From Volume to Value: Managing the Value-Add Reseller Channel at Cisco Systems
研究了思科系统如何从基于数量的渠道管理转向基于价值的模式，通过将奖励与增值活动挂钩来管理增值经销商渠道，并展示了该模式对销售复杂解决方案和发现增量需求的有效性。
This article provides an in-depth look at a value-based channel management model at Cisco Systems for managing the Value-Add Reseller (VAR) channel. In March 2001, Cisco initiated a change from a volume-based channel management model, which had been driving out partner value, to a value-based model that tied channel rewards to specific channel value-add activities. Critical components of this new model include: identifying opportunities for channel value-add; architecting channel programs to enable channel value-add; tying financial rewards to value-add channel activities including a “holdback system;” and exercising significant discipline to manage field pressures for volume-based rewards and diluting certification requirements. It demonstrates that VARs can serve as a significant sales channel, profitably selling complex solutions to satisfied customers under a value added channel management framework. They can also uncover demand opportunities that are incremental to the pull marketing of even a strong brand like Cisco. However, companies need to exercise significant discipline to avoid mixing volume-based rewards with a value-based framework.