Now more than ever, Partner recruitment is a two-way street. Vendor teams are actively seeking, recruiting, and onboarding new Partners and simultaneously, Partners are seeking relationships with Vendors that fit into their solutions and services offerings.
Channel Maven Blog
There is a lot of talk of security and dishonesty and saying one thing but doing another. I’m not just talking about The Channel, I’m talking about everywhere and it’s made me more skeptical. My husband, who sends me links to articles and videos on an almost daily basis, is now usually met with my “did you send this?” And I can’t remember the last time I took anything seen on TV seriously, which unfortunately now includes football. #StillGoPats
In a world where attention is a commodity and Partners are pulled simultaneously in numerous directions, Partner Program Optimization (PPO) is key. We know… easier said than done, especially when existing programs have been in place for years and assessing and repositioning the value proposition can’t happen overnight.
Every single day we speak with Vendors about infrastructure to help them better engage and enable their Channels. Luckily, we’ve never built our own and refuse to take referral fees so, we remain unbiased when working with Vendors to discover what’s best for them. Putting together a robust infrastructure is typically a huge undertaking but it doesn’t have to be. It’s possible to take baby steps or take on some elements and not others.
Today’s Partners finally realize the impact content marketing has on driving demand to generate leads. However, working with anywhere from 5-25 Vendors day-to-day, makes it very challenging to turn their focus away from their customer’s needs. Between stretched resources and competing priorities, the work involved for Partners to curate or create relevant and engaging content, ends up taking a back seat or falling by the wayside all together.
A guest blog from Del Heles, CEO/President Computer Market Research
Del is a global leader in Channel data management solutions and a software marketing automation executive with over 40 years of experience. He brings extensive experience to the Channel including: Channel POS, inventory data collection, co-op/MDF management, deal registration, synchronized channel marketing (SCM), special pricing agreements, Channel gamification, SPIFF management, and more.
How to Design a Robust Channel Incentive Strategy
Welcome to the first episode of Channel Maven TV! In this monthly series, Heather K. Margolis will interview Channel Executives and marketing experts working in the Channel.
A big welcome and thank-you to our first guest, Steven Kellam. (At the time of filming, Steven had not yet been named President, of CCI.) Congratulations, Steven on your new role!
Finding the right candidate for a position is hard enough. Add to that the requirement of having channel experience and anyone who has done it is currently groaning, rolling their eyes, nodding their head “yes!” or all of the above.
Those of us in the channel know that finding a person with channel experience can be frustrating. Those of us who have looked for channel roles with a company that truly “gets” the channel can be equally as frustrating.
I can’t count how many times each of us is asked if we know of channel specific talent or roles or channel support to be outsourced. What we like to call Channel as a Service™. Enter: My Channel Team. Whether you are looking for a position or a channel organization trying to fill a role, My Channel Team has you covered. Best part? Currently it’s a 100% free service.
The most successful organizations all have two things in common; they have great leadership and clear communication. In today's organizations, however, leadership has been hard to come by. As Jon Wortmann, leadership coach and author, states in his eBook The Best Leader In the World "The faster the world moves, the more disasters happen everywhere, the more we put our heads down to just keep our organizations functioning. We’ve gotten really good at tasks." Really good at tasks? So we have. Over and over again I hear about planning for the short term; this quarter, this month, this project. But when are we talking about our long term strategy? When do we innovate, when do we revolutionize, when do we lead?
A few months ago, I ate my words when Dell announced an enhanced partner program. While I thought they’d never understand how to do this, they proved me wrong by launching quite the partner program based on a solid year of research they did with their partners before going live. Back at their launch, I applauded Dell for bringing more profitability to partners who showed investment in their offerings by designing a tiered program. I also was excited that Dell was thinking about their end customer’s needs when building the partner program.