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Must-Have Channel Partner Strategy Plan Roadmap Templates with Samples and Examples

Samradni Pradhan

For businesses that rely on channel partners to distribute their products or services, having a well-defined channel partner strategy is crucial to their success. A roadmap for this plan helps businesses navigate the complexities of working with partners, such as in developing relationships, managing communications, and ensuring alignment on goals and objectives. But creating a comprehensive plan from scratch can be daunting, so having the right templates and samples, to draw inspiration from, can be incredibly helpful. These templates act as a base and can help you streamline your content to make a lasting impression. In this blog, we'll explore some Must-Have Channel Partner Strategy Plan Roadmap Templates , along with samples and examples, to help you craft a successful partner strategy that is attention-grabbing and communicates correctly!

Additionally, if you want to explore some more channel partner strategy plan templates, you can do that  here !

Template 1 : Multiple Phases of Channel Partner Strategy Plan Five Years Roadmap

Here is the perfect tool for visualizing your work plan and communicating your ideas impactfully. This fully customizable PPT Layout provides a detailed overview of the project, including key deliverables and milestones to be achieved. Our PPT Theme makes it easy to emphasize project goals and discuss all activities involved, in an easy-to-comprehend manner. It's the perfect strategic planning tool that can help keep your project on track. With this template, you can articulate the workflow, track work progress, and have a clear vision of achieving the goal. This roadmap layout is designed to showcase your project plan visually, making it easy to understand for stakeholders and team members. Download it today and start using it for your next project!

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Template 2 : Channel Partner Enablement Strategy Plans Quarterly Roadmap

Achieving your desired target requires a cohesive work plan, and our PowerPoint Layout is the perfect tool for communicating your vision and laying a firm foundation for your audience. This PPT  Theme aligns your project milestones, budgets, deliverables, deadlines, and all required information, for a dynamic presentation. This slide allows you to maximize team efficiency and streamline your work plan. Establish coordination between activities across your organization and present insights to your colleagues with this useful business tool. You can also color code specific tasks, prioritize them, and closely monitor deadlines. It is an amazing strategic planning tool to help you manage and streamline your projects more effectively. Download it today, and streamline your work plan for maximum efficiency.

Template 3 : Channel partner strategy development plan quarterly roadmap

Here's another amazing layout built to help you visualize and easily communicate your business goals. Whether you're a project manager or team leader, our professionally-designed strategy roadmap template is essential to achieving your desired targets.

This template is an apt solution for anyone who wants to keep their team on track and deliver excellent results. It allows you to present a detailed overview of your project, showcase key deliverables, and highlight important milestones to be achieved quarterly. You can customize the template to fit your business needs and make your presentation impactful and easily comprehended. Download this template and take your business to the next level!

Template 4 : Channel partner transformation strategy plans quarterly roadmap.

Next up, we have a powerful tool to help businesses achieve their goals and transform their channel partner relationships. Our professionally designed roadmap template clearly visualizes your transformation strategy and enables you to communicate your vision easily. This template uses simple to comprehend and easy-to-understand graphic visuals that are perfect for capturing all the relevant information. It uses an attention-grabbing yet professional color scheme to suit all businesses. So explore this presentation template to make your business reach new heights!

EXPLORE THESE CHANNEL PARTNER STRATEGY TEMPLATES TODAY!

You need to set multiple parameters right to achieve your desired strategy results. You tie up with multiple channel partners to get a smoother workflow, and the same needs to be demonstrated to your business higher-ups. This is possible through professionally designed templates! Download these premium templates through our monthly, semi-annual, annual, annual + custom design subscriptions here.

We hope these templates have given you a broad understanding of the need to highlight important information. You can highlight the relevant content using these templates. Utilize these templates today to create a strong impression.

FAQs on Channel Partner Strategy

Q1) how do you create a channel partner strategy.

When you want to create a channel partner strategy, there are multiple comprehensive approaches to focus on. These include understanding your business goals, target market, and the capabilities of your potential partners. Here are the key steps to developing a successful channel partner strategy:

Outline your business goals

Understand your key business objectives and goals. Is it to increase revenue, expand market share or accelerate product adoption?

Identify your target market

Get a detailed understanding of your ideal target market, and gauge what kind of partners can best help you reach that market.

Segment potential partners

Identify potential partners based on their capabilities, expertise, customer base, and market reach.

Collaborate and communicate

Establish regular communication and collaboration with your partners, ensuring they have the resources and support necessary to succeed.

Monitor and measure results

Continuously monitor and measure the performance of your channel partners and adjust as needed.

A successful channel partner strategy requires continuous review and refinement to ensure it remains aligned with your business goals and meets the needs of your partners and customers.

Q2) What is a channel partner strategy?

A channel partner strategy is a business approach that includes partnering with third-party vendors or companies to distribute and sell your products. The channel partner strategy's main aim is to extend your reach to newer markets and customers. All this with the primary goal of a channel partner strategy is to extend your reach to new markets and customers while leveraging the expertise and capabilities of your partners to increase sales and revenue.

An effective channel partner strategy includes:

• Identifying the right partners.
• Developing a partner program that aligns with business goals.
• Providing necessary training and support.
• Establishing effective communication and collaboration with partners.

By working together, you and your partner will benefit from increased sales, market share, and improved customer satisfaction.

A well-thought-out channel partner strategy also provides additional benefits, including B. Reducing marketing and sales costs, increasing brand awareness, and improving product and service innovation. With careful planning and execution, a channel partner strategy can effectively expand your business and reach your long-term growth goals.

Q3) What are the three types of channel partners?

There are three main types of distributors:

Resellers, Distributors, and Strategic Partners.

Typically, small businesses purchase products from manufacturers or retailers and resell them to end customers. Resellers can focus on specific product lines or serve specific geographies.

Distributor:

Distributors are typically large companies that purchase products from manufacturers and sell them to resellers or end customers. They often have extensive logistics and supply chain capabilities and can provide value-added services such as financing, warehousing, and technical support.

Strategic Partner:

These partners are typically larger organizations with close relationships with manufacturers and jointly develop joint solutions and go-to-market strategies. Strategic partners may offer complementary products and services or share a common customer base.

Each type of channel partner has its positives and negatives, and the best approach depends on the specific needs of your business and target market. Effective channel partner management includes:

• Selecting the right partners.
• Setting clear expectations and key performance indicators.
• Providing the support and resources necessary for partner success.

Q4) What are the channel partner program categories?

Channel partner programs can be classified into four main types based on the degree of partnership, support, and benefits offered to the partners. These include:

Referral programs:  Partners refer potential customers to the company and receive a commission for each successful sale. These programs demand little investment and are usually low-touch.

Reseller programs:  Partners purchase products or services from the company at a discounted price and then resell them to their customers. These programs offer training, marketing support, and sales enablement tools to help partners prosper.

Distribution programs:  Partners buy products in bulk and distribute them to resellers or end customers. These programs provide additional resources and support to help partners manage inventory and logistics.

Alliance programs:  Strategic partners collaborate with the company to develop joint solutions, go-to-market strategies, or other initiatives. These programs necessitate high engagement and investment from both parties and may involve co-marketing and co-selling activities.

To design an effective channel partner program, it is important to identify the right program category for your business, set clear expectations and performance metrics, and provide the necessary resources and support to help partners succeed.

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How to Develop a Successful Channel Partner Strategy

As technology startups and other emerging businesses grow, they typically start by developing revenue through direct sales, either via product-led initiatives, inside sales, or a combination of several direct-to-buyer strategies. However, there’s almost always a transition point when these organizations must identify and pursue additional routes to the market to achieve their strategic goals. 

These businesses often turn to channel partner sales to accelerate growth, break into new geographies, or reach new market segments. In fact, Forrester found that 76% of companies believe channel partnerships are key to achieving their revenue goals.

However, the success of these partnerships lies in an organization’s ability to recruit the right mix of partners, then nurture and develop those relationships over time. 

A channel partner strategy enables your company to achieve its goals through indirect sales by helping you connect with new partners, measure the success of your existing partnerships, and improve penetration through resellers. 

In this blog, we’ll explore the benefits of partner-led sales and walk you through the process of developing your first channel partner strategy.

What is a Channel Partner Strategy? 

A channel partner strategy is a sales plan that ensures your organization has the right mix of channels, partners, and capabilities to sell your products. Your partner strategy should align with your broader business goals, helping you accelerate growth and support your customers via partners and resellers. 

Each organization’s strategy will differ based on its sales goals, customers, and target markets. Even so, there are several ways to ensure your partner program is effective and profitable. 

Before you start recruiting partners or activating resellers, collaborate with internal stakeholders to: 

• Identify your customers’ needs depending on size, location, the products they buy, and the type of service they expect to receive.  
• Determine which types of partners you need to serve your customers and sell your products or solutions. 
• Outline key objectives for your partner program that relate to your organization’s overall revenue goals.

Why are Channel Partners Valuable During Times of Market Volatility?

Market volatility can significantly stunt growth by increasing customer attrition, investor uncertainty, and pricing competition. To combat these trends, businesses must accelerate revenue through every available avenue — including indirect channel sales. 

Channel partners can be extremely valuable, especially in challenging economic environments. A well-designed partner program is a highly efficient way to increase revenue through resellers. However, these programs do more than simply boost topline sales. 

An effective channel partner strategy boosts revenue, increases brand awareness, and strengthens your presence in new markets or verticals. But to bring your strategy to life, you need the right mix of partners by your side, and the ability to nurture those partners over time. 

How to Create Your Channel Partner Strategy 

Your channel partner strategy should be efficient, scalable, and mutually beneficial. Developing that strategy starts with recruiting the right partners. 

You’ll want to curate an ecosystem of partners that bring diverse capabilities and selling power to your program, so you can strategically target key accounts or reach specific customer segments. 

Unfortunately, many businesses struggle to identify which new partners to recruit and how to maximize the value of their existing channel partners. 

Sales leaders often rely on a combination of historical performance data, feedback from field teams, and third-party sources to inform partnership decisions. 

While all of these insights are important, they’re also somewhat insular. Subjective internal input and low-quality data don’t provide enough context for sales leaders. Plus, it's nearly impossible for organizations that operate this way to accurately identify partners that will add significant value to their business.

Instead of relying on several limited data sources, inform your channel partner strategy with high-quality data that enables long-term planning. It takes time to develop profitable partnerships — successful partner programs are built on multi-quarter and multi-year horizons. 

Beyond taking this multi-year approach to partner development and planning, here are several ways to activate a successful channel partner strategy:

Define the Goals of Your Channel Partner Strategy 

The ROI of your channel sales strategies hinges on the partners that bring them to market. As you identify new partners, consider not just their independent success but also how well they align with your larger sales strategy. 

Before you create a list of potential partners, identify the top priorities of your channel program . You’ll need to determine your partners' role in the value chain and how they’ll support your business objectives. 

Here are some example questions you might use to determine the primary objectives of your strategy: 

• Do you want to penetrate a specific market alongside established local partners? 
• Do you want to generate new sales across territories and product lines? 
• Do you want to find partners that support specialized capabilities or services? 
• Do you want to optimize your solution stack to increase customer success ? 

While most partner programs include traditional resellers, those aren’t the only types of organizations you can work with to accelerate growth. You’ll likely rely on a combination of partners, depending on the areas of opportunity in your current markets, growth plans, and preferences for white labeling. 

As you define the goals of your channel partner strategy, think about the types of partners you want to recruit , such as:

• Value-Added Resellers
• System Integrators
• Independent Software Vendors
• Original Equipment Manufacturers 

Check out the glossary below to explore more types of partners and how they support channel sales strategies.

Carefully Curate Your Partner List 

Now, it’s time to start identifying new channel partners by type, capability, region, and other differentiating factors. But with hundreds of thousands of potential partners available, finding the perfect match can feel impossible. 

Rather than choosing partners based on rudimentary research or your field teams’ best guesses, tap into meaningful, high-quality data to identify the best partners for your business . 

Advanced data analytics tools like Coro’s Partner Sonar  analyze real-time data to help you source channel partners across multiple industries and geographies that can support your sales needs as they evolve. Use Partner Sonar to narrow down thousands of options to a short list of your best-fit partners based on custom criteria that align with your business goals.

Nurture and Grow Channel Relationships

Effective recruiting is integral to a successful partner program, but your strategy shouldn’t end when new partners come on board. Channel partnerships are long-term, two-way initiatives. 

Just as your channel partners invest their skill sets and time in learning to sell your products, they want a partner that will support them over the years, both financially and strategically. 

Lead generation is one of the most impactful ways to support your channel partners. Along with sourcing these leads, you should bring your partners in on open deals and involve them in relevant sales opportunities whenever possible. 

As you grow your partner program, track performance and profitability at the partner level. Then, prioritize your time and marketing spend around the partners with the highest revenue potential . 

If you’ve already established some opportunistic channel partnerships, now is the time to integrate those existing relationships into a scalable partner strategy. Review your experiences with existing partners to identify which tactics worked well and which fell flat. 

These insights can inform your future recruiting and partnership management efforts. Rather than starting from scratch, you can iinvest in partners similar to those you've found success with in the past. 

Provide Support and Account Management 

Along with strengthening partnerships at a high level, provide your partners with tactical, day-to-day support so they can sell your products effectively and progress toward your shared goals. 

Here are several ways to enable your partners and keep them aligned: 

• Establish routine communication and be clear about your priorities and expectations from the start. 
• Be consistent and coherent in partnership goals , aligning partner incentives with your sales principles. 
• Invest in sales training for partners so you can pre-identify and solve roadblocks to selling. 
• Take an active role in each partnership ; don’t wait for problems to arise to get involved in your partners’ business operations.
• Make it easy for customers to find your partners by promoting their services and sharing their contact information directly on your website. 

