Episode Transcript
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You're listening to BB revenue acceleration,
a podcast dedicated to helping software executives stay
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on the cutting edge of sales and
marketing in their industry. Let's get into
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the show. Hi, welcome to
be tob revenue acceleration. My name is
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Dan see broke and I'm here today
with Graham Smith, UK marketing lead at
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ff secure. How are you today, Graham? I'm well, Damn you.
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Yeah, very good. Thank you. It's a sunshining, although it
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is starting to feel a little bit
colder, so I think that's well and
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truly summer over now, unfortunately,
here in the UK. So from today
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we're talking to you about channel marketing, but before we go into that conversation,
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you please introduce yourself to our audience
and tell us more about yourself,
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as well as a secure, which
is, of course, the company or
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representing. Sure. So let's start
with F secure. We're a cybersecurity company.
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We have a head office in Helsinki
in Finland, and for over thirty
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years we've been achieving our mission,
which is pretty simple. It's keeping people
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and business safe. So practically we
are a software vendor number of security solutions,
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so top banks, airlines and also
smaller and medium companies trustef secure.
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They've got access to our software and
our teams of expert people and we help
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them to tackle the server that the
world's most potent cyber threats. Myself,
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I'm grahame Smith. I've got twenty
years of experience in marketing, of work
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for small and large companies across a
range of sectors. Here at F secure,
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I lead our marketing in the UK. It's essentially a focus on raising
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profile among end us of buyers of
corporate security, individuals like see sew's and
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it directors, for example, and
also increasing awareness of secure within the channel
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community in the UK. And so
in both instances what we're looking to ultimately
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do is that the deliver leads pipeline
and revenue from our marketing activities. That
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makes sense and if I'm not mistaken, a secure originally a well, not
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necessarily originally, but as part of
Your Business, have been selling to consumers
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as well. So I guess for
a for a marketing professional that presents some
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interesting challenges. As a business we've
worked with companies like trend micro and malware
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bites, which have which have come
from a similar background. So for you,
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when you're when you're raising awareness and
going to the channel partners and also
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end users. Is that a challenges
as that present is at presenting a different
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challenge from from your typical be to
be organization from birth? I think it's
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only a challenge if your reputation isn't
strong, and I think the one thing
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I've observed f secure is our reputation
is for people know us on the consumer
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side for having great antivirus software for
the for the home, and we have
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a number of large operator clients in
the UK or it's they know us for
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our corporate solutions and again, as
I said, we're trying to keep the
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sort of world's biggest banks and airlines
safe. Think the reputation is really strong.
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So actually that's that's that helps us. People know us as a corporate
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or a consumer brand. As long
as the F secure brand is strong,
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I think that's the main thing.
And we achieve that globally, which is
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really strong. Clearly we're wellknown in
the NORDICS, but we're starting to increase
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awareness and revenue frankly, all around
the world. Interesting, okay, brilliant.
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So one of the things that we've
recently discussed it a few challenges that
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that you've come across when executing your
channel strategy at at of secure, as
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well as a solutions that you've put
in place from a marketing sales perspective to
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tackle those challenges. You be great
if you could share your experience with our
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audience around how you solve some of
those challenges and also explain. I think
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you said there's three key lessons really
that you've learned from it in dealing some
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of those channel challenges. Sure so. I think that the first thing that
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vendors f secure and no different to
any other vendor. It's a highly competitive
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landscape and you are competing for share
of voice and Revenue Ultimately with any channel
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partner and then the the UK channel
holistically. So yes, there are a
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few lessons that I've learned and I
think they can be applied to make that
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difficult challenge slightly easier. So the
first lesson would be to clearly segment your
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your channel base, and that's going
to be around your existing on as and
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also that your prospect ones, the
one you want, the ones you want
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to work with, and then you've
got a way of focusing your efforts,
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because we've all got a limited amount
of time and resources. So that might
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mean you have three groups of partners. You've got your high touch partners.
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It's a small number of high revenue
focus partners that you're going after. Could
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Be, you know, single single
figure numbers. Some high potential partners,
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perhaps less commercially important, but you're
doing some work with them and certainly they
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may have the potential to and then
there's the long tail, typically your your
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smaller partners, and I think the
related lesson here is that all of your
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partner base can bring you revin you. They're all valuable and important, but
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it just by segmenting them it means
that you can focus your e efforts where
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they're most likely to get a return. Second Lesson is certainly around listening.
