How do you differentiate your channel program from your competitors and attract the best partners?

Ter clareza dos objetivos a alcan?ar e do perfil de parceiros desejado trará clareza ao seu processo de prospec??o e sele??o de novos parceiros de canal. Por outro lado, ter muita transparência vai trazer seguran?a aos parceiros na avalia??o do seu papel no seu negócio.

The most important issue about being a highly valued partner is being trusted but genuinely trusted by your vendors, employees, customers, and even your competitors.

My primary goal in developing our channel program is to make it stand out by focusing on the needs of our partners. Provide them with individualized incentives, unique opportunities to use innovative goods, and adaptable cooperation models that support their company objectives. Deliver first-rate assistance by way of specialized account managers, cutting-edge training, and marketing tools that offer partners an advantage. Encourage teamwork by sharing ideas for problems and recognizing and rewarding good performance. We attract top-tier partners looking to gain a competitive edge because of our commitment to transparency, innovation, and long-term growth prospects.

Add a scoring model based upon key attributes: -customer segment -vertical industries focus areas -digital marketing (you should also build a whole digital demand capability scoring method)

Em meu livro “O Grande Livro de Canais de Vendas” apresento os quatro valores típicos de uma opera??o de canais indiretos que deve nortear seu Programa Estruturado de Canais, que s?o: ? Regras claras. ? Transparência. ? Relacionamento. ? Apoio. Porém, sempre digo aos meus alunos, se pudermos unificar os quatro em um, eu diria, sem sombra de dúvida, que seriam as regras claras.

Focus on three core value prop themes: 1) To-Partner - what’s in it for them, how they make money with you, how much effort is required, what is the expected return on investment 2) Thru-Partner - what’s in it for the customer by accessing your product via this partner. This should include the partners ability to document their core value add elements, things like: -vertical industry or geographical expertise -regional or area focus - partners own IP or services - support - etc… 3) With-Partner - often done with smaller partners with less digital demand and marketing expertise - a way for you to show how to drive demand hand in hand

No processo de comunica??o que se inicia na etapa de prospec??o e sele??o de novos parceiros de canais, é fundamental deixar muito claro qual a sua proposta de valor, quais as vantagens de se tornar um parceiro de sua empresa, os ganhos potencias, bem como proje??es sobre as possibilidades de resultados financeiros.

O Programa Estruturado de Canais e a forma tangível de apresentar sua proposta de valor para os canais que deseja atrair, desenvolver e reter.

Effectively communicating what sets your program apart is crucial for attracting top partners. ? ?????????? ????????????????: Highlight the unique benefits and support your program offers. ? ?????????????? ??????????????: Share case studies and testimonials from successful partners. ? ?????????????????????? ????????: Emphasize aspects like advanced technology, market opportunities, and superior support. ? ?????????????????? ??????????????: Provide co-marketing initiatives to help partners grow their business.

Align incentives to the customer journey ensuring the value exchange aligns with your business models and customer needs. In cloud models it’s important to focus on key elements post initial sale, including: -configuration or set up -utilization -consumption -up sell -cross-sell -renewals

Além das condi??es comerciais comuns a todos parceiros de canal, possuir programas de P4P (pay for performance, ou pagamento por performance) pode diferenciar sua empresa de seus concorrentes. Os programas de P4P tem o poder de aumentar a atratividade de sua proposta exatamente para os parceiros de maior potencial, que tem confian?a em sua capacidade de entregar resultados superiores.

Um Programa Estruturado de Canais é composto pela Política Comercial e pelo Plano de Benefícios e Compromissos. O Plano de Benefícios e Compromissos é segmentado por categorias, as quais devem ter como base o nível de comprometimento de cada perfil, ou seja, quanto mais compromissos assumidos pelo canal, mais benefícios ele terá no Programa.

Incentives and rewards are powerful tools for motivating partners and driving engagement. ? ?????????????????? ??????????????: Offer attractive margins, rebates, and performance bonuses. ? ?????????????????????? ????????????????: Implement recognition awards for top-performing partners. ? ?????????????????? ????????????: Provide early access to new products and beta programs. ? ???????????????? ?????? ??????????????????????: Invest in partner training and certification programs.

Effective channel programs transcend mere transactional interactions. The key lies in deeply understanding and aligning with how partners fundamentally generate revenue. By tailoring incentives to resonate with their core business models, partnerships evolve into strategic collaborations. This alignment not only enhances the appeal of the program but also integrates it seamlessly into the partners' success narratives. It's about creating a synergy where incentives are not just perks, but pivotal elements driving mutual growth, transforming partnerships into powerful engines for shared success.

Collaboration and feedback is important but you must have agreement, alignment and commitment on goals (i.e. customer targets and timelines). To many times channel sellers/leaders provide product training, later perform a QBR, the results aren't great and they wonder why. Alignment, mutual commitment and transparency are a part of my collaboration/feedback protocol.

