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Section 2 – Organizational Alignment No relationship can flourish without the active participation and alignment of key groups within both organizations.
Or will it require making modifications to one or the other party’s product so they work well together, or jointly developing a new solution?
This section specifies how the product portfolios are aligned, and spells out plans that need to be constructed by the product teams, such as any required engineering work or certification that needs to be completed before going to market.
Part 2-2: Sales and SE’s The sales section of the plan is one of the most crucial.
It covers the general sales approach, the coverage plan, investment required, training/sales enablement and timing.
Key teams include product, sales and pre-sales teams, and marketing.
Other teams, such as services and finance, can also be included in this section but are not included in this overview.
This section of the business plan can spell out the expected outcomes: the opportunity to gain access to new markets, expand in specific accounts, solidify the customer base, break new ground with innovative solutions, or defeat key competitors, or something else.
A full understanding of each organization’s goals can lead to a much stronger joint value proposition.
This not only increased the value of our solution to the customer, it also increased the perceived value of our solution in the eyes of the partner since we could help them solve a difficult customer problem. Identify and assign responsibility to product team leaders on both sides.
These individuals will be the key stakeholders in building out this section of the plan. Make sure you document, at a high level, any work that needs to be done prior to going to market. Ensure executive sponsorship for ongoing product team meetings, on a periodic basis, to ensure ongoing alignment on the respective product roadmaps.