship with Microsoft development team to prepare new SQL product and Microsoft sales and marketing teams to entice channel to become prepared to support and sell it
  • Increase software license sales
  • Increase company value to attract buyer, namely Microsoft

Action:

  • Developed relationships with Microsoft development organization for assistance in development of SQL-based product
  • Developed relationships with Microsoft marketing organization to create an incentive program, including free advertising and "win" stories on the Microsoft web site for channel partners who became certified for Navision's SQL-based product
  • Developed relationships with Microsoft sales districts to help channel partners sell SQL

Results:

  • 80% of channel partners became certified for Navision's SQL-based product
  • Increased Navision sales by 55%
  • Launched SQL-based product on time and on budget in Europe and North America
  • Navision was acquired by Microsoft in 2001

Adaytum Software: Accenture Relationship

Goals:

Develop relationship with Accenture (formerly Andersen Consulting) to:

  • Gain venture capital
  • Increase sales
  • Move up-market to the enterprise space
  • Increase value of company to attract buyer or IPO

Action:

  • Developed joint business plan and market offerings with Accenture, including goals, strategies, tactics, case scenarios, value propositions, ROI justifications, implementation methodologies, work plans, and job-cost estimation tools
  • Educated Accenture partners on Adaytum's offering
  • Coordinated partner participation in strategic sales scenarios
  • Trained Adaytum sales force on enterprise sales and working with Accenture
  • Brought Accenture partners into large-sale opportunities to incent them train their salespeople, thus creating a practice around Adaytum; once they created this practice, they had incentive (utilization of their trained resources) to introduce Adaytum into opportunities

Results:

  • Won strategic accounts, including Cisco, Disney Stores, Best Buy, and Target
  • Accenture developed a $25 million practice around Adaytum
  • Adaytum became one of the top 4 enterprise financial analysis solutions in the U.S. and Europe. Adaytum was acquired by Cognos in 2003

Adaytum Software: SQL and OLAP Development

Goals:

  • Get assistance with product development around new SQL product and OLAP (now known as Analysis Services)
  • Leverage Microsoft marketing to increase brand recognition
  • Leverage Microsoft relationship to attract new venture capitalists and keep existing venture capitalist

Action:

  • Gained product development support through Microsoft's Premier Support for Developers program
  • Qualified for Microsoft's Data Warehouse Program
  • Launched SQL-based Adaytum offering that allowed Adaytum to scale to thousands of users, thus moving Adaytum into the enterprise space

Results:

  • Attracted Accenture and other venture capitalists
  • Developed joint marketing plans, including advertising, web presence, and analyst meetings

BI-Logix Software: Initial Product Launch

Goals:

  • Launch initial product offering
  • Gain market share as quickly as possible by leveraging partners instead of ramping up a large internal sales staff

Action:

  • Leveraged contacts at Accenture
  • Demonstrated the product offering to multiple client partners to get referrals in order to gain access to the senior client partner in charge of determining Finance and Performance Management space partners

Results:

  • Secured meeting between the BI-Logix president and the Accenture senior client partner in charge of Finance and Performance Management partnerships

BASIS: Sun, HP Relationships

Goals:

  • Develop joint sales relationship with Sun Microsystems and Hewlett-Packard to increase sales without having to increase sales staff

Action:

  • Developed relationship with local SUN and HP salespeople and introduced them to BASIS service offerings
  • Conducted joint sales meetings with these salespeople
  • Completed certification for the SUN Competency 2000 Certification Program and HP Certified Channel Partner Program

Results:

  • BASIS became certified as a channel partner for both HP and SUN
  • Sold over $1 million in SUN and HP products within three months, growing to a $10 million practice over the first year

What-Not-to-Do Case Studies

Company X: The Right Hand and the Left Hand

Company X spent over $1 million developing a storage solution to work with the Microsoft BackOffice Suite, with the promise from the Microsoft development organization that the Microsoft sales team would sell this new storage solution into its customer base and as an add-on to each new sale. Company X then called Alliance Connection to discuss sales resources to lead the Microsoft alliance. We pointed out that the Microsoft development organization had no control over or even much influence with the Microsoft sales team and expressed our concern that the Microsoft sales team would not represent this new storage solution to their clients. The Company X executives then went back to the Microsoft development people and confirmed our fears: Microsoft's sales team was not interested in marketing their solution. Company X is now determining how, or if, to move forward.

Company Y: To Hire or Not to Hire

Company Y decided to employ a full-time person to develop its initial relationship with Microsoft and/or Accenture. That person worked for over a year before Company Y determined that he was not producing results, costing Company Y over $150,000 with benefits. He focused on justifying his job, covering up any negative or contradictory information. After a difficult termination, Company Y was left not knowing if there is value to the alliance or if the full-time person just didn't know how to do the job. Company Y then had its top salesperson take over the alliance, adding to his job requirements. Within 6 months, it became obvious that the salesperson was distracted by the extra burden, since he was only able to close 30% of the sales he had closed for the equivalent time period the year before. Company Y still did not know if there was value in continuing the alliance.

Company Z: The Dartboard Approach

Company Z formed an alliance with Microsoft because its competitors had done so. It did not know what to expect from a relationship, had no clear goals or objectives, and didn't understand the costs. Company Z "tried out" three programs, spending tens of thousands of dollars on each, with no clear results. After spending over $200,000 trying to develop an alliance, Company Z finally decided that it was not getting any value and dropped the project.

 

 

"As a result of the opportunities revealed by Meishelle's activities, Accenture was able to take advantage of new opportunities and build a $25 million practice around Adaytum."

- Cristian Wulf,
Partner,
Accenture


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