1. Por Nivel
1.1. SP
1.1.1. Cantidad
1.1.1.1. 11
1.1.2. Venta Promedio Anual
1.1.2.1. $436
1.1.3. Attachment Rate Promedio
1.1.3.1. 1.97
1.2. RcSI
1.2.1. Cantidad
1.2.1.1. ~100
1.2.2. Venta Promedio Anual
1.2.2.1. $142k
1.2.3. Attachment Rate Promedio
1.2.3.1. 3.25
1.3. SI
1.3.1. Cantidad
1.3.1.1. ~400
1.3.2. Venta Promedio Anual
1.3.2.1. $35k
1.3.3. Attachment Rate Promedio
1.3.3.1. 2.8
1.4. USI
1.4.1. Cantidad
1.4.1.1. ~1700
1.4.2. Venta Promedio Anual
1.4.2.1. $16.5k
1.4.3. Attachment Rate Promedio
1.4.3.1. 3.47
2. Disciplinas de Control
2.1. Control (Todos)
2.1.1. Process
2.1.1.1. 25
2.1.2. Machine Safety
2.1.2.1. 15
2.1.3. Process Optimization
2.2. Power
2.2.1. Drive Systems
2.2.1.1. 6
2.2.2. LVMCC
2.2.3. MV
2.3. IS
2.3.1. MES
2.3.2. IIOT
2.3.3. EMI
2.3.3.1. 10
3. Requisitos por Nivel
3.1. Solution Partner
3.1.1. Sub-Region Endorsement
3.1.2. 5 Installs Toolkit Enterprise
3.1.3. Multi country reach
3.1.4. >= 3 Control Disciplines
3.1.5. Joint Sales & Co-marketing activities
3.1.6. Mature relationship with multiple RA Distributors
3.1.7. High alignment with RA
3.1.8. >1 year as RcSI
3.1.9. Clear Industry Expertise
3.1.10. RA Technology early adopter
3.2. Recognized System Integrators
3.2.1. Country Endorsement
3.2.2. 3 Installs Toolkit Enterprise
3.2.3. Country reach
3.2.4. >= 2 Control Disciplines
3.2.5. Joint Sales & Co-marketing activities
3.2.6. Mature relationship with local RA Distributor
3.2.7. Moderate to High alignment with RA
3.3. System Integrator
3.3.1. Office Endorsement
3.3.2. 1 Install Toolkit MidRange
3.3.3. Office reach
4. Interviews
4.1. Comments not expected
4.1.1. Toolkit not an issue
4.1.2. Techconnect very good support
4.1.3. Rockwell Automation price level not an issue
4.1.4. Competition is cheaper between 40%-60%
4.1.5. Perception of Market Share in:
4.1.6. Mexico (70%-90%)
4.1.7. SC (30%-40%)
4.1.8. Brazil (30%-40%)
4.1.9. Chile (50%-70%)
4.1.10. Not need for documents translations
4.1.11. Rockwell Automation is the “less worst” (service/strategy) in the Automation Market
4.1.12. Maturity process almost inexistent
4.2. Complaints
4.2.1. SP/RcSI
4.2.1.1. Success Plan is only a requirement
4.2.1.2. Not clear rules of engagement with SSB
4.2.1.3. Not fair to have the same price level as other SI´s
4.2.1.4. Not the same support in all regions
4.2.1.5. Help me to sell more, work together¡
4.2.2. SI/USI
4.2.2.1. Not clear price or multipliers or discount
4.2.2.2. No body is calling on me, poor service
4.2.2.3. Help me with technical support (pre-sale & post sale)
4.2.2.4. We don't receive product updates or commercial programs
4.2.2.5. No credit or payment terms not helpful
5. Suggestions
5.1. Short Term
5.1.1. SP/RcSI
5.1.1.1. Attachment Rate
5.1.1.1.1. Programa comercial - Pricing
