Categories: Economic Change | Partners | Sales Leadership | Scaling Sales
Channel organizations are an often overlooked, but critical component to increasing market share for complex B2B sales organizations. During my time as VP of PTC’s Worldwide Channel Program, I leaned on a core formula: Productivity x Capacity = Growth. In this article, we will focus on capacity, but stay tuned for part two in this series for the other side of the equation: How to Increase Channel Partner Productivity.
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Categories: Sales Messaging | Sales Transformation
A channel program is an effective way to increase your capacity and expand market share. However, without putting resources behind enabling this avenue for revenue, you’ll likely do more harm than good. To garner the many benefits that come from a robust channel program, you need to put the time and resources into ensuring your channel sellers have the same understanding of your value and differentiation as your own field or inside sales teams.
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The expression I like to use about partners is that they’re not like your children, they’re like your neighbor’s children. You don’t have the authority to discipline them or to hire or fire their sales reps. Instead you have to coach and develop them as best as you can to help them drive results that will move the needle. This reality is a challenge – why should your channel partners listen to you?
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A channel program is an effective way to increase your capacity and expand market share. However, without putting resources behind enabling this avenue for revenue, you’ll likely do more harm than good. To garner the many benefits that come from a robust channel program, you need to put the time and resources into ensuring your channel sellers have the same understanding of your value and differentiation as your own field or inside sales teams.
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In complex sale organizations, the indirect sales team is often an afterthought. The Direct Sales organization is typically the focus of enablement dollars and training. However, the power of the channel comes from your ability to get the mindshare of the partners. They need to have the same understanding of your value and differentiation as your direct team. In addition, they need to be able to articulate those points in a way that's relevant to the buyer.
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Channel leaders are in constant competition for partner mind share. There are only so many hours in a day or days in a quarter that a partner will actively sell your products. For those that sell other solutions, there may be an expanded time frame when your products are not top of mind. So how can you enable the partner to keep your solutions at the forefront with the right buyers and deliver the right value proposition to the buyer?
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