Archives for March 2014

Your Channel Partners need more Coaches, Not Discounts

This was a terrific sports weekend for the Smith house. March Madness is always a favorite time of year, but this week was especially fun. First, my wife’s alma mater, the University of Dayton, beat my beloved Ohio State Buckeyes in the first round of the big dance. Then they went on to upset the mighty Orangemen of Syracuse to move on to the Sweet 16 for the first time in almost 30 years. To top that off, our local high school made an amazing run in the State basketball tournament to earn Division I State Champion Runner-Up. But by far, the highlight of the weekend was witnessing my old high school basketball coach finally win a Division II State Championship.Coach Gray cutting the net

Of all the big sports news from the weekend, why was this so important to me? Even though it has been 20 years since I graduated from high school, I still feel a great deal of loyalty, appreciation, and pride for Coach Gray. Many of the lessons he imparted to us as juniors and seniors have stayed with me to this day, and it seems a bit strange now to think that in the course of my life, one of the most important and inspiring teachers I ever had was a coach. Somehow, through his leadership, he was always able to get the most out of us, his players.

Leadership is a skill that is required in business as much as it is in sports. Take channel marketing and sales leaders, for example. Much of your efforts are spent designing, implementing, and marketing the perfect partner program. Discounts structures, rebate tiers, MDFs, CO-OPs, partner benefits, etc., are all foundations for any Channel Partner Program. In fact, Move the Channel has published its own Channel Marketing Guide and RIMES Chart to serve as a sort of “playbook” for all of these critical features.

But even if you have the best playbook in the business, it’s difficult to get the best results without an effective “coach” to implement the plays and motivate the “players.” These coaches are the people in your channel organization who interface directly and consistently with your channel partners. They are the people selling in the field whose compensation is linked to the partners they support. In many organizations, their main role is to “manage” their accounts; but if they’ve never managed (or coached) before, they might have a hard time doing this efficiently, with deals only getting done when they are heavily involved.

The people that interface with your channel partner need to have a coach’s mentality. All too often in business we have a first practice, hand out the playbook, and check back in the next quarter to review how many rebounds, assists, and points the partner and partner’s salespeople scored for our team. These partner “coaches” need to recognize the partner’s strengths and weaknesses in order to identify how that partner might best contribute to the “team.”  This takes time, energy, organization, and leadership—basically a coach’s approach. In the short term, this can lead to increased mind share, market share, and sales. In the long-term, you will have a partner who is loyal and appreciative, and who takes pride in working with your championship-caliber organization. Just don’t expect them to call you “coach.”

Enjoy the rest of March Madness and make it a great week!

Move the Channel,

Channel R.I.M.E.S: Relationships, IT Integration, Management, Enablement & Education, Selling


Move the Channel Cover

Enter your name and email address to download Move the Channel Guide and RIMES Chart

Name: Email:


What makes Move the Channel’s Marketing Guide 1.0 the first of its kind?  Well as most of you know, this project started over a year ago as simple discussion in our LinkedIn Group.  It grew from there to an all-out pouring of ideas from across the Move the Channel community.

The next thing that is unique about this eBook, is how it’s organized.  While organizing all the ideas and best practices different categories became clear.  These categories are what we call RIMES –and are the pillars of any successful channel marketing program.

  • Relationships
  • Information Technology (As in the technology they have access to and use to better support them)
  • Management – as in Channel Management
  • Enablement and Education
  • Selling

So anyway it’s here.  You can download it right here at move the

The first 45 KPIs or indicators of a good Channel Partner according to… YOU.

Last week I asked you to list your Top 3 Channel KPIs (Key Performance Indicators) “here”.  I asked this question throughout the various LinkedIn groups and our very own Move the Channel Community.   And YOU delivered, with countless KPIs ideas.  Here are the first 45.

These are only first 45.  It’s interesting to pick out the unique KPIs like “employee turnover”.  And to point out the most popular KPI, “training/enablement investment”.  Training and Enablement is the clear winner with 17% of the first 45 KPIs mentioned.

I will be providing commentary and analysis on these submissions, but wanted to provide the initial feedback ASAP.

Click here to participate in the discussion.    HERE


Move the Channel,

Here are the first 45 in YOUR own words.

  1. Money they spent (out of their own pocket) in promoting my portfolio to their customers
  2. Deal registrations and corresponding conversion rate
  3. Enablement investments (time, money) for their sales and sales engineering teams.
  4. Pipeline growth and velocity
  5. Strategic opportunities. For instance, I may have a partner with a small volume of opportunities, yet they are all sourced from a key vertical or market segment we are trying to penetrate.
  6. Unique IP jointly developed by our respective organizations
  7. Certifications in product or technical support
  8. Customer complaints or redos (how often do they get it right the first time)
  9. Employee turnover
  10. Share of wallet
  11. Certification investment
  12. Portfolio breadth
  13. Tenure
  14. Transaction frequency
  15. Sales skills,
  16. Market knowledge,
  17. Loyalty
  18. Number of dedicated Head counts.
  19. A clear business plan
  20. Integration with its other line of business
  21. Marketing Know-how – simple branding, or social media or in-person events.
  22. Take interest in talking 1X p/month about the business, their needs and future direction
  23. Proactively prepare for all discussions and include the right members of their team
  24. Solicit vendor input on their business ideas, offerings and go to market strategies
  25. Accept constructive feedback and feel empowered to deliver it
  26. Utilize the training, marketing and sales tools we’re providing
  27. Number of specialists / engineers that have been “trained”
  28. QoQ or YoY pipeline growth from those people
  29. Number of new sales appointments set (IMPORTANT)
  30. Learning investment with our products / solutions.
  31. Exclusivity (Are we their sole product for the application?)
  32. Partners who willingly participate in quarterly business planning sessions with the Vendor and jointly establish measurable goals and activities to achieve same
  33. Partners that are committed to real growth as opposed to just maintaining their current profit levels, pre-retirement
  34. Partners that view hardware and technology as enablement platforms for longer-term, solutions-based selling, rather than a sales goal in and of itself
  35. Have the ability to market/attract new customers
  36. Have knowledge of your product and where it’s a fit
  37. Have knowledge of the industry
  38. The reps get “enough” (simpler than alternatives, more margin, etc.) benefit from selling your product
  39. Present our products FIRST on their line card
  40. Engage us in training, strategy and ramping to market
  41. Stay engaged in active prospecting and business planning.
  42. Which partners are actively executing programs?
  43. What topics are driving customer interest?
  44. Which partners are leading customer engagement?
  45. Which media channels are delivering results?
  46. competitive affinity (how closely is the partner aligned to my competitors)
  47. social/external behavior in response to a specific program
  48. Quarterly Growth (People/Revenue) of the partner



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