SBI, The Growth Advisory

Joining us for today’s show is Oni Chukwu, a software executive who knows how to make the number. Today’s topic is Go-to-Market Strategy. Oni and I leverage the How to Make Your Number in 2018 Workbook to access emerging best practices as a guide for our questions. Access the latest Workbook to review the Corporate Strategy section. Flip to Step 5 Go-to-Market that includes Coverage and Channels as well as Pricing and Packaging phases. [p] Our guest today is Oni Chukwu, the Chief Executive Officer of etouches, the premier leader in event management software. The event management software covers everything from venue sourcing all the way through analytics and serves over 1,500 customers in 50 countries. Oni will demonstrate how to sufficiently cover your markets by selecting and optimizing your sales channels and packaging your products correctly. Why this topic? Not covering your addressable market entirely will result in missed revenue opportunities. Traditional routes to market are being replaced with innovative ways to reach customers. Packaging your products the same way as your competitors results in perceived commoditization and a race to the bottom. Oni is uniquely qualified to speak on this topic as an executive leader with an exceptional history of accomplishment in leading companies to grow faster than the industry and the competitors. Listen as Oni demonstrates how to plan your corporate strategy to: Sufficiently cover your markets. Select and optimize your sales channels. Price and package your products correctly. Category Bundling represents a company that's moving from a company that has several products, and they're bundling these products potentially up into solutions. They're presenting bundles to the customer. Oni describes his thoughts regarding product bundling: It's an evolutionary step where you're going from the product company to a solutions company I think it serves us very well, because as a company we're on the innovative edge. We're constantly adding products, constantly innovating. Giving our customers value for what they pay us. I think it makes sense for our customers, and given that there's segments of customers and you're not serving just one industry. There's segments of customers that needs certain things, and certain solution sets that you can actually package and make it more meaningful to them.

Joining us for today’s show is Sean Cataldo, a sales effectiveness leader who knows how to enable a sales force to hit the number. Today’s topic is sales enablement. Sean and I leverage the How to Make Your Number in 2018 Workbook to access emerging best practices as a guide for our questions. Access the latest Workbook to review the Sales Enablement phase starting on page 367 of the Sales Strategy section. Our guest today is Sean Cataldo, the Senior Director of Global Sales Force Effectiveness at Veritas Technologies. Veritas helps companies manage information to harness the power of that information regardless of whether it lives on-prem, in virtual systems, or in the cloud. Sean will demonstrate how to drive revenue per sales head up and time to productivity for new sales hires down. Why this topic? Getting an increase in sales head count is difficult. The expense cops expect all the current sales reps to be at quota before they agree to add any new heads. And when new sales people are hired there is little patience from the executive team members, who want each to generate revenue as quickly as possible. The sales enablement function exists to onboard new sales hires and to drive revenue per sales head up. Neglect sales enablement and forgo adding head count in the future. Sean is uniquely qualified to speak on this topic as the sales enablement leader for an enterprise software company. Listen as Sean demonstrates how to drive revenue per sales head up and time to productivity for new sales hires down. In the first segment of the show, Sean describes the business outcomes that sales enablement is tasked to pursue. He describes three business objectives for his sales effectiveness team: The first is we are in fact charged with reducing time to productivity across our entire sales force. That's not just for new hires but also for existing hires and making sure that they are able execute on our new product introduction and go to market plans. The second area is around enabling our sellers and partners to consistently grow a quality pipeline. The third area is helping those sellers accelerate the velocity of that pipeline. To accomplish these objectives, Sean shares the strategic areas of focus to increase revenue per sales head: There are four strategic areas. The first is onboarding and that ties of course directly back to reducing time to productivity. We indoctrinate our new hires through a very rigorous program. It helps them understand our strategy, our vision, and how to bring value to our costumes. The second area is really ensuring that our existing sales force is able to execute on its go-to-market priorities, whether they're direct sellers, technical sellers, or in our channel. The third area has to do with our focus around sales process and tools, helping to ensure our selling motion is consistent and repeatable. The fourth area is around developing the selling skills that our teams need to be able to execute that process with world-class efficiency. Listen to the entire podcast to drilled deep as Sean demonstrates how to executive against these areas of focus to accomplish the business outcomes. Have expectations gone up and left you wondering if you have the right strategies to support your revenue growth goals? Here is an interactive tool that will help you understand if you have a chance at success. Take the Revenue Growth Diagnostic test and rate your Sales Strategy against SBI’s emerging best practices to find out if: • Your revenue goal is realistic • You will earn your bonus • You will keep your job

