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Ted Finch
President, Chanimal Marketing
www.chanimal.com
Chanimal Presents
Building a SaaS Channel:
A Step-by-Step Approach
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Overview - Contents
Channel
Defined (Level-Set Group)
SaaS Differences, Concerns, Trends
Phase One
Defining (or Re-Defining) a Channel Program
Phase Two
Recruiting a Channel
Phase Three
Enablement
Channel Management
Ongoing Motivation
Where to Learn More
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Background Chanimal

Chanimal The Ultimate Resource for Software Marketing at www.chanimal.com. Celebrating it's 10th
year anniversary. 500+ pages of online content. Ranked #1 by Google (channel marketing & sales).

Short for "Channel Animal," Ted Finch 23 Years of professional marketing

As co-founder and VP of Sales & Marketing, built world's largest high-tech product launch service
company from 13 to over 4,000 people while executing the launch of over 400 products for over 150
companies (Microsoft, IBM, Adobe, HP, WordPerfect, Intel, Ashton Tate, Sony, Citrix, Autodesk, ATI,
Creative Labs, Disney, Canon, Corel, Aldus, Compaq, plus more)
Wrote marketing plan & published Netscape Navigator (#1 best-selling software in the world at the
time) & AOL. Helped inaugurate .dot com era.
Wrote marketing plan, helped finance ($27 million funding) & form Red Storm Entertainment with Tom
Clancy (Press release on USS Nuclear Sub Cheyenne, ABC, CBS, NBC)

Former VP Marketing at Goldmine (#1 Rated SFA), VP Marketing at $4 billion Harcourt (General
Cinemas, Sea World, HRW), Sr. VP Marketing at $33 billion Motorola (sat on Marketing board), VP at
$130 billion GE.

Achieved five successful acquisitions.

Speaker at dozens of conferences and events, quoted in over 100 trade publications & high-tech books,
produced, "How to Finance a High-Tech Start-Up" Video

Has executed reseller programs for over 270 companies
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Terminology
Level set the group
Channel. How a company sells their product
Direct. Company to End User
Indirect. Company to middle man to customer
Reseller. Anyone that resells product or service
Affiliate. Refersdoes not sell (but still a channel)
Partner. Legal term but means reseller
VAR. Value Added Reseller (ads value with installs, integration, training, etc.)
System Integrator. Development capabilities.
Distributor. Wholesale distributor
MDF. Market Development Funds
Co-op. Co-operated funds
Channel Conflict. Resellers and/or vendor compete for same sale
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Note
My slides will have a lot of density
Not because it makes for the best slide
But because it will be easier for you to remember what was
said when you want to transfer this information to team
members who couldn't attend
Prepare for a high speed delivery
Take quick notes
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Three Phases
1. Definition Stage
Determining the elements of your reseller partner program
2. Recruiting
Finding enough of the right kind of resellers
3. Enablement
Ensuring they have everything they need to sell & support
Training (product, market, competition, resources, certification)
Sales tools (presentations, demo scripts, e-mail templates, etc.)
Systems (content/lead portal, forum, deal registration)
Leads, model calls, coaching calls
Motivation (contest, recognition, news)
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Two Things Resellers Look For
1. Is your product competitive?
2. Can I make any money working with you?
Do you have competitive margins?
Is there a lot of competition in my area/region?
Will you train me and my team?
Do you have channel conflict (direct sales competes)
Deal registration
Well prepared sales tools (PowerPoint, market info, demo
scripts, sales dialogues, content portal, etc.)