As your partner program scales, you might be tempted to roll out multiple incentive programs or introduce a flurry of new ideas to your partners. However, added complexity often slows down growth — and creates friction between you and your partners. 

Instead, take a programmatic approach to your channel partner strategy, and prioritize alignment from day one. Take it one step at a time, and make it easy for your partners to see the value proposition of working with your organization.

Inform Your Channel Partner Strategy With Partner Sonar’s Powerful Data 

Channel partners can be an invaluable resource for revenue growth and expansion, but only if you have the right partners by your side. 

Partner Sonar, Coro’s proprietary channel management and optimization solution, gives you access to a global partner database and consulting-grade analyses that update regularly as the market evolves. Organizations can leverage the insights within Partner Sonar to: 

• Find new channel partners
• Develop profitable growth strategies
• Plan or execute new product launches
• Assign territories efficiently and effectively

Partner Sonar’s user-friendly interface allows you to find partners across multiple capabilities, plus curated searches that align with your specific needs — whether you want to reach new territories, increase sales, or add new capabilities to your partner ecosystem. 

See how one tech vendor used Partner Sonar to maximize the value of its current partners and identify new partners to sell next-gen products, resulting in a 43% increase in global channel sales. 

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How to Build a Channel Partner Program: 10 Steps

Channel partner programs are essential for businesses that are ready to grow. The best channel partner programs have become much more than an indirect sales engine, shifting towards sophisticated ecosystems made up of strategic service partners and alliances as well. However, this shift requires more dedicated planning and the need to prove the ROI of your efforts. Ready to learn how to build a channel partner program?  

Keep reading to learn how to build the best channel partner program that empowers you and your partners to grow faster, together.  

👉 Keep reading to learn more about:  

• What is a channel partner program?
• Why are channel partner programs important?
• How to build a channel partner program
• How to build an automated partner program

What is a channel partner program?  

A channel partner program is a business strategy that companies use to encourage third-party partners, like service partners, resellers, distributors, or ISVs, to sell and service their products.  

These programs leverage the strengths and market presence of an expanded network of partners to extend market reach, drive sales, and support customers more effectively than a company could achieve on its own. Companies often offer support through training, resources, and financial incentives to ensure a mutually successful relationship for both them and their partners.  

Why are channel partner programs important?  

According to McKinsey , channel partner ecosystems are expected to drive about $80 trillion in annual revenue by 2030 – that’s a third of the total global revenue! To capture this revenue, companies are racing to meet a huge shift in customer behaviors and demands.   

The consumers of today anticipate end-to-end, integrated, tailored experiences and expect companies to have a deep understanding of their needs. On top of that, today's B2B customers are highly savvy and want to build on their existing product investments with the right technology, at the right time. Unsurprisingly, this has resulted in an increased complexity in buyer journeys where there is an increased focus on customer experience.   

Buying and selling are no longer just transactional. The sales and marketing landscape today requires companies, partners, and customers to move towards win-win scenarios together.   

Today, companies are evolving from traditional partner programs to performing as a partner ecosystem. This means – among other things – more interaction between a business and its partners, as well as a more seamless and integrated partner experience from start to end. In a successful channel partner program, everyone wins.   

🔎 Learn more: We cover the major benefits of channel partners , and how they can help you drive growth, in our full post! 

How to build a channel partner program  

As a channel leader, you probably have goals for how much you want to scale in the coming months and, if your growth targets are large enough, achieving them may seem like a huge challenge. 

But you can build a modern channel partner program that drives (and measures!) ROI for your company. A thriving ecosystem of partners can become a powerful revenue-generating machine for your company. Here's how to build a channel partner program that ignites growth. Throughout, we'll share links to more in-depth resources for you to learn more.  

1. Start with a partner-first ethos  

Companies with the best channel partner programs understand that partners have a wide variety of vendors to work with and choose from. This is why these companies prioritize trust, value, and reciprocity.  

Companies with great partner programs look at how they can create more pathways to revenue for their partners at every stage, such as:  

• Providing support in the form of marketing and lead generation 
• Offering additional ongoing service opportunities for your partners for increased revenue 
• Creating more streamlined deal registration processes  
• Building partner advisory boards and engagement events to build community  

Trust between an organization and its partners is key to developing strong relationships that will result in mutual benefit. However, this trust takes time to build and requires you to promote transparency and communicate value to partners at every touchpoint.  

2. Create a shared set of goals  

If you don’t set any performance goals or metrics, how will you know whether you and your partners are successful? This is why setting goals and laying out KPIs is something the best channel partner programs do from the outset. You can only create a framework for measuring success once you have defined your goals and objectives.  

This framework not only helps to set clear expectations for your future partners, but also makes it easy to track progress later on. With clearer benchmarks, you can quickly step in and provide additional support – before partners become unengaged .  

Understand the different goals for your different categories of partners as well and align your program with them to create a win-win situation.  

3. Plan your go-to-market strategies and get internal buy-in  

This can be difficult to do, especially because there are different team members who may oversee different parts of the reselling process. It’s vital that you get everyone on the same page internally.  

For example, you may want to OEM one of your products for another company – but as a channel leader, you’ve also got to think about how this might affect your other partners.   

How will doing things this way affect your brand? Will this change the pricing model? Will it make it harder for other partners to sell to their customers? You need to ensure that by signing one deal, you’re not potentially undercutting another partner.  

There’s a lot to think about and, often, what may seem like the fastest route to revenue may not necessarily be the best option in the long run. In the past, it may have been enough to have the channel live purely in sales or marketing, or at times crossing both. However, leaders of the best channel partner programs today recognize that to be successful, they have to cross the entire enterprise.    

A non-siloed channel program structure may be more complex, but it isn’t difficult to accomplish. However, it does require buy-in from all departments involved in the customer cycle. The channel needs to be integrated throughout all these departments, which may include product, finance, and more.    

Although your go-to-market strategies  can (and will) evolve over time, you must consider it with all internal stakeholders early to get the most long-term value from your channel partner program.  

4. Set a foundation for growth  

When your program is small, it’s easy to get away with no documentation or processes. Everyone can just talk to each other and get the information they need to go off and sell. But at a certain point, a company needs infrastructure and automated procedures in order to scale. 

Imagine if you had 3,000 partners and only a thousand of them had contracts. What would happen if the person who brought on the contract-less partners left the company? Would the person taking over know that these partners exist? Are those contract-less partners free to do whatever they wanted with your products?  

The lack of structure makes it additionally difficult to manage partners. And if you don’t have standard processes in place, handling each new issue that arises becomes extremely inefficient because the people affected wouldn’t know what’s expected of them, or who to seek help from. This can affect your compliance and audit processes at a later stage too.  

This is why it’s so important to have automated and documented processes for onboarding and managing your growing partner program. Setting up a process is one thing, putting it down in writing and ensuring your team has access to it is another. It sounds simple – so simple, that this step is often forgotten – but can be difficult to enforce. Starting with a strong foundation makes it easier for you to progress and make further plans for the channel. 

✅ Level up: From partner agreements to onboarding checklists, we've built a library of free templates that program leaders can use for their growing program. Check them out here !  

5. Build with automation in mind  

Building on the previous step, you’re likely selling and servicing your product in different global markets, with different types of partners, who may have very different selling behaviors and practices. Consolidating and managing everything manually is time-consuming and ineffective for a growing channel partner program.  

By automating processes from the very beginning, you free up your channel teams so they can spend their time on higher value work like building relationships, pushing through deals, and recruiting new high-performing partners to your ecosystem.  

🔎 Dig deeper: Channel partner program software can help you find seamless ease and automation. We cover the ten steps to take to ensure you find the right partner lifecycle automation solution for your needs . 

6. Recruit the best partners  

For your partner program to be successful, it’s crucial that you recruit the best partners. One way to do this is by targeting the right segments of prospective partners and communicating to them with the right messaging.  

Find partners by networking at events, using a sourcing agency, and more. Once partners are ready to join, make sure it’s easy for them to apply. The review process is where you can get more sophisticated and carefully select your authorized partners. You can also build in automated criteria to make it easier to screen and select new partners.  

🔎 Explore more: Find the partners that will fuel your go-to-market strategies in our guide on how to find channel partners ! 

7. Communicate clearly and often with partners  

Personalize your communications so that you’re sending the right information to the right people, at the right time. This makes it easy for partners to share that information with their own teams and customers. By regularly communicating with your partners, they'll be more informed and engaged on changes or updates to your program.  

Include the latest marketing/sales enablement materials, product updates, brochures, use case documentation, and more when communicating with partners. The goal here is to ensure partners have everything they need to sell, consolidated in a location they can access quickly.  

Having this structure also means that they can easily scale up whenever they want to – which is also a win for you.  

⭐️ Partner program example: Siemens scales global outreach to partners   "We needed to deliver the right message, to the right partners, at the right time. We started localizing newsletters and immediately saw amazing results. All of them had over 50% and some up to 70% unique open rates."  Learn how Siemens doubled their partner engagement rates with Impartner.   Read the full case study here .  

8. Build transparent and valuable incentive programs  

The best partner programs have transparency built into their processes. One of the most straightforward and important ways to do this is in your incentive structures. Set up partner tier structures , then plainly spell out how they'll reach higher rewards tiers, such as levels of access, benefits, and progress of rewards.  

This ensures that partners are clear on how incentives are distributed, what benefits they can expect to receive, and how they can work towards greater success. This can also help prevent misunderstandings and any ill feelings that may develop in a less transparent program.   

Today's channel manager also understands that there are other channels beyond the traditional, transactional channel, and ensures that their partner program incorporates other non-transactional channels into account, such as service-based contracts and more.  

9. Make it easy for partners to market you  

You may be handling one product or just a few but not your partners. They likely have hundreds of other products to sell and service – with limited time to do so. You must make it simple, easy, and beneficial for them. Your partner portal should easily contain all marketing materials, on-demand. Partner marketing automation tools should be built into your portal as well.  

Market development funds (MDFs) are powerful, but only when used properly. There are equally effective avenues for co-investing – specifically in collaborative innovation.  

Ability to innovate is the top priority for partners when deciding on a provider to work with. Rather than co-investing in the traditional MDFs, successful programs are also channeling funds into innovation development. These efforts generate higher return on investment and can contribute to more successful long-term partnerships. 

Another way to use MDF effectively? Rather than bogging your partners with complex product messaging, you can use paid media for partners to run advertising campaigns on behalf of your partners automatically. With centralized control, all paid ads run with a consistent brand and your partners benefit from hands-free advertising. 

10. Hold regular reviews to empower partners  

Providing consistent reviews periods is an important part of the best channel partner programs – and data is a necessity. Set clear expectations so your team members and partners know what’s expected of them, as well as what you and your executives will bring to the table in return. And do it all so you can prove out the ROI of your partner program efforts.  

Once expectations are set – and if they have been spelled out clearly – you can hold the relevant parties, including yourself, accountable. This could mean ensuring that your team is sending out consistent information and messaging, as well as delivering a positive experience to partners. It also means finding new ways to support underperforming partners.  

Always give partners access to partner analytics and insights that can help them improve their sales and marketing efforts. They can then craft more effective messaging that is relevant and resonates with their audience. You can also use the data to gain a better idea of what’s working and which partner actions are driving revenue – then double down in those areas.  

⭐️  Partner program example: Lookout empowers partners with a go-to platform   "Our partners are our extended salesforce, and our partners’ success is our success. We wanted to provide the best partner experience and have everything in one place for them to navigate." - Dinara Bakirova, Global Head of Channel Operations  Learn how Lookout's emphasis on a partner-first experience helped them rapidly reduce manual work, centralize their partner data, and more.   Read the full case study here .    

How to build an automated partner program  

How to build a channel partner program? It starts with automation and tools that can help you validate the ROI of your growing program.  

If you’re doing everything manually, you’re going to find it extremely challenging to successfully scale your channel. By automating time-consuming manual processes, you reduce the amount of effort and cost required to run your program. Besides helping you do more with less effort and cost, automation can also track and prove ROI on your efforts.  

It goes beyond your team, too. Channel leaders who run successful partner programs know that delivering a great partner experience is essential. To do that, they need a tech solution that provides an optimized experience, with delightful PX and no friction. 

It's possible with Impartner.  

Each day millions of partners in nearly every industry across the globe access Impartner. Why? Because the partner experience matters and leading channel organizations agree. 

Impartner is the fastest-growing, most award-winning channel management software on the market. Our  partner relationship management  (PRM) and  partner marketing automation  (PMA) solutions help companies accelerate revenue and profitability through their indirect sales channels at every partner lifecycle touchpoint. 

From partner training and onboarding to pipeline management, resource sharing, and performance tracking, Impartner handles it all and more with best practices and automation built-in.  

Need to accelerate your partnerships? We’re ready when you are.  

Building a Partner Program: Channel Partner Go-To-Marketing (GTM) Guide

Ready for the content.

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Introduction

This is part two of our series on building a successful, engaged partner program. find part one here..

You’ve built the foundation for a strong partner program – you have executive buy-in, you’ve created your standard operating procedures and you’re starting to bring in partners. What’s the next phase?

To really leverage the investments you’ve made in launching your channel sales program, the natural next step is to develop a go-to-market (GTM) strategy. This is the best way to fully experience the advantages of successful partnerships with increased revenue, expanded reach and boosted credibility.

Whether you’re working with partners for the first time with a newly-launched program or looking to improve your channel strategy to better align with overall company goals, there are many parts to this next big step. We break it down from figuring out partner types and tiers, to creating the right content and assets, to setting up a competitive commission structure.