Joining us for today’s show is Emily Rakowski, a marketing leader who knows how to create brand preference that attracts more deals into the funnel at a higher win rate. Today’s topic is Content Marketing and how to use content marketing to build brand preference that gives you a competitive advantage. Emily and I review emerging best practices from the How to Make Your Number in 2018 Workbook. Turn to the Marketing Strategy section and flip to the Content Strategy and Planning phase on page 270. Our guest today is Emily Rakowski, the Vice President of Solution Marketing from Ellucian. A worldwide leader, Ellucian provides software and services to the higher education market. 18 million students around the world are touched by the software tools each day. Our guest today is uniquely qualified to speak on this topic of B2B content marketing. Emily is a B2B marketing leader who helped build the Ariba brand and later SAP’s marketing efforts as the global head of solution marketing. Listen as Emily demonstrates how to earn brand preference by satisfying the information needs of your target customers and prospects. This show illustrates that content marketing does more than drive leads into the funnel. Content marketing can satisfy the information needs of prospects and customers with the result of increasing brand preference. This is a must hear interview for any executive with an organic growth strategy. Why this topic? Producing and distributing content for everyone means doing it for no one. For content marketing to generate revenue you have to know exactly what your customers need, where they need it, how often they need it, and in what form they need to consume it. Miss any of these items (and others like them) and your content marketing efforts will fail to contribute to revenue growth in any meaningful way. In the first segment of the program is focused on assessing the audience needs of your audience. What questions should your team ask to understand how your prospects researches solutions today, and where you must find them to cultivate latent demand. Segment two establishes the objectives and business reasons for why content is created. What business objectives does content accomplish? Listen as Emily explains her approach and you will understand that content marketing goes well beyond simply purchasing the latest analyst reports that support your business case. A unique discussion occurs by answering the question, what would you do with an extra $1M in marketing budget? Would you spend it on content marketing? This question unpacks the greater opportunity that eludes most companies. Emily describes the content marketing staff allocated to develop content. Listen to think through how your company has allocated staff to execute your content marketing strategy. This is typically where marketing teams lack the manpower to execute the strategy. Listen as we discuss the tools and process required to successfully execute content marketing. Is your team writing content without the proven tools that best in class content creation teams are leveraging? Have expectations gone up and left you wondering if you have the right marketing strategy to support the new revenue growth goals? Here is an interactive tool that will help you understand if you have a chance at success. Take the Revenue Growth Diagnostic test and rate your Marketing Strategy against SBI’s emerging best practices to find out if: • Your revenue goal is realistic • You will earn your bonus • You will keep your job [p]

Joining us for today’s show is Mike Dickerson, the Chief Executive Officer for ClickDimensions who knows how to make the number. Today’s topic is focused on demonstrating the corporate strategy’s competitive view. For many companies, the CEO leaves competitive guidance up to a simple report of competitor capabilities developed by an analyst. This represents one of the least defined areas of corporate strategy by CEO’s for their marketing and sales teams. There is a better way to increase your team’s win rate against the competition. Mike and I leverage the How to Make Your Number in 2018 Workbook to access emerging best practices as a guide for our questions. Access the latest workbook to review the Competitors phase starting on page 70 of the Corporate Strategy section dedicated to generating revenue growth. Mike Dickerson, the Chief Executive Officer for ClickDimensions, a SaaS-based marketing automation company with 3,000 customers. Under Mike’s leadership, the company has grown 45% in the last year with revenues of $45M. Mike will demonstrate how to define who you compete with, and how to win. Why this topic? Share battles often lead to below average revenue growth because the cycle of market share give-and-take rarely results in a permanent share gain for any one competitor. Sustainable revenue growth from share gain comes from changing the product or its delivery enough to create what is effectively a new product. Price wars do not result in share gain driven revenue growth because they can result in a decline in sales, and are not repeatable. This is because customers will eventually push back, thus eroding any short-term revenue growth. Mike is uniquely qualified to speak on this topic as a CEO with a corporate strategy and planning background. He knows the importance of setting the right corporate strategy to enable