Channeltivity的动态

If your idea of partner enablement is *just* figuring out ways to train your partners, you’re missing the the point. And probably losing time, money, and credibility. I also used to think that getting partners up to speed was all about training—give them a product demo, hand them a one-pager, and call it a day. I found out that partner enablement was primarily about checking a box. But after failing at seeing any meaningful action being taken as a result of my partner enablement efforts, I realized: partner enablement isn’t just about education, it’s about transformation. Here’s why. Traditional sales teams are wired to think transactionally. They’ve got their scripts, their goals, and their processes. Partnerships disrupt that. When you introduce partners into the go-to-market motion, you’re asking your team to adopt new behaviors and think consultatively—something they aren’t used to. So how do you fix it? Focus on creating an environment where this behavior change feels safe. This means moving beyond training materials to a broader enablement strategy that includes: Internal buy-in: Train your own sales, marketing, and product teams on the value of partnerships before you even touch your external partners. Cultural alignment: Reinforce partnership-driven behavior at every level. Have leadership talk about it. Recognize and reward teams who successfully leverage partners. Relevant, Timely, and Simple: Enablement isn’t “one and done.” You have to make sure that the Information you're providing is relevant to the customer, relevant to the seller, and delivered in a simple way at the right time. Partnerships are powerful, but only if you rewire the way your teams think about them, and change their behavior to include them.

Partner enablement fails because we treat it like a task, not the relationship it is. But if you’re cool with watching your partners crash and burn, by all means—carry on. But... Let's face it, we have all been a part of a botched partner enablement. You know, the ones where we throw our partners into the deep end, give them a wave, and wonder why they don’t swim. I asked my network of hundreds of marketers why partner enablement often fails, and the following were the top: 1?? ............ ?? “They’ll Figure It Out, Right?” Nope. They won’t. Yet here we are, acting like once a partner signs, they suddenly understand our product like they wrote the code themselves. Spoiler alert: they don’t. They need actual training, not a “Here’s a PDF, good luck!” pep talk. If you're expecting telepathy, you’re in for a rude awakening. 2?? ........... ?? The Firehose of Info So you finally decide to train them—fantastic. But instead of a nice, digestible lesson, you flood them with 87 decks, 12 product specs, and all the buzzwords you can think of. They’re not learning, they’re drowning. Less is more. Give them what they need to know, not the entire product history since 2005. 3?? ............ ?? The “One and Done” Special Ah, the classic: train them once, then vanish into thin air. Genius move, right? It’s like giving someone one guitar lesson and then expecting them to tour with Springsteen. Partner enablement is ongoing—support them after the first session or don’t be shocked when they forget everything by Tuesday. 4?? .......... ?? ?? ?? Mixed Messages—Literally You’ve got your sales messaging down. (I hope) But your partners? They’re... improvising. Now the market’s hearing two different stories, and your product looks like a confused mess. Align your messaging before your partners start selling a product that sounds nothing like the one you built. 5?? ............ ?? No Tools, No Sales If your idea of "equipping" your partners is sending them a PowerPoint and saying, “Good luck!”, you might as well give them a map without directions. They need real tools— sales kits, cheat sheets, competitive comparisons. Something useful. If you don’t give them the tools, they’ll move on to the partner who does. Did I miss any? #PartnerMarketing #B2BMarketing #EnablementFails #GrowthHacks #Marketing

?? Mastering Channel Management: Elevate Your Partner Relationships for Success! ?? As businesses continue to expand their reach, channel management is becoming more critical than ever. Whether you’re working with distributors, resellers, or hybrid models, how you manage your partnerships can be the difference between hitting your targets ?? or missing out on new market opportunities ??. So, what makes GREAT channel management? Here are a few key insights: ?? Strategic Alignment: Aligning your partners’ goals with your business objectives isn’t just about setting targets—it’s about creating a win-win scenario. Joint business planning, clear communication, and a mutual understanding of goals are non-negotiable. ?? ?? Tailored Support: Different partners have different needs. Some may need hands-on training ???, while others thrive with marketing incentives. Understanding their unique business models and providing tailored support ensures success. ?? ?? Performance Tracking: What gets measured, gets improved! Keeping a close eye on partner performance through KPIs—such as sales growth ??, lead conversion, and pipeline health—ensures you stay on track for mutual growth. ?? ?? Conflict Management: Inevitably, challenges arise, especially with hybrid models that involve both direct and indirect channels. Address potential conflicts head-on by setting clear rules and maintaining transparent communication. ??? ?? Meeting Agendas that Matter: Every meeting with your distributor or customer should be purposeful. Discuss market trends ??, competition ??, and customer pain points, then use those insights to tailor solutions and improve your win rates. You’ll want to create structured agendas to ensure nothing gets missed—this will keep your discussions focused and impactful. ?? ?? Direct vs Indirect vs Hybrid: The right sales model depends on your goals, product complexity, and market reach. Balancing cost, control, and scalability helps you decide whether to go direct, indirect, or take a hybrid approach. Each has its pros and cons, but the choice should always align with your long-term growth strategy. ?? ?? Looking for more in-depth guidance? I’ve just finished compiling a Channel Partner Manager Handbook that covers everything from channel selection and performance management to distributor meeting agendas and customer insights. It’s your go-to guide for building strong, successful channel relationships! ???? #ChannelManagement #SalesStrategy #B2B #PartnershipSuccess #BusinessGrowth What do you think about these channel management tips? If you’re ready to transform your partner relationships, let’s connect and chat further! ??? Please feel free to comment and connect with Gordon Tai 戴国栋, MBA I am a member of the #LBFalumni #SkyHighTower

