Capturing Market Share With Influence Relationships: An IDC Multi-Client Study Put Into Practice by IDC Authorized Implementation Partners Deborah Henken, Phyllis Brock, Karen Henken, Highland Team Authorized Implementation Partners

©IDC Leveraging Influence Partners to Grow Your Bottom Line! ¹Source: IDC Bulletin #26623: “Preliminary North American Software Influence Activity Forecast and Analysis, 2002–2006” Feb 2002 Are you challenged to understand how influential your alliance partners truly are in your sales models? How do you measure revenue resulting from those relationships? How do you measure the cost-benefit of your alliance partners? What elements need to be included in an influence program to maximize benefit to your company?

©IDC Goals of the influence study To provide the market intelligence necessary for effective strategic and tactical decision-making  Detailed analysis of the influenced revenue using various types of market segmentation –By product category –By buyer company size  Understand how end-users are influenced and how much revenue is involved at a detailed level  Understand how partners expect software vendors to value and reward their role in influencing end-users  Understand how vendors are constructing influence programs and the factors that influence their decisions

©IDC The Channel and Alliance Situation ¹Source: IDC Bulletin #26623: “Preliminary North American Software Influence Activity Forecast and Analysis, 2002–2006” Feb 2002 Situation Overview IDC estimates that of the total North American software market of $88.7 billion in 2001, over 60% was sold through direct or indirect influence of partners. Further analysis shows that the indirect influence is larger than the resale component and the size of the influence market for software continues to grow at a faster rate than resale market. This points to a current and continuing shift in vendor emphasis to partners that can recommend or influence the sale of its products. This is important news, as vendors who are not adjusting their sales models to reflect this trend may be handing sales to their competitors who are positioned to leverage this shift.

©IDC Research to Reality ¹Source: IDC Bulletin #26623: “Preliminary North American Software Influence Activity Forecast and Analysis, 2002–2006” Feb 2002 IDC has completed research that examines these compelling issues and addresses: Who are effective influencers? How are vendors investing in influence programs? How do you measure the cost-benefits of an influence program? What does an effective influence program look like? What performance metrics do you use to evaluate long- term influence program success?

©IDC How the study adds value to you Justify the creation of influence programs by forecasting revenue impact Create influence programs within the context of existing partner programs to maximize benefits to the software supplier Identify the types of companies that have the most impact on software sales Tailor value propositions to prospective influence partners Measure of the revenue impact of influence programs

©IDC Research to Vision to Results IDC realizes you need results. IDC has collaborated with a select group of Authorized Implementation Partners (AIPs) to create an end-to-end solution to help companies: critically evaluate their need to adapt to an influencer partner program model develop a strategically sound framework by which to launch a program help in the implementation of a best-in-class influence partner program with a clear and measurable ROI. IDC’s AIPs complement IDC’s research and strategic advisory services by providing the experience of seasoned practitioners to help you through the implementation process.

©IDC Research to Vision to Results Ask us how we can help you get the most out of your partner program to leverage the influence trend. Please contact: Paul Moon (IDC Partnering Consultant) or Deborah Henken (Highland Team) IDC AIP x