his functional leaders to be successful. [p] In the first segment of the program Mike and I discuss his company’s unique competitive advantage. There are three broad types of competitive advantage. The first is a superior product, and that's clearly the case here with ClickDimensions, who has built their product with a UI that’s differentiated. They have a very clear competitive advantage there. The second type of differentiation is price. The way that you can compete on price is that you have a lower cost structure than your competitors. As a result of that, you can be more competitive in pricing and offer a better value proposition. Mike describes a very unique go to market model, with a thousand channel partners that allow him to have a lower sales and marketing costs, so he can be more competitive from a pricing perspective, which is a brilliant strategy. The third type of competitive advantage a CEO can typically choose from is customer experience. A god example we can all relate to is the difference between a Four Seasons Hotel, as opposed to the Hilton. They both sell the same thing for the most part, but the Four Season's experience is quite a bit different, so they charge quite a bit more, even though it's the same product. That's called the customer experience. Listen as Mike describes his customer experience advantage. Here is a starting quote from Mike, and you’ll want to hear the full show to unpack this example and apply it to your company: Our longer term sustainable advantage is in our distribution system. Sure, we must stay relevant in our product – The product we have today may only be a part of our portfolio tomorrow. The pace of technology changes, certainly in the marketing technology space, and I'm not sure anyone has an exactly perfect view on where that's going to be. So, we'll have to react to that. But the long-term thing that I think we can build a business on is the unique distribution model and the support that we provide in that space.

Joining us for today’s show is Chris Walter, a Vice President of Strategy who knows how to build a sales force. Today’s topic is dedicated to the topic of attracting and retaining top sales talent. Chris and I leverage the How to Make Your Number in 2018 Workbook to access emerging best practices as a guide for our questions. Access the latest Workbook to review the People phase starting on page 367 of the Sales Strategy section. Chris Walter is the Vice President of Strategy of Strategic Enterprise Services at MarketSource, a sales outsourcing firm serving both retail and commercial channels. Chris will demonstrate how to attract and retain A-Players who generate 5x more revenue than B-Players and 10x more than C-Players. Why this topic? Relying on the heroic efforts of a few eventually catches up with you. When 20% of the sales team produces 80% of the revenue, something is wrong. The labor expense associated with the sales team incurred by the company has to be justified, or a head count reduction is warranted. Tolerating under-performers, hiring mistakes, and very long new hire productivity cycles all lead to missed revenue targets — and job loss for the head of sales. Chris is uniquely qualified to speak on this topic coming from a business services firm that provides outsourced sales services. Not only is Chris a peer sales leader with a sales force of his own, but his “Product” is providing feet on the street for other companies. Listen as Chris demonstrates how to attract and retain A-Players who generate 5x more revenue than B-Players and 10x more than C-Players. Chris describes the level of talent required, and whether he requires an exceptional sales talent or great product/industry fit. In the first segment of the show, Chris describes the investments he making in sales talent to make the number. Selecting the right talent to start with is where it all begins, and Chris shares his expertise in the evaluation criteria you should use when selecting sales talent. Chris describes the changing routes to market in the second segment, and the corresponding changes in sales talent required. The importance of digital marketing is shared in this quote: The impact of digital on the overall route to market is important. I've seen stats as high as 60-70% of the buyer's journey now is conducted digitally, so it's really important that companies adapt to that change, begin to work in both demand generation and prospecting through these digital channels, and it's important for the sellers to understand they need to prospect differently, leveraging social, being engaged in social conversations, and then really understanding the buyers are coming to them in a different mindset than they might have been 10 years ago as an example, so they really need to play more of a consultative role, more of a challenger type role because of where the buyers are at the point in time they're hitting the salesperson. The time it takes to get a new sales rep to full productivity (100% quota) is discussed. Chris explains: Depending upon the mission, but we typically look for three to six months on average to get somebody productive, ramped up and productive. It'll be shorter if we're doing transactional sales engagements. One or two call closes scenarios, obviously need to be a lot faster. If we're doing long sales cycles, complex selling, it's going to be longer, but that's the target that we shoot for on average across our various types of sales programs. In the final segment of the program, Chris discusses how the onboarding process. He goes deep into how to find the right blend between situational application of the knowledge and classroom study.