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Markets are typically holding the microphone when
it comes to your organizations communications and it's
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a kind of privilege but dangerous position
to be in at times. It's certainly
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dangerous if you don't fully understand what
the channel wants. You kind of run
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the risk of being irrelevant and disingenuous. So I think channel markets need to
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be in the field as much as
possible to network with their marketing counterparts working
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in the channel. But, where
possible, meeting with the leadership teams and
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certainly the sales teams working in the
channel. So from a cybersecurity perspective,
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the questions I tend to ask our
channel partners is why do your clients by
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a secure and why don't they buy
us? And I think knowing these answers
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and listening to them can help you
shape future communications and make sure that you
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win more than you lose. And
you know, one of our Focus UK
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partners goes to market by sector,
but I only know that by having a
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good relationship with their managing director,
who also oversees their marketing, and we
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produced a great report for the finance
sector looking at the threat landscape and I
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sent that to him on a Monday
and by Tuesday was on their website.
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So F secures position as the vendor
of choice for their financial services cliently possible
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by listening and understanding what's relevant to
a particular partner. The third lesson for
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me is around proving value. In
my experience, marketing from technology vendors to
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the channel is often a list of
kind of generic, unquantified benefits and at
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a high level this might kind of
read something like drive your business growth by
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selling our solutions to your customers.
And that might be true, but often
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the detail behind these communications doesn't sort
of answer some of their crucial questions.
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So why should I buy F secure
cybersecurity solution it instead of all the other
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choices I've got in the market?
And how much bottom line will I make
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from this? So it's really kind
of understanding. Is the quantified commercial opportunity
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from a partnership with F secure and
kind of in conclusion, how how valuable
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can you be to me? So
I think that proof of values really important
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and I think if you're marketing doesn't
answer those key questions, and it is
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quite a challenge to do so,
it's not easy, you should still be
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asking yourself, is there more I
can do to achieve kind of important shift
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in mindset. What I mean by
that is the current mindset among vendors is
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sometimes, you know, we've got
to keep telling the channel how great our
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technology is. Think that needs to
change. So the channel is instead saying
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to its venders, you know what, I've got a great customer for you
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and I think I want to deliver
a solution for them. Lit let me
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tell you about them and let's go
on that journey together on win that win
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that client. But you can only
do that, you canly have that mindset
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if the channel truly understands the value
that your salutes everybody. Yeah, interesting.
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There's some interesting points there and I
think if I look at that first
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point you just made around its segmenting
your partner base, I think some of
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the challenges when it comes from from
a marketing perspective, to your point is,
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if you're a if you've if you've
got a large channel network, if
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you've got a lot of partners,
it's really realistically you you cannot support every
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single partner with either marketing activities or
marketing funds or, indeed, if you
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go one step further from a sales
perspective, a partner account manager is it's
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impossible to do that from a from
a sort of marketing perspective at f secure.
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When you said meant those partners.
Do those partners get different levels of
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a maybe not a tension, but
whether it's co funding, marketing activities or
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support or opportunities dread DRIPP Fed to
them? How do you sort of decipher
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how much support you give each of
those different levels of partner? They do
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simply we have a global partner program
it's platinum, gold silver. So it's
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relatively, I think, traditional and
understood by the channel and yes, it
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gives them different levels of benefit,
largely related to to revenue. So how
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much, how how kind of financially
important are they? That the really important
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message that we share with the channel, whether it's in the UK or anyone
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else for that matter, is that
they're valuable to us. We are absolutely
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a channel business and all levels of
partner gets gets benefit and gets value from
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the relationship, whether it's Co marketing
funds which are available at certain levels,
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or just simply having a point of
contact within within the UK or the market
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they operate in, or access to
our content. We've also got a partner
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porter where it makes it really easy
for our partners to self serve and get
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pricing and effectively registered deals really efficiently. So we understand the channel, we're
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passionate about it and try and make
it as easy as possible for them to
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be commercially successful alongside us. Yeah, and I think that's really important because
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what you've just described there around how
you actually support partners of all sizes.
