The Acelera Group

Choosing the Right Partners )
 May 6th, 2003 Accelerating the Growth of Business 
In this issue
  • Choosing the Best Partners
  • What Should I Do Now?
  • Upcoming Topics


  • We've done a lot of work recently around the topic of channel partnerships. And we keep getting asked the following two questions:

    How do I choose the "best" partners?

    How can I ensure that these partners are successful?

    Choosing the Best Partners
    Typically, most companies select partners opportunistically, signing whoever will sign with them, picking off competitors' partners, or otherwise assembling a ragtag band of partners that won't bring in a sustained revenue stream.

    This approach guarantees an ineffective channel program, with each partner requiring unique support and not providing significant leverage. No wonder most channel initiatives fail!

    A few companies take a much more methodical approach, studying the products and services necessary to complement the company's offering and identifying the partners that bring this complement. These companies will construct a profile of the "ideal" partner through interviews with end customers and existing partners.

    This effort is market research or market development rather than sales and it is inappropriate to ask channel sales people to conduct this work. Sales people are not researchers, and they are neither motivated nor compensated to build this profile. This activity should be conducted under the marketing umbrella.

    Nor is the channel sales person motivated to conduct the sales mapping necessary to really understand whether a particular partner represents a good fit. Again, this is a marketing job - identify the suspects, conduct a first pass at qualifying them, and then turn the contact over to the sales organization.

    With this handoff, the sales person can focus on what he or she does best - conduct the tactical day-to-day activities that bring new partners or accounts into the business without wasting time talking with a lot of prospects that aren't a good fit.

    Most companies don't think about building new channel partnerships as a two step process, yet the same companies routinely use inside sales, direct marketing, or other filtering techniques to identify direct end user prospects before the (expensive) direct sales representative is involved.

    A systematic approach to identifying and qualifying prospective channel partners will dramatically boost the overall productivity and profitability of a channel program.
     

    What Should I Do Now?
    The first step to improving your channel program is to weed out the low performers. Select your top five or ten partners and determine the attributes that make them successful.

    These attributes could include:

    • focus on a particular market
    • range of inhouse expertise
    • complementary vendors offered
    • chemistry with your company or full alignment of market philosophies
    • size of partner
    • maturity of end user marketplace

    Once you have identified the "success attributes", discard existing partners lacking those attributes. Then begin a recruiting campaign targeting new partners that do have those attributes.

    We've only scraped the surface of this particular topic...if you'd like to explore this further, please let us know.
     

    Upcoming Topics
    In our next issue, we'll explore the second question - how to ensure that these relationships are profitable.
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