Channel Enablers Partner Manager Resource Center

Channel Sales Execution Best Practice Research
It has been some years since industry research companies revealed that high-tech industry sales through indirect channels exceeded those of vendor direct sales. Any conservative figures now show that indirect channels account for around 70% of high-tech revenue, and in some sectors much more. There should be no doubt that success in the high-tech industry is directly related to successful partnering.

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Territory Managers are replacing the traditional channel manager role as overlay quotas are abandoned in favor of individual revenue accountability. This month’s feature article will discuss some of the changes taking place, the transition issues involved, and what must be done to make these strategies produce positive results.

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Cost and competitive pressure are driving more and more high-tech companies to put greater focus on channel revenue, and channel sales executives are again being asked to doing more with less. But will recent travel bans and cost cutting prevent channel executives from implementing needed business changes? This article examines what channel executives and training professionals need to know before relying on web technologies to train their people and implement new channel business plans. What works and what doesn’t? How do you put distance learning technologies to work to make needed business changes?

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In a tight market many vendor executives are lowering their risk by aiming a greater proportion of discretionary market development funds (MDF) at existing customers and partners. The success of this strategy depends upon the ability of current partners to sell effectively but too often vendor executives express their frustration that only some partners seem to be able to sell. Smart vendors are directing a percentage of their MDF into more effective partner sales training with the active involvement of vendor channel managers.

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It seems to take a long time for organizations to develop a ‘channel centric’ reputation; to be regarded by their partners as excellent vendors to work with. However, it seems to take much less time to lose this status when they drift away from the goal. Is this hard won reputation worth it? Some of the world’s leading high-tech vendors seem to think so. Recently, some high profile Channel Executives from some of the world’s leading channel companies have been quoted in the press expressing their firm’s on-going commitment to the channel and determination to be well regarded by partners. Some organizations achieve this and are regarded as ‘channel-centric vendors’, while others promise much but deliver little.

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