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
Enjoy!
Move the Channel,
Travis
Here are the first 45 in YOUR own words.
- Money they spent (out of their own pocket) in promoting my portfolio to their customers
- Deal registrations and corresponding conversion rate
- Enablement investments (time, money) for their sales and sales engineering teams.
- Pipeline growth and velocity
- 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.
- Unique IP jointly developed by our respective organizations
- Certifications in product or technical support
- Customer complaints or redos (how often do they get it right the first time)
- Employee turnover
- Share of wallet
- Certification investment
- Portfolio breadth
- Tenure
- Transaction frequency
- Sales skills,
- Market knowledge,
- Loyalty
- Number of dedicated Head counts.
- A clear business plan
- Integration with its other line of business
- Marketing Know-how – simple branding, or social media or in-person events.
- Take interest in talking 1X p/month about the business, their needs and future direction
- Proactively prepare for all discussions and include the right members of their team
- Solicit vendor input on their business ideas, offerings and go to market strategies
- Accept constructive feedback and feel empowered to deliver it
- Utilize the training, marketing and sales tools we’re providing
- Number of specialists / engineers that have been “trained”
- QoQ or YoY pipeline growth from those people
- Number of new sales appointments set (IMPORTANT)
- Learning investment with our products / solutions.
- Exclusivity (Are we their sole product for the application?)
- Partners who willingly participate in quarterly business planning sessions with the Vendor and jointly establish measurable goals and activities to achieve same
- Partners that are committed to real growth as opposed to just maintaining their current profit levels, pre-retirement
- Partners that view hardware and technology as enablement platforms for longer-term, solutions-based selling, rather than a sales goal in and of itself
- Have the ability to market/attract new customers
- Have knowledge of your product and where it’s a fit
- Have knowledge of the industry
- The reps get “enough” (simpler than alternatives, more margin, etc.) benefit from selling your product
- Present our products FIRST on their line card
- Engage us in training, strategy and ramping to market
- Stay engaged in active prospecting and business planning.
- Which partners are actively executing programs?
- What topics are driving customer interest?
- Which partners are leading customer engagement?
- Which media channels are delivering results?
- competitive affinity (how closely is the partner aligned to my competitors)
- social/external behavior in response to a specific program
- Quarterly Growth (People/Revenue) of the partner