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It's just varying levels of support of
course, sort of links to that third
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point around proving value to the channel
and actually getting your channel partners to buy
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into wanting to sell your solutions rather
than you pushing your solutions down the throat.
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I think that why that's important.
It's particularly in a space that that
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they're secure in around that endpoint security, anti virus type type area. It
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is, of course, a saturated
market and when you think about the other
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eight or ten or fifteen vendors that
would all be trying to do the same,
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I guess if they're, if f
secure have a channel model which is
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proving or providing value to partners all
sizes. It does helped to do to
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solve that challenge you mentioned in the
third point, which is getting them to
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select you as a partner of choice
for their for their end user. One
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of the things that we see is
a challenge, of course, is enabling
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partners of all types to leverage your
content, the vendor content, messaging,
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branding and demand generation initiatives with consistency
in the local markets is critical to driving
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driving sales success. Of course,
each partner operates independently and in their own
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way and have different sales marketing processes, different strategies on how to get there,
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which means partners will need to be
enabled in different ways, will be
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at with some consistency. We spoke
a bit of prior to this around how
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you can scale or how you do
bring enable those partners. So from your
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perspective, how how do you go
about scaling partner enablement when they'll have so
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many different requirements based on their size
or revenue or region or current strategies?
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Yeah, this is a really good
but complex question that all all channel markets
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here should be thinking of out I'll
try and simplify my answer by making it
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deliberately short. You can really scale
partner enablement by having a number of one
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to one marketing communications, almost account
base marketing or ABM for the channel,
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and a number of one to many
aations. That way you can be personal
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but also provide marketing support that can
be accessed by all of your channel partners,
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whether they're big or small. So
your one to one marketing communication could
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be something like a specific co branded
landing page with an ability for any leads
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to go direct to the crm or
our crm flagged for that particular channel partner,
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and that's something that we that we
do and works well. And then
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the one too many communications. I
think one that again works particularly well with
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the channel a webinars so you can
give updates on commercial developments with your products,
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which ff secure is pretty good at
offering commercial incentives for choosing ff secure
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or the classic we've got a new
product or we've enhanced some functionality within an
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existing product. That means differentiator against
the competition. I think that's a really
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good one too many communication again is
popular with our UK channel partners. So
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I think that, in that way, and those one to one is one
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too many communications, that blend can
make sure that you are able to scale,
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scale partner enablement. Okay, interesting, and that that actually is a
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nice segue really into my next question, which was talking there about one to
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one or building one to want to
fewer, one too many relationships. And
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we've actually recently seen an article from
forester that suggest channel marketers or marketing professionals
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in general need to become community markets, which is all about, you know,
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getting the brand out there amongst your
peers that will then, of course,
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want to utilize your solutions and and
and shift more of your solution.
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What are your thoughts on that?
Idea that that channel marketers need to become
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community marketers. Yes, I'd agree
with that. It's certainly part of the
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role of a channel market. Being
part of a channel community allows you to
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listen and interact with a relevant audience, and I would certainly for this on
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markets. Using communities to listen actually, rather than just a purely about thinking
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about participating in them. Thinking to
our F F secure as a tendance at
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infosect in London this summer, which
brings together a large security audience. The
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channel spot partners that we spoke to
gave us good insight about the problems they
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are encountering relate to cipher security solutions
for their clients, and knowing their pain
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is really helpful and as absolutely informed
our channel marketing content as a result.
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Another point I'd like to make a
tea marketing is that brands don't actually have
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to say anything in this context.
Just facilitating and amplifying conversations between a relevant
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community of peers can can work.
In a previous marketing role, actually created
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a HR leaders for him, and
all that we did was to organize round
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table events and then right up what
was discussed by the participant. What you
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had was views on topics like recruitment
or coaching from really experienced, well informed
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board level HR professionals, and the
brand that I was working with didn't really
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add its own content or pollutions,
but the perception was that we were part
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of this really high level conversation from
an important community and that's really great for
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your brand reputation and I think that
these kind of things can work really well
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with the channel. To good example
of this is from softcap, who one
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of our channel partners in the UK. They run a point of tech event
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that facilitates to discussions amongks, among
their target marketing a group of cteos.
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Okay, interesting. Yeah, and
I think to your point there around your
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the event that you previously put on
with HR leaders. That's it's an interesting
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idea. Actually, as a company
operatics, typically we deal with people in
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your positions, are marketing or sealed
leaders, and actually we recently put on,
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just a few weeks ago, an
event at Chard in London. The
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idea was not to pitchure operatics.