Joining us for today’s show is Natalie Fedie, a Vice President of Customer Success who knows how to grow and retain customers. Today’s topic is dedicated to the topic of Customer Success. Natalie and I leverage the How to Make Your Number in 2018 Workbook to access emerging best practices as a guide for our questions. Access the latest Workbook to review the Customer Success phase starting on page 411 of the Sales Strategy section. Natalie Fedie is the Vice President of Customer Success for Granicus, a digital engagement software company focused on the government sector. Granicus serves over 3,000 government agencies at all levels of government, federal, state, local, and city government. Natalie will demonstrate how to grow revenues by retaining, and growing, customers by proactively managing the customer life cycle. Why this topic? Business models are changing from transaction-based revenue models to subscription-based revenue models. Companies dependent on recurring revenue must pay special attention to customer renewal rates, revenue retention, and customer lifetime value. As a result, reactive customer service approaches, built to lower the cost to serve, are being replaced with proactive customer success approaches, built to increase the revenue per customer. When your customer becomes more successful as a result of using your product, they buy more of it. And when your customer is unaware of how you have contributed to their success, they attrite. Natalie is uniquely qualified to speak on this topic having been involved in setting up customer success teams, and leading them to reach their goals of growing customer revenue. The first segment of the program is focused on providing an overview of a highly productive Customer Success team. Natalie speaks about the customer renewal rate and what to expect for your company. “We are a subscription model. We have annual contracts. Some are multi-year contracts. Our renewal rate is typically in the high 90% on average. Over half of our revenue comes from our existing customer base and that was through expansions of contracts and upsells and cross sells.” Listen as Natalie describes where the customer success team resides in her company’s organization, who Natalie reports to in the corporate structure, and the number of reps. Many members of the audience are weighing decisions on where customer support should reside, and listening to Natalie describe the pros and cons of different parts of the organization she’s reported will help you think through factors to inform your decision. The second segment of the show is focused on how a customer success team gains early adoption of your products, and how to gain expanded adoption. Natalie provides guidance for how to sell additional products to successful customers. Our final segment of the show explains how a veteran customer success team with a proven record of accomplishment recognizes the signs of churn before it happens. Natalie explains the early warning signs and how her team acts. In addition, we explore the early signs of a customer who is ready to buy more. Just asking for more business isn’t going to do more than just capture active demand. Listen as Natalie describes how a customer success team proactively develops latent demand and then spots trigger events to help customers solve problems. We wrap up the show discussing the profile of a customer success manager. What do you look for in candidates, and how should you compensate a CSM. We dive into the major question of whether a customer success manager should carry a quota and how to structure their compensation plan.

Joining us for today’s show is Ella Balagula, an executive product leader who knows a thing or two about developing revenue-producing products. Today’s topic is focused on how to use the Product Road Map to paint a picture of happy customers well into the future. Ella and I leverage the How to Make Your Number in 2018 Workbook to access emerging best practices as a guide for our questions. To access the latest workbook, click here to review the Product Strategy section. Let me tell you more about our guest. Ella Balagula the Senior Vice President and General Manager of Engineering & Technology Solutions for Elsevier, an information analytics company that specializes in science, technology, and health. Ella manages a product that is an engineering decision support solution that enables engineers to confidently answer technical questions drawing upon more than 130 providers through cloud based platform with powerful search and interactive analytics tool. Listen as Ella demonstrates how to use the Product Road Map to paint a picture of happy customers well into the future. Your ability to grow revenue is highly influenced by the quality of the product and whether you are a ‘me too’ or a unique game changer. In today’s show, Ella guides our audience path to producing a revenue-producing product road map. Ella is uniquely qualified to speak on this topic having a strong background in both strategic planning and product development. Ella is the perfect expert to help connect the dots between the product road map and the functional teams of sales and marketing. If you would prefer to watch a HD video of the interview, click here. Why this topic? Future revenue growth sits in the product road map, use cases and requirements backlogs. Today’s revenue-producing products become tomorrow’s commodities as the competition quickens its development cycle. Building blockbuster products requires moving from legacy market listening techniques to advanced feedback systems. Long lead times starting with robust requirements have been replaced with short lead times starting with use case iterations based on real-time product feedback and analysis. Listen as Ella describes how to take advantage of emerging opportunities created by new technology, and how to navigate the