Determined by your partner program
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Defining Your Partner Program
Structure
Levels, margins, requirements
Sales Tools
Portal site (bucket of content)
Market info, competitive analysis, spec sheets, e-mail templates, white
papers, videos, case studies, sales presentations, brand guidelines, reseller
forum
Technical & Sales Support & Training
Lead Generation & Sales Help
Requirements
Reseller Experience
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Defining Your Partner Program
Have a free comprehensive spreadsheet at Chanimal.com that
shows all partner features. It can be used to compare your
program to others or make sure you cover all the bases.
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Defining Your Partner Program
Structure
Levels
Authorized. No quota, no commitment. Low margin.
Gold. Quota, plus 1st level certification. Medium margin.
Platinum. Higher quota, plus 2nd level certification. Highest
margin.
Why?
"Shared" sales force. You want them to prefer to sell your product
Help create dealer loyalty. To maintain their level, must meet
quota. If sell competitorrisk missing quota = increase loyalty
Help you decide who gets any leads (highest level gets most leads)
Concerns
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Defining Your Partner Program
Structure
Concerns with levels
Partners fear can't compete if they have to come in at the lowest
level
So, grandfather all new partners into the middle Gold level for the
first 90 days. Longer for a new program.
Require they meet minimum training goals, some minimum revenue
For a new channel program
Usually takes about 6 months (depending on sales cycle) to determine
what the typical revenues for your best partners isbefore you can
setup a quota range (or it is not fair)
After you set the level requirementsthen give 3 months to
transition before moving down, staying or moving up
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Defining Your Partner Program
Portal site (bucket of content)
Generic to start with, later it is personalized (unique content per
partner with their leads, their plan of action, their deals, etc.).
PRM application.
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Defining Your Partner Program
Sample portal
chanimal.com/vars/portal
43 page sample partner
portal with examples for all
of the content
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Defining Your Partner Program
Sales & Marketing Tools
(Within Online Portal)
Market information
Which market segment uses your
product
Competitive Analysis
Why should someone buy YOUR
application
Product Spec Sheets
Ad Templates (if you have any)
E-mail Templates
Proven e-mail samples to help them
promote your product
White Papers
Case Studies and/or Testimonials
Sales Presentations (PowerPoint)
Brand and Logo Guidelines
Graphics Library
Reseller Forum
Helps resellers collaborate on deals
Also see "Saga Consulting"
These are most of the
"deliverables" to put together
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Defining Your Partner Program
Program Decisions & Policies
Product Training
New programs have low barrier to entryfree training
Mature programs have barrierspaid training & pricey
certification (i.e., Microsoft, Salesforce)
Typically free video training (Camtasia)
See www.interspire.com (comprehensive)
See www.planswift.com (over 80 free videos by topic)
Dedicated Sales Rep
Small companies a given (only 1 2)
Large companiesa perk to have a dedicated person to help you
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Defining Your Partner Program
Program Decisions & Policies
Reseller Tech Support
Small company not a big deal (not a lot of support needs)
Large company resellers need a hotline where they don't have
to wait in que (especially if they are on site)
Pre-Sales Support
Online RMA (Hardware, n/a with SaaS)
System Configurator
Needed when an application is complex and only supports select
hardware (i.e., GE Security)
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Defining Your Partner Program
Program Decisions & Policies
Annual Partner Meeting
Start with a Webinar. 2-4 hours. This will work for starters.
Can grow to a multi-million annual event within a large
company
The equivalent of an on-site national sales meeting
New product introduction
New policies, pricing, competition, alliance add-on products, etc.
FAE Support (not typically needed for SaaS)
Pre/Post Sale Engineer (not typical)
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Defining Your Partner Program
Certification Program
Designed to help partners
Get up to speed on the product
Helps them make money from pro services
Provide better 1st and 2nd line of support
Better integrate with the application
Can be less rigorous with SaaS since the network is pre-
configured. Still some major integration, import, setup, etc.
Creates dealer loyalty (more invested)
Tied to the reseller levels (Gold, Platinum)
Program material decided after 1st 3-6 months
Find areas of greatest partner questions, build it in
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Defining Your Partner Program
Pre-Qualified Leads
Always include it in your program (one of top things
they are looking for). Even if you only send 1 lead/yr!
If you don't have leadsthen fix it (promotions,
website, referral process). PlusSaaS sells a lot direct
Internal sales doesn't call out of a phone book, why
should external 100% commissioned sales people (paid
for by someone else) use one?
Need a lead policy
Ensure leads are followed-up on in a timely manner
See www.chanimal.com/vars/portal for sample lead policy
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Defining Your Partner Program
Deal Registration
A reseller registers their deals with you (company,
contact, deal size, etc.)
Their concerns (you will steal the deal)
Their benefits
Get exclusive pricing (better margin) advantage over
competitors
Assistance from your sales to help close the deal
Preferred pre-sales support to help win the business
Promise that you will not call on the registered opportunities
direct, and will credit them if their accounts order direct
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Defining Your Partner Program