Planning: Building a Go-To-Market Strategy

As you optimize your channel partner strategy to support business goals of increased revenue or expanded reach, it’s important that the partner side of the equation is front and center., partnerships can play a powerful role in supporting overall company objectives by helping set your organization apart with deep integrations, value-added services and increased brand awareness., what is a go-to-market strategy.

A go-to-market strategy is a plan to engage with customers, gain competitive advantages and coordinate messaging as you launch a new product or service, or enter a new market. Partnerships can play a hugely beneficial role with all these goals.

Align your partner strategy with clear business objectives. For example:

What product are you selling and what key differentiators set it apart from your competition?

Who is your target market and what are their pain points?

How can partners help you break into a new market, either geographically or vertically?

How will you reach your target customers?

A partner-focused GTM strategy can be an incredibly effective way to indirectly promote your channel partner program and help set you apart from other vendors as an organization worth partnering with, ultimately helping with both partner recruitment and retention.

Set realistic partnership goals

As you think about goals, increased revenue will certainly be on that list in some form or another. But revenue shouldn’t be the only metric to measure the partner program success .

Consider the big picture of where your organization is heading and the wider company goals. Let’s say, for example, that you are trying to break into a new vertical like government contracts or healthcare. Or if you are looking to expand into a new geographic area with language or cultural differences. Or you need to establish credibility with a certain customer base.

In any of these cases, strong partnerships can help achieve these goals over the long term by adding value, increasing your brand recognition and reputation and helping you scale in new markets.

While deals registered and sales closed are the ultimate indicator of success, don’t lose sight of leading performance indicators like engaged partners and customer satisfaction.

Identify your ideal partner

Building success with channel programs starts with having the right partners. And that means identifying ideal partners.

Start by listing out the must-haves and the nice-to-haves. Essentially, these are the characteristics an organization must have to fit your baseline criteria to be considered as a partner and those that would be an added benefit. That could be anything from the size or maturity of the organization, the geographic or vertical markets they sell to, or the extra value they can add.

One way to start thinking about what makes an ideal partner for your organization is by taking stock of what currently works. Even if you’re just now launching a formalized partner program, consider the unofficial partners you may have collaborated with previously. What kinds of partners in this ecosystem have been successful?

For example, you may have seen great returns from partners who actively co-market with you. Those that waited on you for leads, rather than generating their own, may not have been as good a fit.

The ideal partner profile often consists of some basic specific requirements like:

A key part of identifying the right partners is considering what verticals and geographies they work in. Ideally, your partners will help you fill in any market gaps you may face.

Working with partners in countries where you don’t have your own sales presence, for example, is hugely beneficial in helping you go-to-market. Their deeper understanding of the language and culture is crucial for breaking down communication barriers with prospects. Furthermore, a partner that built up trust with that region’s customers will lend credibility to your organization.

Likewise, partnering with an organization well-versed in industries that are new to you is invaluable. Not only can you leverage the connections and relationships that your partner has, but you’ll gain key insights into the nuances of the industry – unique requirements to be successful, for instance, or even new ideas for in-demand feature additions.

Once you have your list of must-haves and nice-to-haves, it’s important to also think of red flags or criteria that means an organization would not be a good fit for your channel sales program. These are often the opposite traits of your ideal partner profile – they sell to the wrong markets, their financials aren’t in order, or your overarching business goals aren’t aligned.

Of course, sometimes the best partners on paper aren’t the best fit in practice. An organization may have strong ties to a market you hope to break into, but if they aren’t upholding your company’s brand name and values – that relationship won’t work.

They may have a stellar reputation, but if they don’t have their own client relationships or way to secure their own leads – that may not work with what you are looking for from a partnership.

The best partners [for us] are specialized in their verticals or geos, they bring in steady deals such that we can forecast the pipeline from them, and they promptly respond to and take care of the leads that we send to them."

– Nikunj Sanghvi,

   VP of Alliances and Business Development at Caspio

Growing: Getting GTM Partners

You’ve identified your ideal partners and how they fit into your overall go-to-market strategy, but how do you grow your partner program and recruit those potential partners?

Start by figuring out what partner types you need, what partner tiers you will build and how you will support those partners for long-term growth.

Partner types and tiers

Deciding how to categorize your partners based on their activities, engagement, or performance is an important part of setting up a successful GTM strategy. Having partner types and tiers firmly established then informs other parts of your partnership, including expectations and commission structures.

Consider the types of partners you’re currently working with and if there are any gaps that could be filled.

The types of channel partnerships could include any of the following examples:

These partner types will be part of the equation when you’re thinking about tiering and setting up a commission structure.

Partner tiers are a way of ranking partners by what they do and the results they generate. Top tier partners, as the name suggests, are those that drive the most revenue and so receive the greatest benefits.

The way to structure your partner tiers will depend on your organization, partner types and compensation parameters. But typically it’s a sliding scale based on the partner requirements (training or certifications, for example), benchmarks, and corresponding reward system.

Some examples of popular ways to tier partners include:

• Member, Partner, and Premier Partner
• Registered Partners, Silver Partners, Gold Partners, and Platinum Partners
• Partner, Elite Partner, Elite Plus Partner

The starting tier, for example, may simply require a partner to complete the required registration paperwork and complete a few onboarding modules. In return, they would receive a set percentage of the sale as commission – say, 5 percent.

A higher level tier, on the other hand, could require the partner to maintain specific certifications or accreditations related to your product, have a minimum sales goal, or co-host marketing events. As compensation, they might receive a higher commission – say 10 percent – as well as additional rewards like market development funds or increased visibility in your partner directory.

Thoughtful tiers that tap into how your partners want to participate and how they want to be rewarded are a useful way to incentivize partners and hold them accountable, while also allowing you to scale your channel ecosystem more easily.

Recruiting and onboarding partners

Identifying ideal partners and how they can help you fill market gaps is part of the equation but, at the end of the day, a partnership is a two-way relationship. It’s equally important to consider how you might be an ideal partner to them and what makes your program compelling.

The value you provide is an important part of your recruitment messaging . What makes you stand out from other vendors? What’s your commission structure or compensation packages? What other perks or opportunities do you offer?

Successful partner recruitment isn’t just about the incentives you offer, although that often is part of the attraction. It’s also about how you can support and enable your partners in their growth – through robust back-end infrastructure, sales enablement, demand generation, business development, or other features.

Make sure you understand your partners’ individual goals and motivations and – crucially – how partnering with your organization helps them achieve objectives.

Recruitment is just one step in a multi-step engagement process, and it’s not the ultimate measure of success. Enablement and retention after that initial entry point are equally important. And a big part of that is supporting your partners and setting them up to progress, starting from the onboarding phase .

Understand why they’re coming to you, provide accessible and easy-to-digest training, and start rewarding them from the get-go for being a part of your community.

Supporting: Creating the Right Content and Assets

Content is king, and not just for your prospects.

Whether you’re onboarding a new partner or arming them with marketing collateral, the right content and assets are foundational to setting your partners up for success.

Each piece should have a clear purpose and be part of a larger channel content strategy in order to tease out its full value. And, of course, keep materials timely and updated to remain relevant and value-rich.

What kind of content do you need?

The ideal content depends on your audience and your strategic GTM goals. The best way to think about it, however, is through the lens of what would be most useful for your partners – what they can take, learn from, brand for themselves and use to accomplish their objectives.

Along similar lines, make sure that you have content that supports partners at all stages of their journey with you.

The good news is that you likely don’t need to start from scratch as much as you might think. Much of what you have already developed for your internal sales department will be helpful for partners.

For one, your partners are an extension of your sales team and so will benefit from some of the same types of collateral and enablement. Secondly, this helps create consistency in your sales voice and tone. Partners are representing your organization and so it’s key that they understand not just your product, but also your brand. You may need to tweak the material slightly, however, if it is too granular.

That said, you will need to develop some new content partner-specific material – like technical content about how the partner program works, for instance, or contact lists.

Content management tips

Creating the right content is one thing, but organizing it all into an easily accessible form for partners is another question.

The first step to managing your content effectively is to have a single location to store and share the material with partners.

One of the benefits of using a PRM system to house your content over other types of content management software is the flexibility it provides. Not only can you share assets, but you can also collaborate on co-marketing campaigns with partners and make it easy for them to co-brand materials themselves.

It’s equally important to make sure that your content is tailored to your partners’ needs. Even similar partner types, in similar tiers, aren’t monolithic. Two mid-tier value-added resellers, for example, might be selling to different verticals or struggling to close deals for various reasons, or simply need additional support at different stages of the buyer’s journey.

Part of creating tailored content is making sure that your partners can easily access it. A content library tool in your PRM should let you automate who can access what to make sure the right content is reaching the right audiences.

And, as with any marketing or sales strategy, knowing what’s working and what needs tweaking is key to success. With PRM software you can track engagement with your content to see what’s resonating and what’s not. Measuring your channel content’s effectiveness – by looking at metrics like content clicks, the number of co-branded materials created or engagement – is just as important as creating the right content pieces.

People tend to look for the magic solution or the blueprint. There’s a reason why so many partnerships fail – because there is no blueprint to copy. They are all unique.

Start with a partner strategy and make sure you’re not making the mistake of just repeating what other people do and then being surprised that it doesn’t work for you.

– Martin Scholz,

   Co-Founder of PartnerXperience

Engaging: Activating and Motivating Partners

Once you’ve made the investment of recruiting the right partners and setting them up for success, it’s important to continue finding ways to activate and motivate them.

These kinds of efforts require a feedback loop from partners to make sure that they continue to feel engaged – it’s not a set-it-and-forget-it strategy.

Engagement and touchpoints for partner activation

What does an activated partner look like? It’s not the same as enlisted or onboarded – it goes much deeper than that.

Actions that indicate activation might include:

You see why activation is worth the effort. The payoff can be huge. But getting there takes time and effort.

The best tactics to increase channel partner activation are many of the same ones you may be thinking about to increase overall engagement in your partner program, like:

• Managing expectations from the beginning
• Providing opportunities for growth, in addition to compensation
• Offering ongoing support and training
• Winning together with co-branding and co-marketing campaigns
• Creating an engaged community of partners

Ultimately, though, figuring out how to motivate and engage partners on an individual level – knowing what makes them tick – is foundational to successful activation.

A faux pas that a lot of partner programs do is they go ‘Here’s my rudimentary structure of rates and tiers’ and they launch into the market.

But they haven’t interviewed any of their key partners ahead of that to ask ‘Does that interest you? Does this excite you?’ And then they wonder why no one is pushing deals their way.

– Daniel Lancioni,

  Senior Director of Partner Success at Reveal

Commission structures and incentives

Without a doubt, incentives motivate partners and drive sales. Deciding what incentives to offer and setting up the right commission structure can be a bit more tricky, though.

In broad strokes, incentives can depend on the partner type and tier, the effort and investment they are putting into the sale, and the method of revenue generation.

A partner that is helping close deals is different from one that is acting as a referral. Resellers, for example, typically receive a commission of a set percentage for opening doors and making introductions. A technology partner with a deep integration that took more upfront investment from both parties, on the other hand, will likely have larger expectations about compensation for their efforts.

Of course, there may be times when your sales pipeline is slowing down and ramping up incentives quickly can reverse that. In those cases, you may decide to offer more competitive compensation for a set period of time as additional motivation.

Common types of incentives and commissions are:

One of the most important aspects of setting an effective commission structure and incentives are simply communicating with your partners. What is it that they want? What motivates them and why did they choose to partner with you?

Of course, there are constraints in terms of what you can offer a partner just based on the margins set by the business. But in many cases, there are ways to offer more tailored incentives that motivate individual sales reps or partner organizations that aren’t just more money.

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Expert Guide: How to Build a Channel Partner Program

Channel partner programs have become essential for businesses wanting to expand their market reach and drive growth. This comprehensive guide on how to build a channel partner program offers a roadmap for building and managing a successful program. 

From setting objectives to fostering strong relationships, each step is crucial. We’ll cover program structure, partner identification, incentives, enablement, performance measurement, and continuous improvement. 

Whether starting from scratch or improving an existing program, this guide provides practical insights to navigate the complexities and unlock the benefits of collaborative partnerships. 

After reading the guide, reach out to us if you have questions on how we can support your channel partner program. 

What Is A Channel Partner Program

Channel partner programs are strategic initiatives implemented by companies to establish collaborative partnerships with external organizations, known as channel partners, to market, sell, and distribute their products or services. 

By formalizing the relationship between the company and its channel partners, a channel partner program enables effective collaboration, shared responsibilities, and a structured framework for joint success.

Benefits of Channel Partner Programs

Channel partner programs bring numerous advantages to businesses seeking to increase their market potential. Here are 7 benefits a channel partner program can provide your business.

• Expanded Market Reach:  Channel partner programs provide access to new markets and customer segments through channel partners’ established networks and customer bases, allowing companies to extend their geographic coverage and penetrate untapped markets.
• Increased Sales and Revenue:  By leveraging channel partners’ expertise and customer relationships, companies can drive sales volume and revenue growth beyond their direct efforts.
• Cost Efficiency:  Channel partner programs offer a cost-effective distribution model by utilizing the infrastructure, resources, and capabilities of channel partners, minimizing the need for direct investments in additional sales channels or physical presence.
• Market Expertise:  Channel partners often possess in-depth market knowledge, industry expertise, and an understanding of local customer preferences, enabling companies to benefit from their insights and adapt their offerings accordingly.
• Enhanced Customer Service and Support:  Channel partners can provide localized customer support, implementation services, and post-sales assistance, improving customer satisfaction and retention.
• Flexibility and Agility:  Partnering with channel partners allows companies to scale operations, respond to market demands, and seize emerging opportunities by leveraging the partners’ existing infrastructure and capabilities.
• Competitive Advantage:  A well-structured and effectively managed channel partner program can differentiate a company from its competitors by offering a wider range of solutions, faster time-to-market, and localized support.