"While sales training is an extremely important function of sales enablement, it is often an area that gets neglected in smaller firms due to lack of resources...But firms planning for a faster growth trajectory who expect to build up their sales team can create a lot of efficiencies and faster ramp times (translating into a faster ROI on new hires, higher productivity, and ultimately more revenue, faster) by investing in a basic sales onboarding and ramp toolkit." More on our blog: https://hubs.li/Q02JSCfC0 #SalesEnablement #Sales #B2BMarketing

Nate Nasralla (a SALES enablement genius) built Fluint. (But this journey started 16 years ago.) He started as a team leader for LeaderTreks ? Coordinating funding ? Training three teams ? Managing a group of fifteen people. I've no idea how much he makes (But he's building in public). As a matter of fact his business and personal brand are perfectly positioned for success. Business : Personalized business cases to close more enterprise deals. 1 specific thing for 1 specific audience. (Sales enablement for B2B enterprise businesses.) Personal brand :? -Grown his LinkedIn to 70k followers. -Has an Educational email course over 20 days. -Also has 2 High-value lead magnets -Creates excellent narratives to build trust.? He's clearly done well on the business and creator front. But with all that said... He's delaying trust building by not doing this 1 thing. 1/ Social proof. Nate has years of experience and has served 50+ clients (just a guess). He's not leveraging it. a) Social proof in banner. e.g. 30+ Enterprise SaaS trust Fluent for Sales enablement. b) Social proof in headline.? e.g. Helped 20+ companies close $30 million in LTV. c) Social proof in about section. e.g. After working for 16 years in diverse industries... etc. (Personal pain led to Fluint)? — Thanks for reading. Hope this was helpful! Are you leveraging social proof to build trust?

Meeting Title: Defining a lead. Participants: Sales Leader, Marketing Leader, Ops Leader Meeting Notes: During this time, we'll align on how we're defining a lead. By the end of this meeting we will have our lead definition and align on the best way to share the definition and lead stages with the GTM team. Come back to basics with me and this week and put some time on calendars to align on what a lead is with your GTM leaders. Aligning your GTM teams - sales, marketing, and ops - on foundational elements like what a lead is does more than level the playing field. It builds trust, creates a united force, and drives results. Because at the end of the day, we’re all working toward the same goal: building revenue. It’s not about vanity metrics like MQL counts or impressions anymore (we’ve all moved beyond that). It’s about quality leads that create real opportunities. If you already have a definition, revisit it - especially if you’re seeing any of these signs: 1?? Sales isn’t following up. Leads are sitting untouched in the pipeline, which likely means they’re not seen as worth pursuing - or the definition of “qualified” isn’t clear. 2?? Conversion rates are stalling. Dropping MQL-to-SQL or SQL-to-close rates could signal that your criteria are outdated or off-target. 3?? Inconsistent feedback from sales. If some reps love the leads while others don’t trust them, you’re not aligned. 4?? Marketing and sales aren’t in sync. Misalignment creates frustration, missed opportunities, and a lack of trust. 5?? Your ICP has evolved. If your ICP has shifted, your lead definition should too. 6?? New tools or data are available. Updated tech or analytics might reveal better ways to qualify leads -- or gaps you didn’t know existed. 7?? Your pipeline feels bloated. If it’s full of leads that aren’t closing, your definition might be too broad or outdated. This is about clarity, collaboration, and results. A shared definition of a lead is the foundation for alignment and real revenue momentum. So I'm curious: ? ? What’s one lesson you’ve learned about aligning sales, marketing, and ops on lead definitions? ? ? What’s a challenge your team has faced in getting everyone on the same page? Let’s share, learn, and raise the bar—together.?? #MQL #SQL #leadgen

