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This is the third in our three-part series on reducing channel conflict between direct and indirect routes to market. In Part One Harold Sunata looked at how compensation can be used to reduce conflict. In Part Two Harold examined how Partner Selection, Partner Enablement and Rules of Engagement can reduce conflict even further. In Part Three, Harold explores how company alignment can reduce channel conflict as well as improve overall channel performance.
Industry research reveals that the majority of Chief Executives list 'getting closer to customers' as one of their key strategic objectives. Getting closer to customers was the theme of Miller Heiman's APAC Sales Summit held in Sydney Australia in May 2013.
Philip Moon of Miller Heiman's Channel Enablers division spoke about getting closer to customers with and through indirect channels.
Philip Moon examines the role of the Channel Account Manager in establishing trusted business relationships with channel partners. How does trust drive business outcomes? What are the characteristics of partnerships with a high degree of trust? What behaviors undermine or destroy partnership trust?
In Part One, we saw how proper compensation is a vital component in driving sales and the desired level of field alignment between direct and indirect sales teams. But compensation alone does not solve all channel conflict. If that were the case, all you would have to do is copy a successful comp plan, pass it out, and all your troubles would magically disappear.
In Part Two we look at how Partner Selection, Partner Enablement and Rules of Engagement can reduce channel conflict even further.