Deal Registration
Your Benefits
You will know what is coming down the pipeline for sales
forecasting
You can elect to work with them to win the largest bids
You don't have as much channel conflict (when two sales
people (resellers or vendor) compete for same business)
Increases margins for all since you "selectively" reduce the
chance of competition from your own partners
Policy details
See chanimal.com/vars/portal for sample
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Defining Your Partner Program
Front end discounts
Often part of deal registration
Back end discounts
Rebates, promotions
Bid desk
Important if you have enterprise applications that
integrate with other systems
The bids may get too complex for dealers initially, but
they will learn
Not important for non-complex applications
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Defining Your Partner Program
Reseller Locator
Some contacts want to ensure local support and will look
for local resellers to order from
Having them e-mail or call eliminates benefit of 24/7
self-serve
Start with a graphical map of partners
Move toward a zip-code look up as you get more
partners
Partners like to see their name on your website
Guard with a "re-direct" script if worried about
competitor's recruiting your partners (I would)
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Defining Your Partner Program
NFR (Evals n/a applies to hardware)
Discounted "Not for Resale" copies--"access with SaaS"
Resellers are NOT your end users
Know what they use, sell what they know, so get them to use your
software
Should be treated just like your existing sales people
Do you charge your existing sales people to use and get to know your
software?
Can be free and used as BAIT to recruit resellersespecially if they
can benefit from your software
Always have a value attached (then promote FREE for recruiting)
What we obtain too cheaply, we esteem too lightly
Additional copies/access often discounted (COG)
$5 - $10. 70% of resellers used. $31% used.
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Defining Your Partner Program
Joint Reseller Promotions
MDF (Market Development Funds)
Must have a policy (see chanimal.com/vars/portal)
Used for regional promotions usually proposed by partners
Trade show in their region
Joint mailing
Other items they may propose
You can pick and choose which you will participate in
Co-Op (co-operative funds)
Usually accrued as a percentage of sales
Not preferred, since often have less control of usage
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Defining Your Partner Program
Requirements
Register
Ensure you get enough information to "profile" them later
Size, vertical markets, # sales people, certifications, etc.
One of my companies is paying over $38k just to "re-profile" all
their partners since they captured little on the application
Will use this information to map the characteristics of the most
successful to recruit more just like them
Helps to know their vertical coverage
Qualify as a VAR (only if want a barrier)
Purchase from an authorized Distributor
Trick question. Designed to stop end-users and competitors from
trying to find out more. Has phone # to bypass
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Defining Your Partner Program
Requirements
Required Business Plan
Actually, it is a plan of action. One promotion per month for 1st
3 months to ensure proactive activity
Reseller Agreement
Chanimal.com has a lot of samples
Covers independent status, right to use logo, termination clause
Sales Quotas
For gold or platinum levels
Determine within 3-6 months
Need to first know what is "possible" for resellers or may set it
too low or too high
Setup a ramp up period to achieve
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Defining Your Partner Program
Reseller Experience
How easy are you to do
business with?
Pre-Sign up phone number
Salesforce.com a PAIN
Linksys record 7 calls
Grid of program details
Ease of registration
Timely response for approval
Automated e-mail response
Perceived lead-gen capability
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Defining Your Partner Program
Reseller Sign-Up Page
"Basic" hello (won't read)
Program feature bullets
NO product hypealready
convinced if they got here
Link to grid of program
Link to application
Channel Mgr contact info
Provide the information that
they need to make a decision
Confused = No sign up
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Defining Your Partner Program
SaaS Specific Issues
Channel used
Recommender program (45.4%)
Affiliate program (similar - terminology) (29.8%)
Aggregator (similar to a distributor) combines SaaS apps (34%)
OEM may or may not be private labeled (29%)
Uses a wholesale distributor (Ingram, Tech Data, etc.) (9.7%)
Have resellers (41% have, 11.4% expect to 52% )
48% of SaaS surveyed got 20+ % revenues via channel
80+ % of revenue via channel from many non-SaaS
Why?
* Percentages are from SoftLetter Report
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Defining Your Partner Program
SaaS Specific Issues
Reseller margins (% paid)
60% pay 1-15% margin
19% pay 16-30% margin
21% pay more than 40% margin
The margin for desktop/enterprise is typically 20-50%
Note: Even though they get a higher % discount off MSRP, they
often discount their bids
"Street price" is discountedat their expense, not the vendors, so
the margin they get is actually less (depending on how aggressive
they bid) helps you to "sell" a lower margin
* Percentages are from SoftLetter Report
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Defining Your Partner Program
SaaS Specific Issues
Even with lower "guaranteed" margins
VAR, Integrators and Consultants still expect to make a majority of
their revenues via professional services (better be some)
Training, configuration, integration with backend systems
Don't assume they aren't as technical as your team (mistake)
Often MUCH more technical and can integrate better & on-site
Concerns of resellers with SaaS
Who "owns" the account?
SaaS vendor owns account activity (need to make it transparent to partner)
VAR should still make revenue off training, integration, support
Need to have some feeling of ownership, or won't support their sale
