| There are no one size fits all channel management | | | | 1. Evaluation of performance per region - In |
| solutions. For each company, one program may | | | | determining the strength of the partnership per |
| not work for another, regardless if they are of | | | | partner, the channel manager has to assess how |
| the same size, structure, product or location. Each | | | | the reseller is performing in one territory. The |
| company needs to refine or customize a solution | | | | numbers will clearly speak of itself. |
| that works for them. And if that's not enough, | | | | 2. Comparative analysis of partners in a segment |
| channel partner programs at the heart of the | | | | or region - Is one partner performing better than |
| solution also needs intensive study and | | | | another? If not, why? What could one partner be |
| customization. | | | | doing better or worse? Channel managers need |
| In designing channel programs, the fist thing to | | | | to look beyond what a partner is reporting and |
| establish is the compensation. Channel partners | | | | see the complete picture of the sales activity in a |
| are not employees and should not be treated as | | | | market segment or region. If a non-performing |
| such. As the name suggests, they are partners. | | | | reseller is doing poorly for a long time, then |
| Equal opportunity seekers joined together by a | | | | maybe its time to prune your channels. |
| business relationship that is mutually beneficial to | | | | 3. Loyalty check - While loyalty is optional in a |
| both parties. What the channel partner or reseller | | | | business relationship, it certainly is an asset to |
| wants is the same as the vendor and that is | | | | have a loyal partner that would stick with your |
| profit. Profit means growth and development for | | | | company in bumpy times. In this down economy, |
| any business and profit determines the longevity | | | | this is where you can determined the loyal |
| of the partnership. | | | | partners who are understanding and patient |
| Incentives are not just counted in finance. | | | | enough even if their checks get delayed or some |
| Marketing materials, effective advertising, and | | | | other problem eventually comes up. What is it |
| sales training are important elements in a channel | | | | that makes them stick with you? If you can |
| partner package. It shows the commitment of | | | | identify that, then maybe you can apply it to all |
| the vendor to their channel partners. From the | | | | partners to inspire loyalty. |
| perspective of the partner, the vendor is serious | | | | 4. Effective training - Channel management |
| and appreciative of the work the reseller does. | | | | solutions relying in technological advances like |
| The program as a whole has to work with aligned | | | | clouds can be accessed by resellers. Training in |
| interests. Resellers or channel partners should be | | | | selling as well as technical procedures is channel |
| aware of the company's goals and work to attain | | | | management solutions necessary in ensuring |
| that goal without sacrificing their own firm's vision. | | | | streamlined channel sales activity. |
| To achieve harmonious work cycle, there has to | | | | Channel partner programs need effective |
| be feedback and open communication between | | | | management and comprehensive planning. Proper |
| reseller and vendor. | | | | attention and nurturing by vendors will ensure |
| How can vendors assess the reliability of the | | | | success and profitability not only for partners but |
| partnership? | | | | also resellers. |