William Vanderbilt - Senior Consultant North America
William Vanderbilt has over twenty years experience in learning and IT channels. William’s corporate and IT education as well as channel industry experience stems from fulfilling numerous roles during his career including Vice President of Education and Training at CompTIA, Vice President of IT Partner Enablement at NIIT, Chief Operating Officer at Beacon Institute for Learning and Senior Director of Training at CompUSA. William has been applying his knowledge and experience in training and channels for years, growing the business in each of the roles he held.
As an accomplished facilitator, educator, speaker, writer and business leader, William actively shares his knowledge and experience in enabling and training of partners, staff and customers and has spent much of his career helping others grow their business by empowering and enabling people and organizations.
William holds a BS in Physics and Education as well as a Masters degree in Business Administration and Divinity.He resides in Chicago, Illinois with his wife and two children.
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- Post date: 24 May 2012
About a decade ago (even earlier for some), the technology channel went through a transformation. Channel partners that had been resellers transitioned to new business models that put them in the services business. It was a transformation of necessity. Margins available to pure resellers had eroded to such a point that there just wasn't enough margin and cash flow for a reseller to survive without some fundamental change to its business. Are we in a similar period of evolution and change today?
- Post date: 13 February 2012
Successful channel management is built on effectively and efficiently repeating and automating process. Regular reporting, communication and meetings keep all parties informed and committed to task, and trust is built by predicably and reliably repeating the basics over and over again. Consistent application of programs and resources demonstrates fairness, and plans and processes must be regularly reviewed to be effective. In short, the mundane is a critical part of successful channel management.
- Post date: 11 January 2012
As we enter a new year, many channel managers and sales people are thinking about the new quota that they have received. Regardless of how last year went, 2012 is probably going to require some hard work and new ways of doing things to achieve a new level of sales success. How in the world will you achieve that number? One thing is for certain, some new tactics and approaches are going to be necessary for 2012 to be a success!
- Post date: 09 December 2011
A key success factor for channel managers is knowing how, and with whom, to spend precious time and resources. As with all sales jobs, there is rarely a shortage of opportunities. Most of the time the issue is identifying which opportunities are worth investing more of the limited resources we have available to us. Good selling is very much about prioritizing. The problem is that some partners are experts at sharing a wealth of seemingly great ideas. Beware of the partner that shares too many great ideas! They may be a deceiver!
- Post date: 12 November 2011
It's a common complaint, "Partners don't help execute the partner plan." It's a source of frustration for many reasons. Someone spent a fair amount of time documenting a plan and when the plan isn't executed, that effort seems wasted. There seem to be opportunities to grow business for both parties, but those opportunities are being missed. And frankly, when the plan doesn't get executed, some trust is lost because the partner doesn't believe such plans can work and the vendor doesn't believe that the partner will do anything that is put in a plan anyway.
- Post date: 20 October 2011
Channel management is the responsibility of Channel Account Managers. The CAM is working with channel partners every day and is right in the thick of things when it comes to influencing partner outcomes, selecting partners, enabling partners, measuring partners and leveraging partner programs to drive partner behaviors and results. But if a vendor sees channel management as the sole responsibility of CAMs, channels will fail in that organization!
- Post date: 07 October 2011
There is quite a bit of interest in the channel related to "Return on Working Capital" (ROWC) or "Return on Invested Captial" (ROIC). This is particularly true of distributors. In reality, as individuals and business professionals we are all interested in maximizing our return on working capital. After all, we have only a limited amount of cash. With that cash we have to buy some goods and services, pay bills and, hopefully, make some worthwhile investments with whatever is left over.
- Post date: 06 September 2011
- Post date: 19 August 2011
Business professionals are increasingly required to accomplish tasks through influence. It is quite common for people in any role to have some of their responsibilty reliant on the quality and quantity of work produced by others. This is especially true in a channel or alliance environment. Channel managers must be experts at influence as they are tasked with producing results (sales, customer satisfaction, market penetration, etc.) by leveraging the resources of people and organizations that do not directly report to them and are, therefore, not in their direct control. For them, and anyone else that needs to accomplish work by influencing the behaviors and activities of others, one thing is certain...understanding is the first step!
- Post date: 06 August 2011
The disciplines of Finance and Accounting have been an integral part of corporate operations for a very long time. Using instruments such as the Income Statement, the Balance Sheet and the Statement of Cash Flows, Finance and Accounting Departments attempt to track, measure project the financial position and health of the organization. While that function is as important as ever, some of the tools used in the effort may need to be thought of differently, particularly in service-oriented areas such as channel sales.