How do they get paid?
* Percentages are from SoftLetter Report
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Defining Your Partner Program
SaaS Specific Issues
How are resellers paid?
Issue same internal and external (should be alignment)
Question:
If a sales person needs an extra $1,000 to make a house payment
and he has the option to sell a $10,000 desktop application ($1,000
commission) versus a $12,000 SaaS application ($100 per month)
Which is he going to push?
* Percentages are from SoftLetter Report
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Defining Your Partner Program
SaaS Specific Issues
How are resellers paid?
That's a fundamental problem with selling SaaSit is like the car
insurance industry and takes awhile to build residual income
So the transition to adding SaaS products to the resellers line card
usually occurs alongside traditional sales (or sales "may" starve)
The sales person (where the rubber meets) can't cash flow the
company via the SaaS product
So the SaaS product often get's undersold
However, an advantage of SaaS is that the sales and implementation
cycle (with associated pro services) should be shorter (because of the
lower initial payment), so it is a HEDGE product and brings in quicker
and more stable incomeso it should be part of their mix
(periodmakes good business sense)
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Defining Your Partner Program
SaaS Specific Issues
How are resellers paid?
An advantage of SaaS
The sales and implementation cycle (with associated pro services)
should be shorter (because of the lower initial payment price, plus
much of it is pre-configured remotely)
Reseller's may not know the advantages it has not been their
model
Part of your challenge and messaging is to educate them
Most of my SaaS companies contribute to the overall SaaS
market development have presentation slides that show the
advantage of SaaS along with product specific slides
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Defining Your Partner Program
SaaS Specific Issues
How are resellers paid?
Since selling SaaS via the channel is a similar problem to selling
SaaS internally, let's look at the approaches
Rule: Align your commission with your sales objectives
Current "inside sales" practices (SoftLetter SaaS report):
Payout Schedule
1-5 Million
5-10 million
10-100 million
100% Up Front
28%
36%
50%
Pro-rated over Life
21%
27%
11%
Part Up Front, Rest Pro-Rated
28%
18%
17%
* Won't equal 100% (balance is a combination)
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Defining Your Partner Program
SaaS Specific Issues
Appears the more revenue, the quicker the sales people get paid (cash flow?)
(Salesforce is an exceptionbut we can't always follow them (unless we create
similar brand preference))
We want sales people to sell it so we have to compete with desktop (align
commission with desired behavior)
Also want them to have advantages of residual, and service the accounts residually
(more integration, keep accounts satisfied, sign up more users) or they won't want
to talk to or help manage the accounts (like a car insurance agent)
Payout Schedule
1-5 Million
5-10 million
10-100 million
100% Up Front
28%
36%
50%
Pro-rated over Life
21%
27%
11%
Part Up Front, Rest Pro-Rated
28%
18%
17%
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Defining Your Partner Program
SaaS Specific Issues
Creative options? Recommendations?
Dependant on YOUR financing and cash flow
Dependant on your residual cancelation rate
Depends on how long existing resellers have been selling SaaS products (can
they cash flow the delayed pay)
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SalesForce.com
Largest SaaS company (over $1 billion). Interviewed
Steve Lucas, SVP of Force.com & Alliances
Two programs
Referral
Consultant
How many?
6,200 global (3,500 US) referral partner companies
550 consulting partner companies (these are typically
VARs and System Integrators). Do integration services
and training
Thousands of independent consultants
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SalesForce.com
Comparisons
Salesforce.com has 6,200 referral, 550 VARs/SI's (1
billion company)
Intuit has 36,000 referral partners ($100 million revenue
(out of $1 billion company)
Microsoft claims over 20,000 resellers
Referral is their Affiliate program (tried to
differentiatenot much difference)
How much do they pay?
Consultants most are also referrers
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SalesForce.com
How much do they pay?
Pay referrals 10%
Justified it as, "Guaranteed" margin. Any discounting
would come from the company's portion (but would only
make 10% of sales price)
How do they pay?
Based on whatever revenue comes in over the FIRST year
only. Said they were always looking to change that.
Complex: Month to month, year to year, multiple year (challenge)
Didn't ask payment method (check, direct deposit, PayPal,
etc.)
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SalesForce.com
How do they pay? (cont)
Didn't ask about who closes for second year
Referrers have to REGISTER a referred deal within their
partner portal to get credit
Didn't ask if they also track links via cookies, etc.
When do they pay?
45 days after the end of the QUARTER
Could be as long as 4 months later for deals referred at the
beginning of a quarter
Pay on whatever is paid to them within that time frame
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SalesForce.com
How much do they pay inside sales?
Wouldn't say
How often do they pay inside sales?
Wouldn't say exactly, but said that it is aligned very closely
to how, when and over the same time frame as the channel
They "double pay" (but don't consider the lead sold)
Pay the affiliate (referrer) for the LEAD. Some come hot,
some come colderonly pay for closed deals. Dependant
on Salesforce to close (even if you could do a better job)
Pay inside sales per SALE (closing the lead)
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Assessment
I see a LOT of mistakes
Larger companies can make these mistakes (i.e., Microsoft packaging,
ads, etc.)but you can't afford to
They already have momentum and brand preferenceyou may not
Leaving themselves open to a more competitive partner program