5.1.1.1.2. Metrica
5.1.1.1.3. Primary Products
5.1.1.2. Collaboration
5.1.1.2.1. Maturity Acceleration
5.1.1.2.2. Opportunity Creation
5.1.2. SI/USI
5.1.2.1. Price clarification
5.1.2.2. Technical enablement
5.1.2.2.1. Calendario Domain Experts by Region
5.2. Medium Term
5.2.1. Control Discipline
5.2.1.1. Process
5.2.1.1.1. SP/RcSI
5.2.1.2. EMI
5.2.1.2.1. SP/RcSI
5.2.1.3. Machine Safety
5.2.1.3.1. SP/RcSI
5.2.1.4. Process Optimization
5.2.1.4.1. SP/RcSI
5.2.1.5. Drives
5.2.1.5.1. Competition
5.2.1.6. IIOT
5.2.1.6.1. Competition
5.2.1.7. MES
5.2.1.7.1. Competition
5.2.2. Colobrion con Vendedores de enfoque
5.2.2.1. 2 cuentas
5.3. Long Term
5.3.1. IT/OT
5.3.1.1. Cisco Vars
5.3.1.2. Panduit SIs
5.3.1.3. PTC
6. Programas de la Competencia
6.1. Siemens
6.1.1. Toolkit
6.1.1.1. Gratuito x1 año
6.1.2. Entrenamiento
6.1.2.1. Forzoso
6.1.3. Precio
6.1.3.1. Descuento por Volumen de Ventas Anuales
6.1.4. Segmentado
6.1.4.1. Por Tecnología
6.1.4.2. Por Industria
6.1.5. Localizador
6.1.5.1. https://www.automation.siemens.com/solutionpartner/partnerfinder/react/index.html?lang=en&program=SOP&location=Mexico&country=MX&cenlat=23.634501&cenlng=-102.552784
6.1.6. Comentario
6.1.6.1. 1. Los partners se quejan de que una vez dentro del programa no se vuelven a reunir para generar negocio
6.1.6.2. 2. Los partners están obligados a comprar cierto volumen de producto para mantener el nivel de precio, por lo que al final de año terminan comprando stock para poder mantener el precio
6.1.6.3. 3. Los partners terminan convirtiendo en SI/Dist
6.2. Schneider
6.2.1. Aveva (Wonderware)
6.2.1.1. Toolkit
6.2.1.1.1. Forzoso
6.2.1.2. Entrenamiento
6.2.1.2.1. Forzoso
6.2.1.3. Precio
6.2.1.4. Segmentado
6.2.1.4.1. Por Tecnología
6.2.1.4.2. Por tipo de partner
6.2.1.5. Localizador
6.2.1.5.1. Wonderware System Integrators
6.2.1.5.2. AVEVA Partner Locator
6.2.1.6. Comentario
6.2.1.6.1. 1. Después de la fusión el soporte para wonderware se vio muy reducido en toda LA
6.2.2. Industrial Automation
6.2.2.1. Toolkit
6.2.2.1.1. Gratuito x1 año
6.2.2.2. Entrenamiento
6.2.2.3. Precio
6.2.2.4. Segmentado
6.2.2.4.1. Por Tecnología
6.2.2.4.2. Por tipo de partner
6.2.2.5. Localizador
6.2.2.5.1. https://www.se.com/ww/en/locator/?header=se&locale=WW_en12&locator=networking&mxdi=500&type=search&advs=1&prlv=PARA
6.2.2.6. Comentario
6.2.2.6.1. 1. No me queda claro si solo es PLCs o también incluye Invensys
6.3. ABB
6.3.1. Toolkit
6.3.2. Entrenamiento
6.3.3. Precio
6.3.4. Segmentado
6.3.4.1. Por Tecnología
6.3.4.1.1. Drives
6.3.4.1.2. PLC
6.3.4.1.3. LV Products
6.3.5. Localizador
6.3.5.1. ABB Partner Search
6.3.6. Comentarios
6.3.6.1. 1. Drives y LV Products su principal enfoque
6.3.6.2. 2. Los SI son sus Dist. Por eso sus precios tan bajos, se "ahorran" un canal.