Steal my approach for engaging with 10+ Sales Leaders daily – without sounding like a desperate salesperson. Here’s how my "W3H" framework breaks down: 1. What’s their core business? ? Are they offering high-touch services to enterprises? ? Are they scaling with a SaaS for SMBs?? ? This helps me see how outbound can grow their business. 2. Who’s their target audience? ? I look at their ideal customer:? ? Industry, company size, and decision-makers.? ? Who will feel the impact of their approach? 3. How do they approach outreach? ? Are they sales-led with direct strategies, or product-led?? ? Is their outreach process established, or still evolving? 4. What are their objectives for the year? ? I understand their goals and see where there are currently. After this, I bring up familiar challenges that our prospects had faced earlier to build a connection and make sure i was able to connect the dots. I’ll hypothesize how these challenges may affect them and ask for their input: “From what I’ve seen, inconsistent outreach can lead to low engagement or lost momentum. I’d love to hear your perspective—where have you seen success?” This conversation helps me recommend the right solution: - If they have experience but need automation, I suggest SalesRobot to streamline outreach. - If they’re new to outbound or short on time, I recommend our done-for-you service for full management. Ultimately, my goal is to meet them where they are and provide a solution that supports their growth—whether that’s through automation or hands-on help.

We are pleased to welcome Roderick Jefferson to the featured slot in Top Sales Magazine. Roderick is the originator of Sales Enablement 3.0, with his book: Sales Enablement 3.0: The Blueprint To Sales Enablement Excellence, available here: https://amzn.to/3KlJ9UN. His book offers practical actions and steps you can take to improve your Sales Enablement journey. In the June edition, Roderick's article is: Sales Enablement: A Catalyst for Revenue Growth. This looks at onboarding and how to get new sales reps ready and actively participating in the team and in sales growth. A must for all leaders and managers alike, especially in these times of uncertainty. Whether you ask a sales manager in London, or a revenue leader in San Francisco, onboarding and training new reps to hit the ground running, start reaching their quota early, and contributing as a net positive to the business is both a priority and a major challenge. That means the sooner a sales organization can have its reps confidently hit the phones, the better. HubSpot has reported that the average time to ramp a rep is just over 12 weeks, so anything below that will be a net positive to the business and likely put you in better stead than competing businesses... Just a small snippet to whet your appetite. If you're in San Francisco, this September you'll find more help at the Sales Enablement Summit San Francisco, September 4th & 5th. With Top Sales Magazine you can get a 15% discount, just quote TSM15 at checkout - link in magazine. Don't forget to sign up: https://bit.ly/35uAeuR to read the rest of Roderick's article and the whole of what will be another outstanding edition #sales #topsales #salesenablement #salesonboarding

?? From Sales Leadership to Sales Playbook Wizard: My Journey So Far ??♂? For the past 7-8 years, I've been writing sales playBooks for various orgs. ?? Over the period of time, I learned that documenting practical sales experiences and tribal knowledge is a game-changer. By absorbing and observing countless conversations of sales reps, I realized one golden rule: always connect with people who are 5 steps ahead of you. It's a code to success in sales! ???? But let's talk about the REAL challenge: operationalizing these playbooks across sales organizations is a tough nut to crack. First off, its static and getting the seal of stamp of approval by each sales reps to adopt are hard. That's when Kevin "KD" Dorsey philosophy and his methodologies around learnings and approach in sales got me hooked for real. ???? Thanks to Kevin Dorsey's 6 Ps (People, Process, Product, Problem, Prospects, Practice), I've crafted 6 playbooks that took revenue from $500K to $8.2 million across various orgs. ???? From mid-market to Enterprise and SMBs, we've seen it all. Despite all this, getting sales folks to practice enough and internalize the learnings remains an arduous task. ?? And the stats? Shocking! Less than 60% adoption rate, with 80% forgetting the learnings in just 30 days. ??? Enter LeadLabs: The brainchild of sleepless nights and countless cups of coffee! ??? We aim to cut down hours of prospect research into seconds and turn every LinkedIn profile into a personalized, living, breathing playbook. ????? Outcome: 1. SDRs: Save 2-3 hours daily on LinkedIn prospect research, doubling outreach with personal context and relevance. 2. AEs: Leverage personality insights to deliver tailored value, embracing the "Show them you know them" approach. 3. SDR Leaders: Enjoy peace of mind with higher positive reply rates, boosting pipeline coverage. 4. Sales Leaders: Accurately forecast revenue goals with increased pipeline velocity. Lastly, you don't have to curate call tracks and email messaging, leave that to LeadLabs App magic. Remember, the playbook isn't just a document, it's a dynamic partner in our success journey. ??