How do you define and segment your partner types and tiers?

I find the best way to design partner types is to understand what types of businesses your endusers are buying services like yours from. Pick 2 or 3 to start and share the examples with your clients. Ask them what services that would like wrapped around your product (i.e. security along with your computer).

Lets be clear.. the #1 is new logo wins.. everything else follows. Addressable market and incremental additive opportunity through space, base, industry and customer segment are what matters

I've found that you may want to have two versions of Partner Types: the Program type and the category Partners identify as. Each have merit and purpose depending on who you're speaking with. With regard to creating a programmatic structure, if it's possible to pull data based on the role the Partner played on each opportunity, it allows for quite a bit of flexibility financially, operationally, and strategically. For example a Partner could be an Influencer (non-transactional) on some opportunities, and on others they could be a Reseller (transactional). That could ID them as both an Influencer, and Reseller, as well as gain appropriate "points" based on those Programs.

Another way to think about partner types is in terms of the function they serve. For example: - Augmenting revenue generation, e.g., through channel partners such as distributors and resellers. - Enhancing the company's products or services, for example, by licensing third-party technology. - Co-developing products and services to jointly take to market.

A helpful way to identify partner types is by looking at what you've created so far. What works? What isn't? Use your existing circumstances to shape change in future segments. If you're getting interest from only one partner level, perhaps there is room to explore and break that down more specifically. Scrap what isn't working, expand what is.

Tiers are helpful once you have 25+ partners engaged, co-marketing & selling and communicating regularly with your team. It's ok to start with one or two tiers in the beginning and allow the levels to unfold.

Agreed @gracelanni, tiering adds complexity that does not always get partners to improve their commitment or behavior. Tiering is kind of an old model. Look into gamification programs so partners can earn points and get better discounts and benefits based on their attainment.

This data is often incredibly subjective. Consider posting clear guidelines, regularly auditing, and/or creating a data-driven scale to avoid creating bad habits of allowing unfair advantages. People will already gravitate towards their "favorites" therefore the less subjective data we can present allows for healthier partnerships.

Partner segments tend to reveal themselves over time. Remember also, what was your innovator initially may become your count-on-able implementer down the road as their business grows, or as their leadership changes.

Partner programs are both art & science. Having the science of a PRM allows you to create a customizable experience for a specific partner. Even if they are fundamentally the same as another partner, their ability to login, see their name, their logo, and their co-marketing & sales activities and their partner rep engagement gives them the clarity and confidence that spending time with you creates value for their company.

Customization by segment is extremely important. Not all partners should be treated the same. Identify their different goals and create programs that fit their needs.

You can't manage what you don't measure. Ensure you're tracking as many leading and lagging indicators to reach your north star partner program metric, whatever that may be for your organization. It doesn't have to be overly complicated, but it does have to be measured.

KPIs (key performance indicators) are best defined when collaboratively developed with your partner. One partner may have a podcast and your ability to be on their show once a quarter is a logical KPI for that partner.

These days there are automated reports on all these metrics. Satisfaction is probably the most important. The key however is to get management to read, digest and understand the analysis.

Signing a partner agreement is only step1. Having an onboarding session and regular business planning sessions allow you to confirm your joint goals and to ensure success with that partner. Hopefully, this is a celebratory and creative meeting. Sometimes your planning session will reveal the need to 'retire' a relationship (v. fire) to ensure your values and processes are honored. Everything you do to and with one partner will be revealed on and offline. Regular planning sessions will assure that the collaborative experience your clients receive are to your standards.

Define Partner Types: Strategic Partners: High-value, long-term collaborations. Referral Partners: Provide leads or referrals. Channel Partners: Distribute or sell products/services. Technology Partners: Integrate with or enhance tech offerings. Segment by Tier: Tier 1: Top-level partners with significant impact, high investment, and exclusive agreements. Tier 2: Important partners with strong performance but less exclusive. Tier 3: Entry-level or emerging partners with potential for growth. Tier 4: Partners with minimal engagement or impact.