Overview of Building a Successful Channel Partner Program

Building a successful channel partner program involves several key steps we’ll discuss in detail. 

In the first part of the guide, we’ll go through the steps you need to start a channel management program (Steps 1-6). Then, in the last part, we’ll integrate what we developed to establish a long-term channel partner program (Steps 7-9).

Below is a high-level overview of the process we’ll discuss in detail.

• Program Objectives:  Clearly define the goals and objectives of the program, aligning them with the overall business strategy.
• Target Market Analysis:  Conduct thorough market research to identify target market segments, customer needs, and the existing channel landscape.
• Partner Recruitment and Selection:  Develop criteria for partner selection, design a strategic recruitment strategy, and establish an efficient onboarding process.
• Program Structure and Incentives:  Define the program structure, and determine partner benefits, incentives, and rewards to motivate performance.
• Performance Measurement and Analytics:  Define key performance indicators (KPIs), implement tracking systems, and analyze data to optimize program performance.
• Sales and Marketing Support:  Provide comprehensive sales and marketing collateral, collaborate on joint marketing efforts, and offer training and enablement programs.
• Partner Relationship Management:  Establish effective communication channels, provide ongoing support, and implement mechanisms for partner evaluation and feedback.
• Program Scalability:  Build a program that can scale and grow based on market and customer needs.
• Continuous Improvement:  Regularly review the program, seek feedback, and make necessary adjustments to adapt to market trends and partner needs.

By following these steps, companies can build a strong foundation for their channel partner program and maximize the benefits of strategic partnerships. Now let’s dive deeper to understand each step.

Step 1: Setting Channel Partner Program Goals and Objectives

Setting clear goals and objectives (G&Os) is crucial in building a successful channel partner program. So don’t skip this process when starting your program. Here’s what you need to do:

Identify the primary objectives of the channel partner program

• Determine the main goals the program seeks to achieve, such as increasing market share, expanding geographical reach, or driving revenue growth.
• Consider the specific challenges or opportunities within the industry that the program can address.

Define specific goals and metrics for measuring success

• Establish quantifiable and time-bound goals that reflect the desired outcomes of the program.
• Example goals may include revenue targets, market penetration rates, partner acquisition numbers, or customer satisfaction ratings.
• Develop key performance indicators (KPIs) to measure progress towards these goals, such as partner-generated revenue, lead conversion rates, or partner satisfaction scores.

Align program goals with overall business objectives

• Ensure that the channel partner program objectives are closely aligned with the broader goals and strategies of the business.
• Consider how the program can contribute to overarching business objectives, such as increasing market share, expanding into new markets, or launching new products.
• Seek input from key stakeholders across different departments to ensure alignment and gather diverse perspectives.

Your channel partner program gains a clear direction and purpose by carefully identifying the primary objectives, setting specific goals, and aligning them with the overall business objectives. 

This clarity facilitates effective decision-making, resource allocation, and performance evaluation throughout the program’s lifecycle. Now that you understand your G&Os, it’s time to learn more about your market.

Step 2: Understanding Target Market and Channel Landscape

Successful channel partner programs have a deep understanding of the target market and the channel landscape. To understand the market, you need to conduct market research, analyze the competitive landscape, and identify target market segments, customer needs, and partner fit.

Conduct Market Research

• Perform comprehensive market research to gather insights and data regarding the target market and potential channel partners.
• Utilize market research methods such as surveys, interviews, and data analysis to gather information on market trends, customer preferences, and purchasing behavior.
• Identify market opportunities, customer pain points, and emerging trends that can guide the development of the channel partner program.

Analyze the Competitive Landscape and Existing Channel Programs

• Evaluate the competitive landscape to understand the key players, market share, and channel strategies.
• Analyze existing channel programs in the industry to identify best practices, gaps, and areas for differentiation.
• Assess the strengths and weaknesses of competitors’ partner programs to develop strategies that provide a competitive advantage.

Identify Target Market Segments, Customer Needs, and Partner Fit

• Segment the target market based on demographic, geographic, psychographic, and behavioral factors to create focused strategies for different customer segments.
• Understand customers’ specific needs and pain points within each target market segment.
• Determine the compatibility between the channel partners’ capabilities, expertise, and target market segments to ensure a strong partner fit.
• Consider factors such as partner alignment with your product or service offering, their existing customer base, and their ability to reach and engage the target market.

You can make informed decisions when selecting and engaging channel partners by thoroughly understanding the target market and channel landscape. 

Your initial research lays the foundation for designing an effective channel partner program that aligns with customer needs and market dynamics. And once you understand the market and landscape, you’ll have a better idea of the type of channel partner you need to recruit.

Step 3: Channel Partner Recruitment and Selection

For your channel partner program to be successful, you must carefully identify and recruit partners who align with your business goals and represent your brand. 

Follow the steps below to identify and recruit the best channel partners aligned to your needs.

Develop criteria for channel partner selection and qualification

• Define critical criteria that align with your program goals, such as industry experience, geographic coverage, customer base, technical expertise, and cultural fit.
• Establish specific qualification requirements to ensure potential partners meet the necessary criteria.
• Utilize a scoring system or rating scale to assess partner candidates objectively.

Create a channel partner profile to identify the ideal partner attributes

• Identify the characteristics and qualities that align with your program goals.
• Consider factors like company size, market reputation, financial stability, sales capabilities, and willingness to invest in the partnership.
• Include elements such as shared values, commitment to customer success, and ability to collaborate effectively.

Design a comprehensive channel partner recruitment strategy

• Determine effective channels and methods to reach potential partners, such as:
• Industry events, trade shows, online platforms, and referrals.
• Craft compelling messaging that highlights program benefits and unique value proposition.
• Utilize targeted marketing campaigns to attract potential partners who meet your criteria.
• Engage with industry associations, trade organizations, and professional networks to identify and connect with qualified candidates.

Establish a streamlined channel partner onboarding process

• Create an onboarding program that familiarizes partners with your company, products/services, and program requirements.
• Provide clear documentation and guidelines on program expectations, rules, and benefits.
• Offer training and resources to ensure partners understand your products, sales processes, and any specific tools or systems they need to utilize.

By systematically selecting and recruiting partners aligned with your business objectives, your channel partner program can attract the right partners who will contribute to its success.

Read below how we helped our financial services client identify and assess channel partners in the US and the Middle East:

Step 4: Develop a Channel Partner Program Structure and Incentives

Creating a well-defined program structure and designing appropriate incentives are crucial to building a successful channel partner program. So let’s walk through some best practices for establishing your program structure and incentives. 

Then, you can adapt them based on your goals and needs. 

Define the Program Structure

The program structure lays the foundation for how channel partners engage with your organization. 

It involves designing a framework that outlines the program’s different tiers, levels, or specializations. When defining the structure, consider partner capabilities, market reach, and commitment levels. The groups could include:

• Entry-level tiers for new partners.
• Higher tiers for experienced and high-performing partners.
• Specialized tracks for partners with specific expertise.

Determine Partner Benefits, Incentives, and Rewards

To attract and motivate channel partners, it’s essential to determine the benefits, incentives, and rewards they will receive. The options could include financial incentives, such as discounts, rebates, or commissions on sales. 

Non-financial incentives like recognition programs, access to exclusive resources, or priority support can also be valuable. Tailor these incentives to align with partner performance and the desired behaviors that drive mutual success.

Create a Clear and Compelling Value Proposition for Partners

A clear and compelling value proposition is essential for attracting and retaining channel partners. Communicate the benefits and advantages of partnering with your organization, highlighting the unique value they gain by participating in the program. 

This value proposition should address market differentiation, product or service advantages, training and support offerings, and potential revenue and growth opportunities.

Develop a Partner Training and Enablement Plan

Comprehensive partner training and enablement plans are crucial for equipping channel partners with the knowledge and skills to sell and support your products or services. Develop a structured training curriculum that covers product knowledge, sales techniques, marketing strategies, and any specialized training relevant to your offerings. 

Additionally, provide ongoing support and resources such as sales enablement materials, product documentation, and access to online training platforms. We’ll talk more about this in the relationship management section.

By defining a clear program structure and incentives, you can create a channel partner program that attracts, motivates, and enables partners to drive mutual success. 

These elements form the backbone of a solid and collaborative relationship with your channel partners, fostering growth and maximizing the program’s impact.

Step 5: Performance Measurement and Analytics

Effective performance measurement and analytics are essential to a successful channel partner program. By defining key performance indicators (KPIs) and using analytics to track your partners, you can gain valuable insights to evaluate program effectiveness. Below are four recommendations to optimize performance for improved return on investment (ROI). 

But we’ll revisit these more in the relationship management section as well.

Define Key Performance Indicators (KPIs) for Program Evaluation

You need the ability to evaluate the success of your channel partner program. Therefore, defining relevant KPIs aligned with your program objectives and overall business goals is crucial. Examples of KPIs may include:

• Revenue Generation: Measure the revenue generated through channel partner sales and track it against set targets.
• Partner Acquisition: Monitor the number of new partners onboarded and their quality to ensure effective partner recruitment.
• Sales Growth: Track the percentage increase in sales from partners over specific periods.
• Market Share: Assess the market share captured through channel partner sales compared to competitors.
• Customer Satisfaction: Measure customer satisfaction levels with partner interactions and service delivery.

By defining and regularly tracking these KPIs, you can assess the performance of your program and identify areas for improvement.

Implement Tracking Systems to Measure Partner Performance

Implement robust tracking systems that capture relevant data to measure partner performance accurately. 

Your system may include using customer relationship management (CRM) tools, partner portals, and performance dashboards. 

Your tracking systems should enable real-time visibility into partner activities, deal registrations, lead conversions, and other key metrics.

Additionally, establish clear guidelines and procedures for partners to report their sales activities and provide timely updates on customer interactions. 

Finally, review and validate the accuracy of partner-reported data to ensure data integrity and reliability. Trust, but verify.

Analyze Data and Metrics to Assess Program Effectiveness

Analyze the collected data and metrics to gain insights into the effectiveness of your channel partner program. Your analysis should incorporate individual partner performance and overall program performance. 

Key areas to focus on include:

• Sales Performance:  Evaluate partners’ sales revenue, growth rates, win rates, and average deal size to identify top-performing partners and areas for improvement.
• Pipeline Analysis:  Assess the health and progress of partner-generated sales opportunities, identifying bottlenecks and areas needing support.
• Partner Engagement:  Analyze partners’ engagement levels, training completion rates, and utilization of provided resources to gauge their commitment to the program.
• Program ROI:  Calculate the return on investment by comparing program costs against generated revenue and other financial metrics.

Analyzing these metrics allows you to identify trends, strengths, weaknesses, and opportunities to make informed decisions and improve program effectiveness.

Make Data-Driven Decisions to Optimize Program Performance and ROI

Utilize the insights derived from performance measurement and analytics to make data-driven decisions for optimizing program performance and maximizing ROI. 

Some strategies for improvement may include:

• Partner Development:  Identify partners who require additional training, resources, or support to enhance their performance and provide targeted enablement programs.
• Incentive Optimization:  Adjust partner incentives based on performance analysis to drive desired behaviors and reward top-performing partners.
• Process Refinement:  Streamline program processes, such as deal registration, lead management, and sales enablement, based on data-driven insights to reduce friction and increase efficiency.
• Program Expansion:  Identify market segments or geographic regions where you could expand the program based on successful partner performance and market demand.

Revisit your performance measurement and analytics process to ensure ongoing program optimization and alignment with evolving business objectives.

By measuring and analyzing performance, you can improve their channel partner program, drive partner success, and achieve higher overall program performance and ROI.

Step 6: Providing Sales and Marketing Support to Your Channel Partners

If you want your channel partners to be successful, you need to provide them with sales and marketing support. Your support should go beyond collateral to include training, deal support, and co-marketing initiatives.  

Provide partners with comprehensive sales and marketing collateral

Equipping your partners with effective sales and marketing collateral is essential for their success. Develop high-quality materials, including product brochures, datasheets, presentations, case studies, and whitepapers. 

Your materials should highlight your products or services’ key features, benefits, and value propositions. Tailor the collateral to address specific market segments and customer pain points to enable your partners to communicate your offerings to their target audience.

Collaborate on joint marketing campaigns and co-marketing initiatives

Collaboration is vital to building healthy partnerships with your channel partners. Work closely with them to develop joint marketing campaigns and co-marketing initiatives. 

Your campaigns can include webinars, industry events, co-branded content creation, and joint advertising. By pooling resources and leveraging each other’s strengths, you can maximize the impact of your marketing efforts and reach a wider audience.

Offer lead generation programs and deal support

Support your partners in generating leads and securing new business by implementing lead-generation programs and providing deal registration support. 

For example, implement lead-sharing mechanisms, and lead referral programs or provide qualified leads directly to your partners. 

Additionally, establish a deal registration process that allows partners to register their sales opportunities, protecting their efforts and ensuring fair distribution of leads within your channel network.

Conduct regular sales training and enablement activities

Continuous training and enablement are essential to keep your partners well-informed and equipped to sell your products or services. Therefore, develop a comprehensive training program that covers product knowledge, competitive positioning, sales techniques, objection handling, and market trends. 