use of third-party partners and technology into your product road map. The timing of product releases will greatly impact revenue within a given year. Listen as Ella describes how to collaborate with sales and marketing to define release timelines. This includes a discussion into how to employ release schedules to drive a consistent velocity of product releases into your market. Decision Gates are used to move products through your product road map. Watch was Ella describes the gating process and how to determine the right gates to keep your company on track. Finally, we have a deep discussion how Ella validates that the new releases on the product road map are delivering value to customers and ultimately producing revenue. Have expectations gone up and left you wondering if you have the right product strategy to support your revenue growth goals? Here is an interactive tool that will help you understand if you have a chance at success. Take the Revenue Growth Diagnostic test and rate your Product Strategy against SBI’s emerging best practices to find out if: • Your revenue goal is realistic • You will earn your bonus • You will keep your job

Joining us for today’s show is Ella Balagula, an executive product leader who knows a thing or two about developing revenue-producing products. Today’s topic is focused on how to use the Product Road Map to paint a picture of happy customers well into the future. Ella and I leverage the How to Make Your Number in 2018 Workbook to access emerging best practices as a guide for our questions. To access the latest workbook, click here to review the Product Strategy section. Let me tell you more about our guest. Ella Balagula the Senior Vice President and General Manager of Engineering & Technology Solutions for Elsevier, an information analytics company that specializes in science, technology, and health. Ella manages a product that is an engineering decision support solution that enables engineers to confidently answer technical questions drawing upon more than 130 providers through cloud based platform with powerful search and interactive analytics tool. Listen as Ella demonstrates how to use the Product Road Map to paint a picture of happy customers well into the future. Your ability to grow revenue is highly influenced by the quality of the product and whether you are a ‘me too’ or a unique game changer. In today’s show, Ella guides our audience path to producing a revenue-producing product road map. Ella is uniquely qualified to speak on this topic having a strong background in both strategic planning and product development. Ella is the perfect expert to help connect the dots between the product road map and the functional teams of sales and marketing. If you would prefer to watch a HD video of the interview, click here. Why this topic? Future revenue growth sits in the product road map, use cases and requirements backlogs. Today’s revenue-producing products become tomorrow’s commodities as the competition quickens its development cycle. Building blockbuster products requires moving from legacy market listening techniques to advanced feedback systems. Long lead times starting with robust requirements have been replaced with short lead times starting with use case iterations based on real-time product feedback and analysis. Listen as Ella describes how to take advantage of emerging opportunities created by new technology, and how to navigate the use of third-party partners and technology into your product road map. The timing of product releases will greatly impact revenue within a given year. Listen as Ella describes how to collaborate with sales and marketing to define release timelines. This includes a discussion into how to employ release schedules to drive a consistent velocity of product releases into your market. Decision Gates are used to move products through your product road map. Watch was Ella describes the gating process and how to determine the right gates to keep your company on track. Finally, we have a deep discussion how Ella validates that the new releases on the product road map are delivering value to customers and ultimately producing revenue. Have expectations gone up and left you wondering if you have the right product strategy to support your revenue growth goals? Here is an interactive tool that will help you understand if you have a chance at success. Take the Revenue Growth Diagnostic test and rate your Product Strategy against SBI’s emerging best practices to find out if: • Your revenue goal is realistic • You will earn your bonus • You will keep your job

Joining us for today’s show is Chris Fris, an executive who knows a thing or two about driving aggressive revenue growth. Today’s topic is focused on how Sales Operations enables the sales plan.  During our discussion, Chris and I leverage our workbook, so flip to the Sales Operations phase on page 314 of the PDF to follow along.   Chris is uniquely qualified to speak on this topic of sales operations.  For those of you who have followed John Gleason’s successful career at Ryder as Chief Sales Officer, Chris is the man behind the scenes enabling revenue growth. Successful sales operations leaders like Chris interface with the functional groups within your company to enable the sales plan to be successful.   As the Vice President of Global Sales Strategy and Operations at Ryder, Chris is going to demonstrate how to improve the efficiency of the sales team. Chris has served as the head of sales operations the past seven years at Ryder and before that led sales operations for DHL Express for fourteen years.     Why this topic on this day? Sales ops has become a catch all phrase. The sales ops leader gets assigned all the work no one else wants to do. Often underfunded and understaffed, sales operations leaders fail to deliver a meaningful revenue contribution. Yet, the best growth executives understand that sales ops is the most strategic sales function in the entire company. They understand that when deployed correctly, sales ops can impact revenue growth in a very meaningful way. Do not starve this vital department. If you do you're going to miss your revenue goal.   