I have taken down similar players that had better products, by recruiting away their
resellers with a better program (make more moneygo figure!)
Standard "affiliate" fee is 10-15% so that is not too far off (for an
affiliate)
Don't reward partners that could close the deal themselves (and make
the inside sales commissionwouldn't cost them more). Paying for
just a referralneglecting some good closers (some that have great
existing relationships in corporate accounts)
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Assessment
I see a LOT of mistakes
Paying up to 4 months laterthat is SIMPLE, but it is also not the
way to motivate the channel (sales)
Doggy does trick, doggy gets bone (4 months later?). You're kidding!!
Most affiliate programs pay every 30 days on whatever has
come through by that time
The closer the pay is to the resultsthe more motivated the
sales rep is to produce more sales
One of my companies said, "My sales reps are not motivated by the
commission." They paid almost exactly the same way (4 weeks
after the quarter (not 6). We switched it to payment 2 weeks after
the check arrivedand they were HIGHLY motivated!!
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Assessment
I see a LOT of mistakes
They only pay over the FIRST year
Simple, easy to understand, but
Does not encourage ANY localized "service" the first year (i.e.,
don't call me with how slow your system iscall them (I don't get
paid for anything past the first year so I can't support you)
Does not encourage mult-year deals (pay for behavior)
Does not follow the insurance industry residual sale model to
encourage partners to stay with you for years (so they don't loose
future revenues)
Unless more is paid up front (not in their model), then partners
have deferred pay by "selling" SaaSwith the hopes of making
more over the long haul. Partners are not aligned with the
companies modelinteresting to see the results
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Assessment
Overall
Said they looked at a lot of other partner programs but
wanted to be innovative and simple
Innovation for its own sake is not always the best model
I've seen "simple" sales comp plans, and the sales team
(channel) has to understand itbut some simple options
can make it MUCH, MUCH more motivating--which
equals more sales
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Update
New VAR Program Very basic, needs refinement
Pros
Residual revenues on new accounts, plus existing "if" they setup new
accounts
Residual for ongoing renewals
Reseller portal (sales and marketing tools)
Cons
Auto approval competitor's can step right in, need to qualify
No levels (no minimums) no loyalty, no segmentation (who do you
give leads to)
Not capturing enough profile info during registration
Requires certification ($5k barrier to entry)
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Phase Two: Recruiting
Process
Profile reseller type
By vertical market, geographical region (US and International), by
technical capability, plus more (takes about15 to compile)
Obtain list (strategy)
Competition is my 1st Source Competitive counterstrike. Pulled
over 800 off one competitor's website (recruited over 150 of them
in 6 weeks)
Alliances. Similar customers, non-competing vendor. Know
exactly which of there are best and can help you recruit them.
Formal alliance will give you listotherwise hit their website
Specialized list. CMP, SoftDatabase, The VAR City.
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Phase Two: Recruiting
Process
Obtain list (cont)
List brokers by SIC code (but want e-mails to start)
Create prospecting and management database
Salesforce.com (seem to have mixed reviews), Goldmine, Act!, Interspire
Start contacting to recruit
3 part initial e-mail campaign (I have samples at Chanimal.com)
Incentive is often an NFR copy/access (if your software can help them)
Phone calls
National road shows (with alliances (recruited 800 in 6 weeks)
CRN reviews, Ads, direct postcards, etc.
Hire rep firms
Last campaign recruited 792 resellers in 8 weeks
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Phase 3 - Enablement
On-boarding
Training
Materials (sales scripts, presentations, templates)
Product
Support
Sales
Marketing promotions
Systems
Need leads, approaches, prospecting tools
Motivating
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Reseller Channel
A 100% commission, indirect sales force
They take all the risk
They cover their own expenses
Often provide their own leads
Can sell multiple competitor's products
Must build loyalty to increase "reseller recommendation"
So should you treat them worse or better than an
inside sales employee?
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Reseller Channel
Don't complicate it channel management "is" sales management
The same rules apply for managing a channel as for managing a sales force.
For example:
Would you hire a new sales person and then
Not train them on your product
Not provide any presentation material, sales scripts, demo script, phone
dialogs, or have no model calls, no coaching calls
Not provide leads, no systems
Have no contest, provide no motivation
Have no contact (for weeks/months at a time)
No. So how come you treat your "outside" sales force with so much
neglect?
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How Come?