6.4. PTC
6.4.1. Toolkit
6.4.1.1. N/A
6.4.2. Entrenamiento
6.4.2.1. Forzoso
6.4.3. Precio
6.4.3.1. Descuento por volumen
6.4.4. Segmentado
6.4.4.1. Por Tecnologia
6.4.4.1.1. ThingWorx
6.4.4.1.2. Vuforia
6.4.4.2. Por tipo de Partner
6.4.4.2.1. Solution Provider
6.4.4.2.2. System Integrator
6.4.4.2.3. Technlogy Partner
6.4.5. Localizador
6.4.5.1. Find your Partner | PTC
6.4.6. Comentario
6.4.6.1. 1. Después de la adquisición de el joint ventura con RA, el soporte es inexistente, no fuerza de ventas en LA, salvo en Brasil
6.5. GE
6.5.1. Toolkit
6.5.2. Entrenamiento
6.5.3. Precio
6.5.4. Segmentado
6.5.4.1. Por Tecnología
6.5.4.2. Por tipo de partner
6.5.4.2.1. Reseller
6.5.4.2.2. SI
6.5.4.2.3. Solution Provider
6.5.4.2.4. Independent Software Vendor
6.5.4.2.5. Technology Partner
6.5.5. Localizador
6.5.6. Comentario
6.5.6.1. 1. Después de la adquisición de Emerson, el soporte es inexistente
7. Previous Strategy
7.1. Differentiate Value Proposition for SP/RcSI
7.1.1. Price Tier Model
7.1.2. Commercial Programs
7.1.3. Training Advisor for SI*
7.1.4. RAU
7.1.5. Leads
7.1.6. Maturity Acceleration Program*
7.1.7. Influence Recognition*
7.1.8. Social Media Campaignes
7.2. Facilitate Business for SI/USI
7.2.1. Toolkit Cost Reduction
7.2.2. Technical Webinars
7.2.3. OMS
8. Open Topics
8.1. Dist Value Proposition
8.1.1. Late Point Configuration
8.1.2. Primary Products
8.1.2.1. Industrial Control
8.1.2.2. Automation
8.1.2.3. Drives
8.1.2.4. Sensors & Safety
8.1.3. Tier Pricing Model
8.1.4. Commercial Programs
8.1.5. Negotiates Credit Terms and Payment Conditions
8.1.6. SI web landing page on Distributor web site
8.1.7. Events (SI as participant or as speaker)
8.1.8. Lead sharing process
8.1.9. Technical Enablement Program
8.1.10. Dedicated Sales Force
8.1.11. Access to Sales Force
8.1.12. Provide expert technical staff on demand
8.1.13. Customized Logistics (Kitting, Consolidation, etc)
8.1.14. Solution Delivery Plan
8.2. Industry
8.2.1. Target Accounts Ecosystem
8.2.1.1. Who are their solution delivery partners?
8.2.1.2. Where are focused?
8.2.1.3. Where are the GAPS?
8.3. How to choose a delivery channel?
8.3.1. Why in the target accounts SSB/CSM is the preferred solution delivery channel?
8.3.2. How the Industry Team has to be motivatd to work with SIs and not only SSB?
8.4. Control Discipline
8.4.1. Motion
8.4.2. Networks
8.4.3. Batch
8.4.4. Process Safety
8.4.5. Should we have to reduce expectations?
8.5. Industry
8.5.1. Training?
8.5.2. Create an Industry Clasification
8.6. Incentives
8.6.1. Co-marketing activities
8.6.1.1. AF
8.6.1.2. Events
8.6.2. Products for resale
8.7. Products only available for SSB
8.7.1. Process Safety
8.7.2. Automax to CLX
8.7.3. DC Sars
8.7.4. PTC*
8.7.5. Pavilion
8.8. Program Digitalization
8.8.1. Success Plan
8.8.2. Opportunity Track
8.8.2.1. Special Price for those who are influencing/pursuing projects
8.9. Documentation
8.9.1. Program Guide
8.9.2. Brochure