CCI today announced releasing Sales Performance Rebate Application- version 2.0.

The CCI Sales Performance Rebate Application was designed to reward a manufacturer's channel partners for achieving specific sales targets during a pre-defined time period. Version 2.0 enhances the original version by providing greater flexibility to adapt business rules in support of complex multicurrency and multilingual program and channel structures -- allowing manufacturers to modify existing programs and create new reward programs on-demand. Plus, in addition to cash rebates, rewards may take the form of loyalty points, MDF funds, other "soft" incentives, or any combination thereof. "In this economy, we are seeing a growing interest in incentive management solutions for manufacturers to maintain sales momentum within a target range through their sales channels." said Craig DeWolf, Vice President of Sales and Marketing at CCI. "Motivating and rewarding partners to achieve sales goals and real-time ability to track progress towards those goals is more vital than ever for our clients. The CCI Sales Performance Rebate Application will enable channel marketers to manage very complex reward scenarios for their partners with greater ease and improved flexibility."

The CCI Sales Performance Rebate Application accommodates multi-tiered channel models offering differing reward structures. This allows manufacturers to set individual sales goals by partner, as well as provide additional rewards for incremental attainment. Rewards may be configured across a combination of variables, including: reseller classification, sales period, specific products sold, units (value or quantity), and reward type (cash rebate or other). Additionally, rewards may be "stacked" allowing any partner to work toward multiple rewards simultaneously. Partners can then benefit from combinations of awards such as a tiered reward structure or the assignment of different rewards per product line or product type.

"This Sales Performance Rebate Application is an integral part of a comprehensive incentive solution suite CCI offers manufactures to motivate each level of the sales and demand chain", says Mr. DeWolf. "Depending on our client's objectives, they can combine stretch goals with end-user rebates, opportunity management programs and other incentive types to help assure an efficient and active sales pipeline. And because CCI offers both professional and administrative services, we can provide clients with an end-to-end solution including front end program design, and ongoing program management, including compliance auditing, reward distribution and user support."

Like all CCI solutions, the Sales Performance Rebate Application runs on the CCI SPECTRUM Platform, so reporting and business process for all incentive programs may be managed through a single interface. Management can easily keep track of current and prior reward earnings for their partners through in-depth reports and handy dashboard tools. Partners can track progress through their own set of reports allowing them to quickly access up to date information on sales targets, attainment to date, rewards earned and their requirements to reach the next earning level.

For more information, please visit: http://www.channelmanagement.com/solutions_incentive.html
http://www.channelmanagement.com/solutions_incentive_salesperform_app.html

Click Here to download the data sheet.

Interestingly, with incentive programs being all the rage, do you really know what your getting for all that time and money invested in the channel? This question is even more interesting when you bring it down to the individual reseller level-not just on a "macro" level as is most often seen when viewing those expenses as an overall channel budget.

It amazes me how often manufacturers come out with new incentive programs which are only "Stacked" on top of existing programs to provide added discounts to the partner. This might be OK as long as you're accounting for them and the actual cost of sale is profitable. So, you don't think this is happening to you? Take this test:

First: Do you offer 2 or more of the following channel programs:

• Co-op/MDF
• Performance Rebates (or "stretch goals" as we refer to them)
• Channel SPIFs or other loyalty program to sales reps?
• End user trade-in
• Leads
• Opportunity management tied to incentives for closed sales
• Champion employee reimbursement programs
• Training and certification
• CAM or SE sales support

If you're answer is "no", you're done with the test (and you're missing out on some real opportunities-but that's another entry)

If your answer is "Yes", then proceed through the following questions:

1. Can you isolate the cost of all these programs to individual resellers?
2. Are you able to compare those costs with the revenue they generated?
3. Do you have an established set of guidelines and best practices for each individual program? IF so, are they practiced throughout your channel organization?
4. Are you able to evaluate the impact of each program on sales or the reseller's growth over time? (as measured in isolation, or relative to their "Peers")
5. Do you know how your partners perceive the effectiveness of these programs on their business?

If you answered "no" to one or more of the above, you have a real opportunity to improve the efficiency and effectiveness of your channel investment--the technology does exist people. But, don't worry, you're not alone. As a result, I've heard of many instances where resellers make more money "buying" rather than selling some products by selling it at their "cost" then making up the margin through other incentives. In the meantime your cost of channel sale is so high that you're forced to lay-off staff in this economy. Is that really a win/win scenario? I enjoy "stiring the pot" with these blog entries, so whether you agree or not, I'd love to hear from you either way.

 

What inspires you? The beginning of a new year? The inauguration of a new president? Following on this theme of reflection and renewal, we seem to be hearing a lot about refreshing the channel. Beyond the time-tested and typical co-operative funding, leading channel-centric companies are expanding their reach to deliver incentive offerings that go above and beyond "classic co-op". Here is a sampling of what we have uncovered:

Flexible Rebates:
Not merely "one size fits all" but multiple rebate programs tailored to partner tier, selling capability, and product category. These are programs that can run concurrently, each with their own shelf life and business objective (hopefully to create incremental revenue for the manufacturer!). They can change in mid-stream as business conditions and consumer responses change.

Branded SPIFs:
SPIF campaigns are the most direct route-to-market for influencing channel sales behavior. Many principals in partner organizations are reluctant to have their sales reps participate in these programs because of a perceived lack of control over the sales cycle. But successful SPIF programs engage their principals for buy-in well before the launch, aligning common business objectives between manufacturer and partner. Reloadable debit cards are a popular way to remit rewards and are literal "in-pocket" reminders of the manufacturer's branding and goodwill.

Banking Points:
The awarding of points can be understood as payment in a "currency" scaled to the measurement and performance standards set by the manufacturer. Points can be exchanged for tangible rewards: cash, vacation trips, furnishings, etc. They are often tied to incentive programs in which the manufacturer-partner objective is not revenue oriented. We know of one company program which remits points or dollars directly to their channel partners when they reach 100% of goal or above, and for those partners under 100%, the program "banks" points/dollars in partner accounts specifically for co-marketing activities.

Business Planning:
Manufacturers who understand the value of long-term investing in their channels will sometimes offer funding over a protracted period in return for a strategic business plan submitted by the channel partner. This funding is used by the partner for development purposes such as infrastructure, personnel, education, and training. The amount and type of funding is often tied to the actions and commitments by the partner to increase and accelerate manufacturer sales within an extended timeframe, usually in months or fiscal quarters. Within the past year, we have seen a number of companies making a conscious shift away from funding "one-off" partner marketing activities and toward strategic marketing campaigns which are part and parcel of annual partner business plans.

Advancing and diversifying in these areas will keep you ahead in partner mindshare and prove to invigorate your channel programs. It's a brand new year-- time to get inspired!

Michael DeBarros is the Business Development Manager at CCI. He is a veteran of 22 years in technology sales and has held channel management positions at two leading software companies. Michael's experience in working for both partners and vendors offers unique insight into today's channel challenges.