Based on personal insights, the true strength of a sales channel lies in the continuous development and empowerment of your partners. Investing in their expertise ensures they can authentically and effectively represent your products in their unique markets. Ongoing support and guidance are crucial. Encourage feedback and act on it to refine your programs and offerings. This approach not only improves the partner experience but also drives loyalty. Remember, a strong partnership is the backbone of any successful sales channel. Invest in it, nurture it, and watch your network flourish.

O processo de prospec??o e sele??o de novos parceiros de canal é, fundamentalmente, um processo de comunica??o e de mútuo conhecimento e sele??o. A forma como a comunica??o vai se desenvolver terá impacto direto no resultado final, uma vez que conhecer o negócio do potencial parceiro e estabelecer relacionamentos baseados em confian?a ser?o fatores críticos de sucesso.

Fomentar o processo colaborativo entre os canais indiretos participantes do Programa Estruturado de Canais é pe?a-chave do sucesso. Porém, para que exista um ambiente colaborativo em possíveis concorrentes é fundamental que o ambiente inspire confian?a. Para isso as regras devem ser claras e o fabricante deve ser o fiel defensor de sua aplicabilidade.

Sitting together with the partner and help him develop his go-to-market approach based on what he considers his Ideal Customer Profile is a good start. Especially when your solution is not working out of the box, and you need the partner's added services in order to sell something. Getting him started and coaching him will allow him to be independent and will allow you to create bandwidth and broaden your market reach. The question to ask by any vendor, in order to be successful, should be "How do I fit in my partner's business plan" and not the other way around. That way, you create the founded perception of a win-win.

Como saber quais os benefícios deverei oferecer pelo Plano de Benefícios e Compromissos do Programa? Entenda a jornada do cliente final até o fabricante, passando pelos distribuidores e canais. Somente desta forma você identificará qual apoio caberá a você para auxiliar todos os elos da cadeia a direcionar o seu foco na melhor composi??o da proposta de valor ao cliente final. E, consequentemente, a proposta de valor de um elo perante outro. Por exemplo, apoio de pré-venda, treinamentos, campanhas de incentivo, registro de oportunidades e outros.

Partners are not the only ones who are responsible for reaching customers and new leads on the field. You as a vendor should be on the field to generate leads for your partners. Don't forget, if your Partnership Program doesn't generate direct or indirect revenue for your partners some others will generate it for them. Even if they don't have a customer in that region, your customers could be other vendors' lead to your own partner. Vendors; Be on the field, learn from the field, earn from the field.

Como o processo de sele??o de parceiros é um processo longo e de grande relevancia, estar aberto a se adaptar ao seu potencial parceiro e suas necessidades, pode se mostrar como um fator gerador de vantagem competitiva.

Being on the field with your partners brings you the most valuable information. Reality about the market. Pricing, marketing, bidding, and localization could not be done properly by distant view feedback.

Para se destacar no mercado de canais e atrair os melhores parceiros, ofere?a valor adicional com suporte técnico, incentivos atraentes e uma comunica??o eficaz. Personalize a experiência do parceiro, e inove continuamente ajustando seu programa às tendências e necessidades do setor. Construa uma marca de canal forte e confiável para se diferenciar da concorrência e manter seu programa relevante e atraente.

One need to consider strategic approach that emphasizes unique value propositions, strong relationships, and clear benefits. Also, one should develop robust training programs and certifications that empower partners with knowledge and skills, increasing their competence and confidence in selling your products/services. Offering ready-to-use marketing materials, and joint marketing campaigns to help partners promote your products/services effectively.

One thing that I think is vital when working with partners is that you must understand HOW your partner makes money. This will help you identify areas that can help nurture and bolster the relationship while opening opportunities to help reach your defined goals together. The reality is that every business has to focus on where they can make money so that they can put food on the table!

CUSTOMER SERVICE - BIGGEST DIFFERNTIATOR A business model that does not define, design & execute Customer Service significance, to each & every team member will witness failure eventually. People mistake the word "service" for "after sales". The word service means "to serve" at all levels of customer interface. To inculcate Service Mindset To External Customers, its vital, businesses inculcate the significance & importance, of Service with the organization, which we refer to as INTERNAL CUSTOMERS. "CHARITY STARTS FROM THE HOME". I firmly believe, "SERVICE STARTS FROM THE HOME" meaning a human, who is professional & not vice versa. TO SERVE, comes within the heart, hence "SERVICE" comes "NATURALLY", it can't be forced fed.

I get this question often, with 20% of the time the discussion is about margins, while the remaining 80% revolves around what value do you bring. What sets you apart in a channel from others is your commitment to your resellers, how much extra mile will you go to support that smb/enterprise business to help them win that opportunity, how are you educating your partners about the prg, how seamless is your onboarding platform, how accurate is your billing platforms, what support will you provide when hell breaks loose & your turnaround time. Having an effective system is one aspect, while having individuals of high caliber who know what to deliver with a common vision is another. They both need to work in tangent to deliver success!