Conduct regular training sessions, both in-person and virtual, and provide ongoing support through webinars, online resources, and dedicated partner portals. 

Additionally, keep your partners updated with product enhancements, new features, and market insights to ensure they are always equipped with the latest information.

By providing comprehensive support, you empower your partners to position, promote, and sell your products or services effectively. 

Step 7: Channel Partner Relationship Management

Building strong relationships with channel partners is crucial for the success of a channel partner program. And an effective channel partner relationship management ensures open communication, ongoing support, and collaborative engagement.

But you must also use your relationship management program to hold your channel partners accountable for their actions and performance.

[Throughout this guide, we’ve touched on several of these individual concepts, for example, KPIs and sales support. But we’re mentioning them again to emphasize the need to develop an integrated relationship management system.]

Below are four best practices for managing partner relationships to maximize performance and drive mutual growth.

Establish Effective Communication Channels with Partners

Open and transparent communication is vital for fostering solid relationships with channel partners. 

And establishing effective communication channels helps ensure alignment, address challenges, and maintain regular interaction. Key considerations include:

• Clear Communication Channels:  Define communication channels, such as email, phone, or online collaboration platforms, to facilitate timely and efficient communication between your organization and partners.
• Regular Updates and Newsletters:  Provide regular updates, newsletters, or partner bulletins to inform partners about product updates, promotions, industry trends, and other relevant information.
• Dedicated Partner Portal:  Create a dedicated partner portal or online platform where partners can access resources, training materials, and sales tools and collaborate with your organization and other partners.

Provide Ongoing Support and Resources to Partners

Provide comprehensive support, guidance, and other resources to empower your channel partners. The resources you created in several steps above ensure that partners are onboarded and have the necessary knowledge, tools, and assistance to sell and support your products or services. 

Below are there areas where you can wrap support activities into your relationship management program:

• Training and Enablement Programs:  Use the training and enablement programs to create certification courses and sales enablement resources to equip partners with in-depth product knowledge, sales skills, and technical expertise.
• Dedicated Partner Support Team:  Establish a dedicated partner support team to address partners’ questions, provide technical assistance, and offer timely resolutions to issues or concerns.
• Co-marketing Opportunities:  Collaborate with partners on joint marketing initiatives, co-branded campaigns, and events to enhance their marketing capabilities and create mutually beneficial marketing opportunities.

Implement a Structured Partner Performance Review Process

Regularly assessing partner performance helps identify strengths, areas for improvement, and opportunities for mutual growth. You can effectively measure and evaluate partner performance by implementing a structured partner performance review process. 

Here are three ideas for your performance review process:

• Key Performance Indicators (KPIs):  Use the KPIs you created in Step 5 to evaluate partner performance objectively.
• Scheduled Performance Reviews:  Conduct regular performance reviews with partners to assess their progress, discuss performance metrics, identify challenges, and collaboratively develop action plans for improvement.
• Partner Scorecards:  Utilize partner scorecards or performance dashboards to provide partners with transparent insights into their performance, highlighting areas of excellence and areas requiring attention.

Address Partner Feedback, Concerns, and Fostering Collaboration

Active listening, addressing partner feedback, and fostering collaboration are essential for building strong relationships. Creating a supportive and collaborative environment can enhance partner satisfaction and loyalty. Consider these three best practices for building a collaborative environment:

• Partner Advisory Council:  Establish a partner advisory council or regular partner feedback sessions to solicit input, gather feedback, and involve partners in shaping the direction of the program and addressing their concerns.
• Regular Check-ins and Q&A Sessions:  Conduct periodic check-ins and Q&A sessions to address partner questions and concerns while gathering insights on market dynamics or competitive challenges.
• Promoting Collaboration:  Encourage collaboration among partners through networking events, partner forums, or online communities where they can share best practices, exchange ideas, and learn from each other.

You can foster a mutually beneficial and thriving partnership ecosystem by effectively managing channel partner relationships through open communication, ongoing support, structured performance reviews, and collaborative engagement. 

This approach strengthens loyalty, drives partner performance, and fuels growth for your organization and channel partners.

Step 8. Build a Program For Scalability and Growth

Scalability and growth are crucial considerations when developing a channel partner program. To achieve this, follow these steps:

Design a scalable infrastructure and processes 

Review and refine the program structure to accommodate a growing partner base. For example, consider tiered or specialized partner levels. 

Additionally, implement scalable systems and technology, such as partner relationship management platforms, to streamline operations. And develop comprehensive program documentation and ensure easy access to resources through a centralized portal.

Assess resource requirements and scalability challenges 

Evaluate the capacity and expertise of your team. Determine if additional resources, like dedicated channel managers, are needed. 

Assess training needs and consider infrastructure upgrades to support increased partner engagement.

Establish mechanisms for growth and support 

Implement effective communication channels to engage partners and provide timely support. Foster collaborative planning and create a scalable support structure. 

Enhance performance tracking and recognition to motivate partners.

Your channel partner program will thrive by designing a scalable infrastructure, assessing resource needs, and establishing growth-supporting mechanisms. 

Continuously monitor and refine these elements to meet changing market dynamics and partner needs.

Step 9: Continuous Channel Partner Program Improvement

Continuous improvement is required to ensure your channel partner program’s long-term success and effectiveness. By actively seeking feedback, conducting program reviews, and staying updated with market trends, you can identify areas for enhancement and implement necessary changes. 

Here are a few recommendations for continuous improvement:

Conduct Regular Program Reviews, Audits, and Benchmarking

Regular program reviews and audits are critical to evaluate the performance and impact of your channel partner program. 

Assessing key metrics, such as partner productivity, revenue generation, and customer satisfaction, can provide valuable insights. And benchmarking against industry standards and best practices helps identify areas where your program may fall short or excel.

Seek Feedback from Channel Partners and Internal Stakeholders

Engaging with your channel partners and internal stakeholders is vital for comprehensively understanding the program’s strengths and weaknesses. 

Solicit feedback through surveys, focus groups, and one-on-one conversations to gather insights on their experiences, challenges, and suggestions for improvement. This feedback can help you identify pain points, streamline processes, and enhance partner engagement.

Identify Areas for Improvement and Implementing Necessary Changes

Based on the feedback received and the results of program reviews, identify specific areas for improvement. These areas include addressing partner concerns, streamlining administrative processes, refining program structure, or enhancing training and enablement resources. 

Then, develop a prioritized action plan to implement necessary changes, ensuring they align with program goals and overall business objectives.

Stay Updated with Market Trends and Adapt the Program Accordingly

Market dynamics and customer needs evolve, making it crucial to stay updated with industry trends and adapt your channel partner program accordingly. Monitor market changes, emerging technologies, and competitive developments that may impact the effectiveness of your program. 

This proactive approach allows you to adjust program elements, such as partner enablement strategies, marketing initiatives, and incentive structures, to align with evolving market conditions.

By consistently reviewing, adapting, and improving your channel partner program, you can foster stronger relationships with partners, drive increased performance, and maintain a competitive edge in the marketplace. 

Embrace a culture of continuous improvement to ensure your program remains relevant, effective, and aligned with the changing needs of your channel partners and the market.

Building a well-designed and effective channel partner program is a strategic initiative that can yield numerous benefits for your business. This guide explored the key steps and components of creating and growing a successful channel partner program.

By implementing a well-built channel partner program, you can leverage the strengths and capabilities of your partners to achieve mutual growth and success. 

And with a solid foundation in place, continuous program management, improvement, and flexibility will enable you to navigate the dynamic business landscape and drive long-term success.

Remember, a channel partner program is a journey rather than a one-time endeavor. But, by following the outlined steps and embracing a mindset of continuous improvement, your channel partner program can become a strategic asset that fuels your business’s growth and profitability.

Contact us if you want to learn more about how we can help your channel management program. We’d be happy to support you.

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3 Steps to a Successful Channel Partner Program

Channel partnerships are a high impact strategy for growing your company and a good partnership can provide access to new customers and references that bring in business. Follow these action steps to define, refine and secure a channel partnership. Step 1: Determine a channel partnership

Clément cazalot, share article.

Channel partnerships are a high impact strategy for growing your company and a good partnership can provide access to new customers and references that bring in business.

Follow these action steps to define, refine and secure a channel partnership.

Step 1: Determine a channel partnership strategy

A channel partner distributes goods and services. There are three major types of channel partnership options to distribute your product.

1. You sell through your partner.

Product companies sell their product through a third party storefront. Retailers are partners to products they think will sell with their customers. 

This is the case with AppExchange on Salesforce, the AppStore for Apple or any marketplace. Another classic example is GILT Groupe, who partners with brands like Calvin Klein and Quicksilver, providing distribution by promoting products at discounts. This is a powerful strategy, acting as a source of potential customers as your partner grows.

2. Your partner sells with you.

Here, partners sell your products as an upsell or missing value proposition. Any company that offers your service as a way to expand their offering fits into this category. For example, a car reseller might work with a bank to upsell a car loan, or a software vendor might complement its offering with another partner.

When Microsoft embeds an antivirus demo in its operating system, or when online services like Box bring in security providers to complement their enterprise offer, they are also employing this strategy.

3. Your partner sells for you.

Any partner acting as the promoter or seller of your product falls into this category. This partner is 1) a sales and marketing partner using marketing and sales resources to promote your product to new markets, or 2) a value added reseller, using your service as part of their own service offering. This provides additional value in the operation of that service, instead of simply selling it.

This is the case in any distribution partnership, from your local supermarket, to more traditional distributors. This is also the case in an OEM partnership, like Dell selling computers with Intel processors inside.

This scenario is the most complex because you have to make sure that your partner has an incentive to sell your product.

Step 2: Identify relevant partners and grade them

There are a number of factors to consider to ensure a partnership is relevant and profitable:

• What market reach do you need? A local partner might be faster to “close” than a national partner, and could be helpful if you are targeting a niche market.
• Do they complement your product? Determine how each partner might help you reach your goals.

How well does your solution fit the need of the customer? How likely are your partner’s customers to purchase?

Once you have a good sense for each partners potential, score them:

• “A” partners have the above traits in spades. A deal with these partners is likely to be very impactful.
• “B” partners have these traits to a lesser degree. These partners might drive less revenue but may be faster.

Step 3: Develop a coherent plan for reaching these companies

Now that you have established criteria for partners, reach out to these companies and establish a connection. Here’s how:  Start with companies that will take a chance with you.

B partners are more accessible than A partners. These partners may have a small, regional customer base but could be fast to work with, and willing to take on new products.

If your partner is selling your product, develop a relationship with their sales team. By doing this, they are more likely to suggest your product.

Develop a compelling value proposition and pitch it to that company. Position your company as a value add to the partner. Does your product help a company drive profits? Your offering should add revenue to your partner’s product line.

Step 4: Drive growth through your partners

Channel partners boost sales, decrease time to market, and provide access to competitive markets. So get started on building channel partnerships today.

Clement Cazalot  ( @clementc ), co-founder & CEO of  docTrackr  –  document control software  for businesses and salespeople – that is distributed through channel partners like Microsoft SharePoint and Box. On Twitter:  @docTrackr .

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10 Types of Channel Partnerships That Can Transform Your Growth Potential

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Start by understanding the advantages and limitations of each type so you can focus on the channels that align most closely with your business goals.

As an advisor on sales and go-to-market strategies, I have spoken to dozens of CEOs tasked with accelerating company growth. Over the years and under normal economic conditions, what surprises me is how few have considered an indirect go-to-market strategy that uses channel partnerships to help scale, expand into new markets, build brand recognition and enhance product value.

Conversely, during COVID when sales strategies were flipped upside down and now as we prepare for another challenging market, I’ve heard many companies talk about exploring channel partnerships, especially when their direct go-to-market strategies simply aren’t working as well anymore.

In a previous GrowthBit , I outlined the key factors to look at when evaluating if a channel strategy is a viable way to accelerate sales for your company. In this post, I’ll look at 10 different types of channel partnerships, the benefits they offer and the companies most likely to benefit from each, to help you determine the right one(s) for your business model and growth objectives.

The Different Types of Channel Partnerships:

1: channel value added resellers (vars).

Channel VARs (also referred to as Solution Providers) are the most well-known channel partners. Simply put, channel resellers take your product, add profit margin and deliver it to end users with value added in many ways. They can be regional partners who specialize in a specific geographic area or national in scope, with enough reach to manage a wider customer base. Others specialize in vertical markets or specific industries such as healthcare or oil & gas.

Channel VARs are often more receptive to embracing new technologies, which helps smaller companies get their products and services to market faster.

Key benefit: Channel VARs (solution providers) can significantly increase your sales volume by selling your solution to their existing customer base. They are also often more receptive to embracing new technologies, which helps smaller companies get their products and services to market faster.

Ideal for companies that:

• Have a new technology coming to market
• Want to reach a broader market.
• Need to broaden their market
• Need to break into specific regional or vertical markets.
• Don’t have the resources to scale up their own marketing and sales efforts.

2: Service Delivery Partners

Service delivery partners don’t resell a product or software. They enhance its value to the end user by providing a host of services, from presales consulting to installation to managed services, personalizing the solution to fit the end user’s unique needs. For example, a service delivery partner may help to configure a patient management system to the needs of cosmetic surgery clinics.

Key benefit: These types of services can make your company’s products more attractive by reducing the pain of implementation and increasing the value and relevance to a specific market. They also accelerate the product absorption to the end user, accelerating future sales and increasing customer satisfaction.

• Want to enhance end-user customer experience and satisfaction.
• Do not have the resources to build and maintain a large in-house service staff.
• Do not have the expertise or reputation within the required vertical.
• Want to partner rather than compete with reputable service specialists.