Listen as Chris demonstrates how to improve the efficiency of the sales team.  We begin the show with an overview of Chris’ strategic areas of focus and his organization chart. Few people outside of sales operations realize the nexus for so many interlock points across the company.   The top three core processes that sales operations Vice President’s need to manage include: Pipeline management, territory design, and quota setting.  Chris takes the listener through his approach for each process and I fast frame each with the following headlines.   The pipeline management process is that it needs to be buyer-driven. Your pipeline management is going to be accurate or inaccurate based on whether it's driven by the buyer. Your territory design process needs to be opportunity based. When you don’t take this approach then you have imbalanced territories. For quota setting process, do not let that be done by finance. Finance typically takes a peanut butter spread quota setting approach. That doesn't work. The rep in downtown Manhattan is going to have more opportunity than the person in Mobile, Alabama. The quota setting must be well thought out and the way that you do that is to intelligently allocate it out, based on pipeline and territories. Listen to Chris describe the process. Chris and I discuss the approach for sales operations to analytics. We discuss the four-step continuum of analytics. Descriptive analytics us what has happened in the past. Predictive analytics predicts the outcome at some point in the future assuming all in the inputs stay the same. Finally, Prescriptive Analytics is predicting the future and if you don't like the outcome, you can seek to change the outcome before it happens. Prescriptive is about prescribing a set of activities to alter the future. This all requires systems, methodologies, data, talent and continuous improvement. Pay close attention to the detailed description Chris provides of the diagnostic analytical approach to sales win/loss. This is a great way to expand into diagnostic analytics if you're just at the descriptive stage right now. Understanding why you won, why you lost, you're really answering the question of why it happened. You'll see over time recurring patterns and trends that will take you to the predictive and prescriptive approaches.

Joining us for today’s show is Ralph Hawkins, a Senior Vice President of Sales who knows a thing or two about transitioning from direct sales to indirect sales channels. Today’s topic is focused on selecting the right sales channels and exploring the economic models for partner programs. Ralph and I leveraged the How to Make Your Number workbook to access emerging best practices as a guide for our questions. To access the latest workbook, click here to get started now. Let me tell you more about our guest. Ralph Hawkins is the Senior Vice President of Sales responsible for partner programs at PGi. Helping companies collaborate and be more productive by using conferencing and collaboration products, PGi is the world’s largest dedicated provider of collaboration software. With over 50,000 business customers around the world, PGi is the platform of choice for 75% of the Fortune 100. Ralph will demonstrate how to cover the market completely with direct and indirect sales channels, starting with how to make the transition. So why this topic on this day? Selling to customers directly when they want to buy from partners, is a sure-fire way to miss the revenue goal. Selling to customers through partners when they want a direct relationship with your company, can be equally devastating. Within the direct and indirect channel model, there are multiple sub-models to consider. Coverage model decisions have never been this complicated, for we live in the omni-channel era. Listen as Ralph describes how to transition from a 100% direct sales model to a robust partner model. Ralph describes the advantages to cover the market by leveraging channels to broaden the reach of your company. What’s impressive is the approach Ralph has taken to think about all the potential channels in a broad manner. Ralph thoroughly thinks through going from agents, to private label, to classic resellers, and more. That's what it means. Covering the market completely requires going beyond the obvious channels of your competitors. Ralph and I discuss the economics of partnering. Ultimately it comes down to possible partners asking themselves, "How much money can I make?" Ralph outlines two economic models that he's using, and there are several others. The royalty model Ralph describes is that something that you can could possibly take advantage of that's a lucrative model for the channel partner of a manufacturer. Then you think about the wholesale to retail model, your classic B2B sales approach, especially with a software company like PGi. This model is built on the spread between wholesale to retail. Sometimes that's more of a consumer approach to things, but it's applicable in certain market segments with certain channel partners. Listen as Ralph describes the approach to think through for your economic model. In the second segment of the show we discuss how to prevent and address channel conflict. Ralph describes in depth how to classify the channel coverage models based on your unique market based on buy preference and market dynamics. Ralph and I discuss how to leverage the various channels to reach certain market segments that the direct sales force can’t reach effectively. Once a channel is working, we discuss how to scale up resources and we compare this to scaling internal direct sales resources.