We did not talk about operatics, but
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it was a sort of panel led
the event where there was three individuals that
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were two individuals in a moderator on
the panel and we got together probably a
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room of two thousand and twenty five
marketing professionals. The idea behind that was
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again not to talk about operatics.
Actually the conversation with mainly around ABM.
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But it was really interesting because what
quite quickly developed in that in that event,
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was that the panels stopped talking too
much between themselves and actually the the
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audience started really participating, asking questions
and and and conversing with each other.
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And by the end of it it
was like the event actually overran because the
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marketing professionals were just talking mongs themselves, not without control, obviously everyone was
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participating, but well, we really
came out of that event, where was
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with an idea that actually to your
point, it's just about stimulating conversation between
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like minded professionals and not really just
pushing, pushing your solution or your service
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down there, down their throat,
and probably what came out of that was
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them saying to each other and to
themselves that operatics are part of that community
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and and I think that's that's a
general concept. I guess my last question
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would be around how to make the
best use of the type services that operatics
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offers, just meant touched on us
there and just provide some some audience,
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some context to the audience. We
actually support F secure in their pipeline generation
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activities. So we work with Graham
and our rollers to directly support his sales
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team by providing them with qualified sales
opportunity so they can progress a sales process
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to the point of to the point
of revenue. Graham and I was talking
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before this the relationship going well,
which is pleasing to hear, but it's
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also an important part of their efforts
with their channel partners and their relationships with
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their ant partner so they can see
a quicker results from from a sales perspective.
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Grammar. Just a last some last
thoughts from you around this. Could
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you please share with our listeners why
you think that sort of end use a
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pipeline generation piece is a part of
your strategy and and and where you see
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the value of it, whether that's
directly with yourselves team or or in the
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channel? Sure the context here is
that senior technology professionals like see saws and
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it directors and notoriously hard to speak
to and therefore the more points of contacts
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and the more conversations that we have
with this audience, the more successful we
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are at creating pipeline and closing deals, frankly, and certainly operatics helps us
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to do that. So they are
you guys are very strong at getting opportunities
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with with end users and opportunities to
speak to them. And as we're exclusively
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channel business in the UK, in
order to deliver any solution to to an
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end user, to a C so
or an IT director, we need a
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partner, a channel partner, to
work with us. As a result,
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and with the channel being fundamental to
F secures growth success here in the UK,
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to be able to introduce end use, a lead to the channel and
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go on a journey with them and
win that business is kind of critical to
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our continued success. So the work
that you're doing, as well as will
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the other marketing efforts that we do
to drive leads and ultimately revenues, is
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is really important and you for your
continue support. Excellent. Well appreciate.
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The inside Seagram really appreciate that you've
taken the time to share your thoughts,
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not only on scure and your channel
business, but also, lastly, on
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operatics. If anyone wants to connect
with you to learn more about a secure
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or yourself or continue this conversation offline? What would you suggested being the best
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way to get in touch with you
and the business? So F secure,
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check out our website, which is
f scurecom. And in terms of getting
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in touch with myself, Graham Smith, you can find me on Linkedin.
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Excellent, cool. All right.
Well, many thanks once again, Graham
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is. It's been a pleasure having
you on the show today. Thanks Dan,
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thanks for having me. operatics has
redefined the meaning of revenue generation for
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00:19:22.150 --> 00:19:29.460
technology companies worldwide. While the traditional
concepts of building and managing inside sales teams
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00:19:29.539 --> 00:19:33.299
inhouse has existed for many years,
companies are struggling with a lack of focus,
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00:19:33.579 --> 00:19:41.089
agility and scale required in today's fast
and complex world of enterprise technology sales.
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00:19:41.690 --> 00:19:48.250
See How operatics can help your company
accelerate pipeline at operatics dotnet. You've
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00:19:48.289 --> 00:19:52.529
been listening to be tob revenue acceleration. To ensure that you never miss an
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00:19:52.569 --> 00:19:56.599
episode, subscribe to the show in
your favorite podcast player. Thank you so
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00:19:56.720 --> 00:19:57.559
much for listening. Until next time,