3: Technology Alliance Partners

Technology alliance partners offer a technology that is complementary to the solution you offer. As with service delivery partners, this partnership often involves no reselling; it simply brings two products together as an integrated solution. For example, if you sell software for X-ray machines, you may choose to partner with a company that manufactures and sells the machines themselves.

In an alliance partnership, technology will be enhanced by the addition of software, accessories or features that create a competitive advantage.

Key benefit: Your company and its technology will benefit from the association with a trusted partner, and your technology will reach a new market segment. You may also enjoy co-marketing activities that enhance your visibility. As for your partner, their technology will be enhanced by the addition of software, accessories or features that give them a competitive advantage.

• Could benefit from co-marketing opportunities.
• Will benefit from the technology integration of the two companies.
• Will benefit from association with a trusted brand.
• Want to reach new market segments.

4: High Velocity Partners (aka Fulfillment)

Fulfillment partners can help your company manage the administrative and contractual challenges of selling your products at scale. Unlike delivery partners, they don’t add significant value by offering high-touch, customized services, but they can manage order fulfillment on a high volume of transactions for a relatively low rate.

Key benefit: Your company can significantly increase sales while keeping administrative costs low. The right fulfillment partner may also be able to sell your products to hard-to-reach markets through pre-existing contracts with the government or other buying consortiums.

• Maintain high transactional volumes.
• Want to scale up rapidly to achieve even higher sales volumes.
• Sell simple products that are relatively easy to install and use or…
• Have the resources in-house to offer value-added.
• Need an intermediary to contract and transact on their behalf.

5: Cloud Service Providers

Cloud service providers often don’t resell a product, but they offer some component of cloud computing —typically IaaS, SaaS or PaaS—by hosting your solution in the cloud to improve speed, security and flexibility. Examples include Amazon Web Services (AWS), Microsoft Azure and Google Cloud Services (GCS). There are also “Born in the Cloud” providers (BICs) that deliver solutions from one of the cloud providers, offering users more solution flexibility and elasticity while simplifying the deployment of those services.

If you’re a software company, a cloud service provider enables you to deliver a powerful, reliable solution to the end user in a simplified way.

Key benefit: If you’re a software company, a cloud service provider enables you to deliver a powerful, reliable solution to the end user that’s simplified thanks to off-premise hosting.

• Have a software product that would benefit from cloud hosting.
• Looking to get scale by taking advantage of the brand recognition and market share of the Big 3 cloud providers.

6: Managed Service Providers

Managed service providers remotely manage a customer’s IT infrastructure and end-user systems, typically on a proactive basis and under a flexible subscription model. While a delivery partner makes the initial setup easier for the end user, a managed service provider offers ongoing services that reduce the burden on the end user on an ongoing basis .

Key benefit: A managed service provider can make your software solution more attractive to a wider range of end users by eliminating the technical and administrative resources required by the end user to manage and maintain it.

• Want to reduce friction and increase sales by offering effortless setup and management.
• Want to improve adoption and retention by simplifying the experience for the end user.
• Want to increase the opportunities for up-sell or cross-sell.

7: Global Systems Integrators (GSIs)

Global systems integrators build computing systems by combining hardware, software, networking and storage products from multiple vendors. Examples include Accenture, PwC, Deloitte and IBM Global Services, to name just a few. They are large firms that build very large, complex, multi-vendor solutions for some of the biggest companies in the world, such as Boeing or Bank of America.

Key benefit: While channel resellers can help you sell to small-to-midsize companies, systems integrators can help you break into the lucrative enterprise market.

• Want to get their solutions in the hands of high-profile, blue-chip enterprises.
• Have a solution that’s superior to a legacy product that the integrator is currently using.
• Are ready to provide their solution on the scale required to service a massive market.
• Offer a solution that requires additional services, which is where the system integrator can earn more revenue.

8: Embedded Partners (often referred to as “white label” partners)

White label partners embed your solution into their own and sell it to end users under their own brand.

Key benefit: : Allowing products to be “white-labeled” by other brands can be a powerful way to increase sales for companies with limited cost of sales that are focused on growth.

• Are looking for a relatively quick and easy way to boost sales.
• Are prioritizing sales growth over brand recognition.
• Don’t currently have the internal bandwidth to offer managed services to end users.

9: Original Equipment Manufacturers

Original equipment manufacturers (OEMs) embed your products into their own solutions and sell them to end users. Similar to white label partners, OEMs sell these integrated solutions under their own brand.

Key benefit: OEM partnerships can help companies find new markets for their products and new applications for their technology.

• Want to increase their access to new markets.
• Are ready to meet the standards and requirements the OEM sets.
• Have a strategy to NOT sell directly to end users themselves.

10: Strategic Partners

Strategic partners may fall into several of the categories defined above, but what sets them apart is their ability to drive significant revenue and deliver value that supports your company’s strategy. They may fit the role of multiple partner types, and that role may evolve over time as your business capabilities and goals evolve. A fulfillment partner, for example, may help your company expand nationally and could also offer managed services that significantly increase your customer lifetime value.

The takeaway here is to keep an open mind and not let a narrow definition limit the way you see a partner’s value—every partner has the potential to further your company’s strategic goals.

A fulfillment partner may help your company expand nationally and could also offer managed services that significantly increase your customer lifetime value.

Here’s the bottom line.

Teaming up with one or more channel partners can be one of the surest ways to accelerate company growth. If you’re ready to explore different routes to market, there is a wide spectrum of partner types to explore. Each has pros and cons . Start by understanding the advantages and limitations of each type of channel partnership so you can focus on the ones that align most closely with your business goals. But don’t get too hung up on labels: many of these relationships will change, evolve and deepen over time, which is when they deliver the greatest value to your company.

If you are just beginning to utilize a channel, do not try to turn up all the different routes to market. Spend the time and align with the partner that best complements your technology and will help your business scale. Don’t boil the ocean – focus.

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How to Create a Channel Partner Engagement Plan in 30/60/90 Days

Channel news directly into your inbox.

Channel partner engagement is both essential to – and a reflection of – the strength of your partner relationships.

No partner engagement plan can generate long-term results with a partner that isn’t a fit for your company and its services. make sure you’re targeting best-fit partners upfront., every partnership is different. different partners may require different engagement processes., make sure you’ve got what you need to drive engagement. partner engagement requires that asset- and partner-enablement processes are in place., in the first 30 days, you and your partner will learn about each other – including the value you can deliver your partners via incentives – and set goals., 60 days into your plan, you’ll be educating customers and helping them start to sell your solutions., at the 90-day mark, you’ll be making refinements with partners where needed, starting up your quarterly business reviews (qbrs), and helping your partners go to market with your solutions more extensively., at 12 months and onward, you’re celebrating a successful partnership and keeping the relationship refreshed and renewed through ongoing communication, regular meetings and goal alignment..

It stands to reason that increasing your partner engagement program’s stickiness can help you keep a steady stream of partner revenue flowing. Keeping partners engaged is what long-term channel success is all about, after all. And it’s essential to building those big revenue engines that make the channel such a powerful tool for growth.

In our most recent column detailing partner engagement best practices , we turned to a panel of partner engagement experts and asked them to share some of their best insights for increasing program stickiness. They covered everything from the program challenges to re-engaging inactive partners – all good, actionable advice that can help you get your arms around a complex and challenging subject.

To help put that into a timeline, we asked those same experts to break down a successful engagement program into steps at the following milestones: 30 days, 60 days, 90 days and 12-months-and-onward. Before we dig into those, here are three tips to help you set up your engagement program for success:

TIP #1: Target the Right Channel Partners for Your Company

Think of them like buyer personas your marketing team develops for retail customers, but instead of helping you target the right accounts for your services, they help you find the right partners to distribute your services.

Steve Braverman , Founding Partner for EagleTEQ Advisors , stresses the importance of this process. “Be selective about the partners you’re onboarding,” he says.

Rackspace Global Partner Manager Vicki Patten agrees. “Don’t try to boil the ocean and be everyone’s partner,” she says. “Focus on great-fit partners and [technology services brokers] that are truly trying to grow with the solutions that you offer. Build strong relationships with those people who can drive their ecosystems to you.”

TIP #2: Tweak the Engagement Process to Meet the Partners’ Needs

For the most part, our experts identified broad trends that you can apply to most business models. But before we dig into those 30/60/90-day benchmarks, it’s essential to recognize that different partners may require different engagement processes.

“Based on their criteria, you can know how to onboard them,” says EagleTEQ’s Braverman, who has experience in technology services broker agency leadership. Once you “understand a partner’s business,” you can “help them understand your business and explain who their touchpoints will be in your company.”

That criteria may not be their business model but the situation at hand. Jeff Mattan , Vice President of Global Partner Programs at BeyondTrust , noted, for example, that the engagement process may be accelerated if there’s a deal on the table. “This all changes if the reason you got engaged in the first place is because the partner has a deal to work on with you,” he says. “In cases like that, it’s a lot faster on-the-job training exercise engaging with the partner and customer.”

TIP #3: Make it Easy for Partners to Engage

You won’t drive partners to engage with you if you don’t make it easy for them. Like you, they’re stretched thin and seeking efficiency at every turn. Channel enablement is essential to onboarding and foundational for driving partner engagement.

30 Days: Getting Started on Your Channel Partner Engagement Plan

We tend to harp on the importance of making a good first impression with partners, but that’s only because it’s true. The first 30 days represent the first big moment of truth for your channel partners in their experience with your company. It’s no surprise that the experts we interviewed had more to say about those first 30 days than any other timeline benchmarks.

Your engagement plan is part of the total partner experience and should sync with your channel partner enablement framework.

Here are some tips from our panel of partner engagement experts:

Get to Know Your Partner

Partners are like everyone else in our overscheduled world – pressed for time but also feeling like nobody has time for them, either. You can get an edge up over your channel competitors by simply scheduling time to learn about your partners and find out what they expect from the partnership and how you can help them alleviate pain points and grow their businesses.

“[In the] first 30 days, I’m just getting to know partners’ businesses and what makes them unique in their own way,” says Tony Burns , Channel Account Manager for Mitel . “Some partners are smaller guys, some are larger, so it’s important to know what their particular goals are.”

Help Partners Get to Know You, Too

“[Exactly what we address] depends upon the partners,” says BeyondTrust’s Mattan. “Generally speaking, at 30 days, you want partners registering for the portal, taking training and meeting the sales teams. [All the] standard onboarding activities that allow them to learn about you… while you also learn about them by ongoing interaction.”

Eric Brooker , Vice President of Sales for Bigleaf Networks, also emphasizes learning and looking at partner engagement metrics right away. He says his company’s goals for the first 30 days include “getting them through the initial discovery meeting where we determine if we are a fit, providing them portal access, measuring their portal usage [and] getting them through our certification process.”

Jim Tennant , Head of Channels at Replicant, introduces partners to the product offering and target audience and begins discussions about aligning toward common goals.

Set Goals to Keep Partners Engaged from the Beginning

There’s no single rule for a successful partnership – every relationship is unique. But if there’s such a thing as a universal component to success, it’s aligning and setting goals. If you’ve been following our series of blogs with advice from experts across the channel, you’ll have noticed that goal setting is a hot topic. It cropped up in interviews with engagement experts as well.

  Jackie Funk , Director of Channel Marketing at Appgate , says her firm includes sales, sales engineering and marketing alignment in the first 30 days. 

Offer Incentives to Jumpstart Engagement

“Be sure that your programs incentivize partners,” says Mayka Rosales Peterson , Senior Manager, Managing Partner Program for AppSmart . “And offer the support and tools they’ll need to be successful to sell your solutions and products – there’s value in that.”

“On the technology services broker [agency] side,” she adds, “make sure you’re educating partners (campaigns, webinars, etc.). Be the person who can market [to] the partners’ people. Give them the marketing that they need. Many partners struggle with marketing. Being that person to help them with prospecting, lead gen, brand awareness, what have you, is a full partnership.”

60 Days: Drive Momentum Toward Sales Goals

In month two, you’re planning activities to reach your shared goals and beginning to execute against those plans. For all practical purposes, the momentum phase starts now. It’s also a good idea to review your partner’s first 30 days and fill any onboarding gaps they identify. Here’s some advice from our expert panel:

Solidify Your Plans

Now is the time to take what you’ve learned from your partners – and what they’ve learned from you – and put plans in place. “In 60 days, I want to have a solid plan for the activities that will drive activities to enable partners at both the technology services broker [agent] and subagents’ companies,” says Rackspace’s Patten.

Just as with goal setting, listening to your partners and getting buy-in on your plans can help you keep your goals front and center. “Schedule an agreed-upon plan that includes cadence of communication and specific activities that are aligned with each other’s initiatives, goals, milestones of success,” advises Jim Tennant from Replicant.

Help Your Partners Begin Selling

Note that Funk included initial execution with her planning. She’s not alone in that. Many firms emphasize sales collaboration and begin the process of joint selling during this window.

“At 60 days, [channel partner] onboarding continues, and I’d want them to graduate to things like jointly talking to customers as they typically aren’t ready to do it themselves,” says BeyondTrust’s Mattan. “This gives vendor sales teams the opportunity to prove it’s a two-way street by having partners sit in on sales calls and demos.”

In some cases, moving to this step requires education and getting your partners to reframe their perspective and approach. “[At] 60 days, I’m educating,” says Mitel’s Burns. “Partners are so smart, but sometimes, you have to show them a different way or change the way partners view things.”

90 Days: Get into a Rhythm for Partner Engagement

In the third month of working with new partners, your partnership should hit its full stride. Sure, there’s still work to do – that will never stop – but at this point, you can start drumbeat meetings, focus on performance, and help your partners help themselves.