I hear it time and time again, a vendor signs up hundreds of
resellers and then says, "My channel isn't selling anything."
Yet your internal sales team is selling. Why?
You are not doing anything with your outside channel sales
team. They are 100% commission and take all the risk, so you
neglect them.

If you paid them all salary and commissionyou would not
neglect them at all.
Do the same thing as you do with your internal sales team,
and you will get similar success. Sounds obvious, but
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Phase 3 - Enablement
On-boarding
1. Approval e-mail (then CALL quickly would you e-mail a new sales rep, or talk to
them?)
2. Portal Orientation
3. Product Overview (sales presentation (model call), not product training)
4. Explain 90 day promotions (tied to Plan of Action)
5. Follow-up
(Sample Chanimal On-boarding Checklist)
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Phase 3 - Enablement
Training
Same as you would do with inside sales and inside support
Product. Detailed product training (videos, internet,
webinar). Start of certification.
Support. Known problems and issues and resolution. Part
of certification.
Sales. Sales scripts, sample presentations, public webinars,
sales training (prospecting, presentation skills, overcoming
objections, closing)
Marketing. Regional promotions that work, SEO with your
product, joint promotions.
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Phase 3 - Enablement
Motivating
Contest (weekly, monthly, quarterly, annual)
Recognition (monthly newsletter)
Do ALL the same things with your channel as you do with
your own sales teamand you get similar results. Seems
obviousbut companies get lazy, don't assign resources, and
are negligent yet somehow think it is fine to just hang them
out to dry once they bring them on board.
Then they tell me that the channel doesn't work for them
when they don't work to help their channel.
"This" is Channel Management not channel neglect.
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Channel Management
Do ALL the same things with your channel as you do with your own sales
teamand you get similar results. Seems obviousbut companies get
lazy, don't assign resources, and are negligent yet somehow think it is
fine to just hang them out to dry once they bring them on board.
Then they tell me that the channel doesn't work for themwhen it is the
opposite--they don't work to help their channel.

"This" is Channel Management not channel neglect.

It is the same thing as "good" sales management (which is NOT passive)
just with an external 100% commission sales force.

I ran a 350 person 100% commission sales force. Many were my friends. I
didn't dare let them failthey were taking a risk and trusting menot to
let them fail.
We need to do likewise with reseller partners that trust us, to help them
succeed.
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Summary: Three Phases
1. Definition Stage
Determining the elements of your reseller partner program
2. Recruiting
Finding enough of the right kind of resellers
3. Enablement
Ensuring they have everything they need to sell & support
Training (product, market, competition, resources, certification)
Sales tools (presentations, demo scripts, e-mail templates, etc.)
Systems (content/lead portal, forum, deal registration)
Leads, model calls, coaching calls
Motivation (contest, recognition, news)
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61
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Ted Finch
President, Chanimal Marketing
www.chanimal.com
Thank You
Building a SaaS Channel:
A Step-by-Step Approach