Check Progress Against Goals

“In 90 days, we should see the pipeline building and also have the first Quarterly Business Review to check progress against the goals,” says Rackspace’s Patten.

Funk from Appgate also gets QBRs underway at this point, along with building on earlier planning and execution. At the 90-day milestone, she emphasizes:

• Quarterly planning (goals and tactics to achieve them)
• Demand generation
• Field execution
• Ongoing training and enablement

For his part, Mitel’s Burns focuses on being an extension of the partner’s business. “90 days in, I’m really just trying to serve as that extra arm,” he says. “I’m an extra member of their team that they can rely on for little and big things.”

Help Partners Stretch Their Sales Wings

Depending on your business model, you may want your partners to begin taking independent sale steps at this point.

“At 90 days, ideally you want to see them start to approach customers on their own and bring you in as needed instead of relying on you so much,” says BeyondTrust’s Mattan. “I’d also like to see them start to use some of the marketing tools we make available for partner use.”

12 Months: What Comes Next?

Reaching the 12-month mark with an active, engaged partner is a significant milestone. It’s an important anniversary for both companies that’s worth reviewing and celebrating.

Jackie Funk at Appgate says their organization conducts an annual evaluation, which includes reviewing alignment, evaluating wins (to replicate success in all territories) and checking that the sales/marketing engine is running smoothly. This ensures that Appgate is investing in the partners who are helping to drive revenue and pipeline.

At this point, the partner relationship should be running as planned. In other words, they’re likely to give you the benefit of the doubt if there are hiccups. However, they’re still a hot target for your competitors, so don’t rest on your laurels or take the relationship for granted.

Conduct and Continue QBRs

Leading up to this point, you will have developed your partnership, closed business, reviewed metrics and refined your objectives.

“Over 12 months, we should see our first sales closing together and continue the QBRs, and reset goals as is appropriate,” says Rackspace’s Patten.

Replicant’s Tennant also sees driving engagement in long-term partnerships as a matter of consistent communication and realignment. “Conduct QBRs to review and fine-tune [everything you’ve done to date], review pipeline opportunities and [what you’ve learned across the partnership],” he says.

Leverage Data and Deeper Connections to Drive More Sales

Data analytics on such things as portal activity, use of marketing campaigns and other marketing materials, and leaderboards can help to fuel your relationship long term. Both parties have a role to play in that equation.

Mattan of BeyondTrust likes to see partners engaged deeply with his organization at this point. “At 12 months, I’d love the partner to be a regular visitor to the partner portal, running our marketing campaigns, engaging more with our sales teams than our CAMs (channel account managers) and leveraging our sales tools to help their customers and making money from both sales and services,” he says.

Mattan also remains engaged, helping partners benchmark their performance levels and sharing the activities that have proved to move the needle. “On my side, I’d be sharing leaderboards on their various activity levels that drive combined pipeline,” he says.

Laz Gonzalez

Laz Gonzalez is Chief Strategy Officer at Zift Solutions. A prominent industry analyst and thought leader, Gonzalez brings unparalleled channel expertise to Zift and has served as strategic adviser to leading B2B channel programs worldwide.

Related Resources

Solving Common Channel Management Issues

Creating a Repeatable MDF Program

Maximizing Partner Engagement During Summer

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The Essential Guide to Partner Planning

Build your partner planning framework.

A business plan for partnership encompasses how both parties will not only meet short-term objectives, but also put long-term growth strategies into place that drive partnership sustainability. 

A channel partner business plan, specifically, is a roadmap for aligning goals, defining actions, and allocating resources between your organization and its partners. The plan should outline specific outcomes and commitments from both parties, fostering mutual accountability and clarity in partnership objectives. 

Partner planning aims to have the right quantity of products in the right places at the right times to satisfy customer demand in an efficient, cost-effective manner. While the concept seems elementary on the surface, the complexity arises once you dig deeper. A channel leader must review their partner business plan to ensure the strategy aligns with the company’s desired business outcomes. 

Through years of experience and a rigorous approach, our team of channel experts at Spur Reply have identified five essential steps to guide partner planning.

Step #1: Understand the present strengths and weaknesses of current efforts

Step #2: know your growth levers, step #3 define the required ecosystem need, step #4 evaluate partner performance, step #5 create partner-level action plans.

Developing an understanding and maintaining a line of sight into the strengths and weaknesses of your channel strategy is integral to driving revenue acceleration through the partner channel. It is essential to review, analyze, and benchmark your teams’ and programs’ performance regularly and can be done using a model that examines 18 points of execution across six primary areas:

• Are you set up to reach your strategic objectives? Capacity planning: Do your existing partners deliver enough sales velocity to hit your targets? Joint business planning : Are you ensuring your partners are aligned to the right goals? Partner scoring : Do you know who the right partners are?
• Have you created a model that will continually grow your base? Partner business proposition : Is everyone aligned on the compelling reason you beat the competition? Partner onboarding : Are you maximizing partner activations throughout your recruitment efforts? Partner recruitment : Do you understand and act on the profile of your best possible candidates?
• How good are your partners at selling your goods and services? Campaign development : Do you know which partners are effective marketers of your solutions? Go-to-market playbook : How aligned are your partners and field sellers to deliver unified joint sales? Partner enablement : Are you arming your partners with the tools that help them with customers?
• Are your costs-to-serve too high for you and your partners? Channel incentives : Is your contra-revenue program driving value? Deal registration : Does your program incentivize sales behavior or simply transfer margin? Partner investment framework : Are you getting sufficient return on your other investments?
• Do your programs keep partners loyal? Cloud revenues structure : Have you made the same shift to the cloud as you expect from partners? IP development : Do partners see you supporting their future IP development? Partner program : Does your program deliver enough value to partners?
• Do you execute most effectively and efficiently? Partner co-selling model : Are you partner managers what’s expected? Performance dashboard : Do you hold all stakeholders accountable to the same metrics? Pipeline management : How central is managing a specific partner pipeline for your partner field sales?

Use these questions as a guide to review the performance of your channel programs. You should be able to classify the health of your channel processes as one of the following:

• Unstructured (few formal processes in place)
• Ad Hoc (processes defined as guidelines with limited adherence)
• Advanced (multiple scenario-based processes in place)
• Robust (automated processes adjust based on defined parameters)
• Structured (formal process with disciplined adherence)

Formally benchmarking your programs and processes will then allow you to improve the effectiveness and efficiency of your channel programs.

Another critical element of partner planning is the ability to diagnose channel performance against a vendor’s strategic product focus and growth model. Spur Reply has developed the Growth Profile TM Strategic Model to help map product priorities to sales and partner performance in a quantifiable manner. The model is composed of 4 quadrants to classify which products are in each stage of the growth cycle:

Incubate - Break into new markets and technology by concentrating on research and development efforts with a new or existing channel or direct resources.

Optimize – Maintain sales with programmatic reductions by redirecting resources from low-performing elements to higher-performing elements to increase efficiency and effectiveness.

Perform – Maximize sales and current revenue flow with existing partners and direct sales resources.

Transform – Strengthen to scale or achieve performance leadership by recruiting new partners or adding additional direct sales resources.

Having a clear understanding of your growth profile is essential, as it quickly helps you determine the right strategic balance to recruit, grow, develop, or prune your direct and partner sales base.

Managing your partnership community to ensure it contains the right mix of partners is vital to sound channel management. Partner managers need to have both a full understanding of the company’s partner community and how to optimize the community’s performance — using five simple levers.

• Contribution : What is the sales velocity of each partner? Sales velocity refers to how quickly the company converts leads to sales and the value of each of those closed deals over a set period. Almost everyone measures sales velocity, and you likely have data to calculate the rate for each partner.
• Consumption : How effective is the partner at driving customer adoption and usage? If contribution represents revenue, then consumption is the increase in the average customer’s lifetime value through affiliation with the product or service.
• Coverage : What markets does the partner cover? Your ecosystem capacity is influenced by the mix of partner types and the number of partners in each segment, as well as partner attributes such as customer served, business models, and solutions offered.
• Capability : How aligned with strategic products is the partner? Capability is a combination of the partner’s knowledge and its effectiveness at bringing it to bear with targeted customers. Every revenue dollar is not equal when it comes to building a growth engine, and a partner’s capability is critical.
• Commitment : How steady and certain are the partner’s results? Most partners work with multiple vendors, so loyalty is a crucial determinant of channel revenue. A partner’s commitment will affect how it contributes to your growth curve.

Planning should inform channel management activities such as data-driven models for recruitment and development, balancing engagements based on strategy and performance requirements, and testing partner business propositions across segments.

In the evolving channel space, leaders have limited resources to influence partners and meet business objectives, and a standard partner scoring system can boost partner value and returns. Partner scoring can reveal the strengths and weaknesses of each partner, revealing opportunities for potential incentives, management, and scaling strategies.

We believe that partner scoring should be more than a forecasting tool. The framework can help increase sales, improve ROI, and re-direct partner behaviors to high-value actions. Spur Reply uses a three-step approach for calculating a Partner Evaluated Revenue Capacity (PERC) score, considering both current performance and potential for growth.

• Use the 5Cs to rank each partner. The 5Cs are Contribution, Consumption, Capability, Coverage, Commitment. For each, set weights based on your channel strategy and intricacies of your partner ecosystem.
• Rate each partner into peer-levels using a simple five-star rating. Partners that score well in the 5Cs are 5-star partners and the scale should adjust down from there.
• Calculate a final PERC score across the star grouping of partners in order to assess whether a partner is performing above, at, or below average for similarly sized partners.

The PERC score allows you to create an action plan for partners and even extend the model to get more value. You can evolve from the core model and customize your PERC score, create better dashboards, compare like partners, simplify research, and strengthen capacity planning.

The final element of effective channel planning is partner business planning, which improves your ability to set goals, manage commitments, and drive partner performance against benchmarks.

We recommend you track partners and build out your channel management strategy in five key areas:

Business Model – The design of a partner’s business

Industry Importance – The partner’s focus area

Product Focus – The products the partner highlights and emphasizes

Program Membership – Partner program membership and status

Vendor Alignment – The vendors your partner is working with

By developing a firm understanding of these five aspects and leveraging data-driven insights to adjust strategies accordingly, companies can optimize their channel management strategy and accelerate revenue.

While each element of an effective channel plan is individually important, none are successful in silos. The elements of a high functioning channel plan are interrelated as they inform and influence one another.

Set the right goals

When contemplating a successful partner channel, the more partners the better, right? The more partners you have re-selling, the more revenue you and your company will enjoy.

Why more doesn’t always equal better

When it comes to your partner strategy, more is not necessarily better. At a certain point, the right kind of partner becomes more critical to the success of your channel than the quantity of partners.

Spur Reply recently worked on a project at a large software independent software vendor (ISV) that develops ERP and CRM solutions. The company wanted to adjust and refine its channel strategy, which was large, and through data analysis, it was clear that some trimming was necessary for two reasons: an unbalanced partner community and too many partners overall.

Creating balance in your partnership community

The right mix of large and small partners is an essential for a well-balanced channel program. Too many times, a customer would be best served by the right partner, but with a channel that is oversaturated with them, the perfect match doesn’t happen. Capacity planning and economic modeling can help you look beyond just the sticker price on a partner relationship.

Efficiently supporting your partners

Every partner, regardless of size, quality, or ambition, needs support. Whether it’s incident response, training, or marketing, partners management requires budget, and partners not driving revenue can easily eat up your support allocations. Plus, if your channel is oversaturated, you can end up with too many partners chasing a limited number of customers. Avoid having so many partners that it limits your return.

Benchmark your channel efforts against your direct sales

Both direct and indirect sales are essential elements of your go-to-market effort. Channel leaders must never forget the most important reason for an indirect sales motion is scale. You have partners because they help you win customers, drive sales, and enter markets where you wouldn’t otherwise have the presence or meet the cost structure.

In an age where new products are hitting the marketplace at an unprecedented rate, companies are tasked with the challenge of developing strategies to find the right partners to sell the right products at the right time. You can optimize channel revenue and profitability with a robust understanding of the stage of your product in the growth cycle.

However, before you can develop a channel strategy based on your product growth profile, you’ll need to understand the elements of the growth cycle and how each one influences channel decision making.

What is Product Growth Mapping?

Spur Reply has developed a proven system for product growth mapping called the Growth Profile Strategic Model. The model is built upon the idea that products fall into one of four quadrants: Incubate, Optimize, Perform, and Transform. The model helps you map your product priorities to your sales and partner performance in a quantifiable manner and optimize profitability for each product.

The axes of the graph you’ll create are labeled “Percentage of Total Revenue” (Y-Axis) and “Percentage Growth” (X-Axis). The elements of the graph and their descriptions are displayed on the grid in the following order:

Incubate – Break into new markets and technology by focusing on research and development efforts with a new or existing channel or direct resources (bottom left quadrant).

Optimize – Maintain sales with programmatic reductions by redirecting resources from low-performing elements to higher-performing elements to increase efficiency and effectiveness (bottom left quadrant).

Perform – Maximize sales and current revenue flow with existing partners and direct sales resources (top left quadrant).

Transform – Strengthen to scale or achieve performance leadership by recruiting new partners or adding additional direct sales resources (top right quadrant).

Thresholds to determine when products move from one quadrant to another are set based on company size, product offerings in the market, and the amount of revenue each product drives. A company with one great product bringing in most of the revenue may set their percentage of revenue threshold at 5% so that it will include more than one product. On the contrary, a company with several extensive offerings may set their threshold for this axis at 10% or 15%.

For this example, let’s say for a company the percentage of revenue threshold is 10%, and the percentage growth threshold is 5%. A product in the incubate phase is growing at a steady rate but does not yet make up more than 10% of the company’s total revenue. Products in the transform quadrant are those that drive more than 10 percent of the company’s revenue and are experiencing growth higher than the threshold of 5%. Performing products are typically great products already at scale, accounting for greater than 10 percent of total revenue, but the growth has plateaued and is below the 5% threshold. Products in the optimize quadrant are being phased out because they are not growing enough and make up less than 10% of revenue.

Now that you have a good grasp of the model, we can look at how this influences the channel strategy for each product.

Why is Product Growth Mapping important?

Having a clear understanding of your growth profile is essential. It quickly helps you determine how to recruit, grow, develop, or prune your direct and partner sales base and invest in each product in the most efficient manner.

An important piece of context is that growing sales through partners means you need to use one or more of these strategies:

Convince current partners selling a different product begin selling a new product

Leverage current partners sell more of that same product

Recruit entirely new partners who have never worked with you begin selling a new product

Every partner growth strategy uses these three significant engines, so keep them in mind as you choose partners to sell your products.

How Product Growth Mapping affects partner choice

Within each quadrant — and the corresponding growth cycle phase — there are typical partners that sell products in each.

Starting in the incubate stage, the chances of recruiting new partners to sell relatively new products is slim to none. You don’t know them, they don’t know you, and chances are they aren’t overly familiar with the product. Instead, you will likely leverage partners you have worked with before and who you have an existing relationship. These partners often have a low-risk profile and have experience selling innovative products in an unproven marketplace.

In the transform quadrant, we see a completely different story. Now we rely on all three partner growth engines to sell a product. Current partners start to sell more of what they traditionally sold. Other partners are willing and excited sell a new product, and new companies from an entirely different space or an adjacent space view this as an attractive opportunity and jump in to sell the new product.

In the perform stage the product has reached maturation, and very few new partners are coming on because the market is already developed. The only exception is if the partner is a laggard in the marketplace, and this is the strategy they have adopted for this product. The focus here is to keep current partners selling, if possible, to stave off a deceleration of sales.

Once a product reaches the optimize quadrant, the strategy is to figure out how to pull back investment and roll partners off that product.

Also, channel managers need an investment model for each phase of the growth cycle. Most funds dedicated to product marketing should be focused on products in the incubate stage, even though they are bringing in little or no revenue as they ramp up. This money can be spent incenting partners or developing a joint venture to decrease the risk of selling a new, unproven product.

As you move through the model to transform and perform, you spend less money in each stage to fuel product growth because the products mature and gain traction in the market. As the product reaches the optimize quadrant, you want to invest as little as possible to keep the product afloat and devote resources toward the end of life milestones and rolling partners off that product. Having a consistent mathematical model that drives the investment strategy for the growth cycle is equally as important as having a sound partner engagement strategy in place.

Common mistakes to avoid

When developing investment and partner engagement strategies for different stages of the growth model, we often see two significant mistakes: selling a product before it’s ready to move from perform to optimize stage and developing an investment model based on the traditional cost-of-sale model.

The first mistake is incenting partners to sell a new product before a product is ready to move from the perform stage to the optimize stage. We often see new products cannibalize old ones, and sales of the old product are cut short because partners begin to focus all of their attention selling a new and exciting product. A vendor must be careful with their launch and incentive strategies to avoid this partner behavior.

The second major mistake we see is companies developing an investment model based on a traditional cost-of-sale model. Companies will spend their product marketing budget in the wrong quadrant, most often the perform quadrant, because it drives the most revenue. Instead, devote this budget towards a product in the incubate quadrant — even though the current revenue is low.

With technology changing so rapidly today, having a great product simply isn’t enough. You also need go-to-market efficiency and data-driven tools for managing partners and channel sales. Whether you are doing annual business planning or trying to determine your best partner strategy, knowing your growth profile is essential. You can quickly and efficiently assess which products are in the growth cycle and determine the right strategic balance to recruit, grow, develop, or prune your direct and partner sales base.

Roll it out to partners

Every business wants to accelerate its revenue, yet it’s a tough goal to reliably accomplish. Combining product advantage with go-to-market efficacy is the key to consistently achieving revenue acceleration.

You have a great product or solution but, in a market saturated with competition, you need an effective go-to-market and business plans to meet your goals.

How do you make planning valuable for both you and your partners?

The best partner business plans are mutually beneficial, helping both you and your partners to grow faster than your organic growth paths. Fostering channel partner growth requires expanding your partner base as well as nurturing existing partnerships to unlock their full potential. You must consistently identify opportunities for partner expansion into new markets, verticals, or customer segments. By implementing targeted growth initiatives into your partner business plans, such as joint marketing campaigns, co-selling programs, or incentive strategies, you can catalyze partner-driven revenue growth and strengthen your market position.

To make sure the plans will deliver accelerated results, you’ll need to take a critical look at six areas of your business and answer the following questions:

• Partner Selection : Which partners will help me grow faster?
• Capacity Planning : Can I grow better through existing or new partners?
• Performance Measures : How can I confidently measure partner performance?
• Incentive Impact : Are my incentives rewarding or reflecting partner behavior?
• PAM/CDM Productivity : How can I drive more revenue, and higher partner satisfaction, with my field resources?
• Program Effectiveness : Do my programs make a difference with the right level of return?

Now that you have identified the necessary elements, it’s time to structure those them into a practical, adjustable plan. At Spur Reply, planning is a four-step process: assess, learn, plan, document.

Assess > Learn > Plan > Document

First, you need to set your goals and select your growth partners. It will require you to assess and analyze your partners’ growth profile. Specifically, you need to look at the difference between their organic growth and your desired growth for them. How can you get your partner’s growth up to a level that will reach or surpass your revenue goals?

Once you have your goals and growth partners set, you need to understand performance drivers and growth areas. Leverage the work you have already done for capacity planning and partner scoring to learn what you need from partners.

After you determine your most valuable partners, you can finally set up your plan . In this step, you will define business outcomes and partner commitment. A good business plan sets the right expectations by covering off on what the partner and vendor commit to across several components:

Partner Commitments

• Outcomes – What are the business results you both seek?
• Actions – What are the specific steps the partner will take to accomplish the desired outcomes?
• Pro Tip – We recommend not micromanaging the partner. Agree to business outcomes, allow partners to deviate as needed, and hold them accountable to their results and agreement.

Vendor Commitments

• Resources – Which staff, programs, and other tools will you provide to the partner?
• Investments – What incentives are you willing to offer partners with the right performance?
• Pro Tip – We recommend paying MDF slightly before partner actions to help drive capability and efficiency.

Now that you have your plan, you’ll need to document it and both of your commitments correctly, which involves sharing the plan and driving performance accountability. By sharing the business plan in this way allows all stakeholders to review the plans (the partner, the partner’s account manager, and whoever has corporate responsibility for outcomes).

As you go through the planning and documentation process, leverage the opportunity to make sure you understand your partners.

First, use your partner business plan to develop profiles for your partners by collecting information that allows you to benchmark future performance. Then, make sure you have set up a timeframe with performance milestones, specific outcomes, and investments based on rewarding performance against commitments and completion criteria.

With your partner planning process set up and documented, make sure to track your performance against the 5Cs in your Quarterly Business Reviews (QBRs). Whether under, at, or exceeding goals, determine if you need to adjust the plan, reset the goals, or reallocate the investments.

Fueling effective partner sales execution

Effective partner sales execution ultimately hinges on successful partner planning. Effective selling requires you to translate strategic plans into tangible actions, leverage sales enablement tools, and provide ongoing support to partners throughout the sales cycle. As a channel leader, it’s critical to prioritize continuous monitoring and optimization of partner sales activities, identifying areas for improvement and implementing corrective measures as needed. Additionally, regular performance reviews and feedback loops allow you to assess your channel partner growth strategies and make informed adjustments that will better maximize revenue generation.

No matter how developed your channel partner ecosystem, creating robust partner business plans will improve the go-to-market efficacy and revenue acceleration of your product.

Richard Flynn

Related articles.

Partner Business Plans in 2024: Why are They so Important?

Introduction

Business plans serve as a foundational framework that aligns the operational strategy of your partner firms with the overarching goals and expectations of your company. Tailored for each partner, these business plans outline specific sales, marketing, and training objectives that are designed to be in perfect sync with your organization's aspirations. These plans are indispensable tools for effectively overseeing your network, enabling you to evaluate and measure performance continually and, as needed, take strategic actions to bolster your partners on their path to success.

By collaboratively constructing business plans in conjunction with each partner, you foster a sense of cohesion within your indirect sales ecosystem. This shared roadmap ensures that all partners are working in synergy, collectively pursuing the identified actions necessary for accomplishing mutual success, further strengthening the strategic alignment between your firm and its partner network.

Develop Partner Bussiness Plan: Two Key Steps to Consider

1. know your partners well.

A thorough understanding of your partner network is a fundamental prerequisite for the successful development of partner business planning. Within your indirect sales ecosystem, business providers, integrators, value-added resellers (VARs), IT service companies, and resellers each operate within distinct logic and economic models. Acquiring deep insights into the nuances of each partner type is crucial for crafting business plans that align with both your partner's strategic objectives and your company's overarching goals.

Isabelle Castellanet, the founder of IXC, a firm specializing in Partners and Growth, emphasizes the importance of recognizing the diverse expectations and requirements of partners based on their typology. She notes, "Depending on the typology of its network, it is important to see that the partners do not expect the same information. A wholesaler, for example, does not require the same information and tools as a VAR, an integrator, or even a third-party publisher who prescribes or resells for you."

Recognizing these key elements in partner business planning ensures that your efforts are tailored to cater to the specific needs and expectations of each partner category, ultimately fostering a more productive and mutually beneficial collaboration.

2. Have a Well-Defined Global Business Objective

Creating a robust business plan in collaboration with your partner necessitates a well-defined and quantifiable overarching business objective. This objective must be crystal clear and expressed in measurable terms. For instance, it could be aimed at achieving specific milestones, such as:

• Capturing more than 20% of the market share in France for your product;
• Reaching an annual turnover target of "X" amount or;
• Expanding your operations to attain 5% of the turnover in a new country.

This overarching business objective serves as the cornerstone upon which you will construct the business plans tailored for each of your partners. The core concept is to apportion individual objectives to your partners that harmonize with your global strategy. Consequently, each partner's unique business plan becomes an instrumental component contributing to the fulfillment of your company's overarching business objective. This strategic alignment ensures that the combined efforts of your partner network work in unison to advance your business toward its ultimate goals.

Establishing a Partner Business Plan: The Objectives

Setting objectives within your partner's business plan is essential, engaging, and decisive for the success of the partnership. Aligned with the main objective of your business, these objectives, whether quantitative or qualitative, must be measurable and, therefore, quantified.

Set Quantitative Targets

Based on a careful analysis of historical sales performance, specific criteria such as outcomes, geographical location, and seniority within the partner network, distinct objectives will be strategically allocated to each partner. These objectives encompass a variety of key areas that guide their contributions to the partnership:

• Business Objectives on Sales Volume and Turnover: Partners will be tasked with well-defined business goals related to sales volume and revenue generation. These objectives may be tailored to the partner's track record, the market potential in their location, and their historical sales figures. This approach ensures that targets are realistic and achievable, motivating partners to excel in their specific market segments.
• Marketing Objectives through Event and Webinar Organization: In addition to sales targets, partners will also be entrusted with marketing objectives, which often involve organizing events and webinars. These events serve as crucial touchpoints for engaging potential customers and driving brand awareness. The specific objectives may vary depending on the partner's strengths and past performance, encouraging them to leverage their marketing expertise to enhance the partnership's overall success.

By customizing these objectives based on partner history and characteristics, the partnership becomes more adaptable and efficient, with each partner playing a unique role in contributing to the collective success of the collaboration. This tailored approach maximizes the potential for growth and achievement within the network.

Set Qualitative Objectives

Incorporating qualitative objectives into your business plan imparts a heightened level of professionalism to your partner network. This is especially pivotal when embarking on new indirect sales partnerships. Training sessions play a central role in this process, serving as a crucial avenue for partners to equip their sales teams with comprehensive knowledge about your brand. These sessions not only elevate your partners' understanding of your products but also empower them to embrace and disseminate your vision over the short, medium, and long-term horizons. This alignment ensures that they are seamlessly integrated into your strategic framework. As an illustrative example, you may set a target, such as achieving a certification for a specific number of "X" sales, within your business plan.

To ensure the optimal monitoring of your business plan and to gauge the progress of your partners, it is imperative to implement KPIs. These quantifiable benchmarks enable you to assess the attainment of objectives, offering valuable insights into areas where potential refinements or additional support may be necessary. By embracing KPIs, you introduce a structured, data-driven approach that ensures the partnership remains on a well-tracked trajectory toward realizing the objectives outlined in your business plan.

Have Regular Monitoring

In pursuit of ongoing refinement and shared operational efficiency, it's essential that these objectives are periodically defined and subject to regular monitoring. Constructing a business plan without a system for ongoing objective assessment is a critical oversight, as it can become too late to take corrective action should your partner deviate from their established objectives. To ensure the long-term success of your collaborative efforts, it's highly advisable to assess and potentially adjust objectives on a monthly basis, accounting for variances such as weaker performance in a specific month, such as August.

KPIs play a pivotal role in facilitating the monitoring and analysis of your partners, allowing you to identify both their strengths and areas that may require improvement. With a monthly review and a systematic reporting mechanism, you gain the capability to:

• Set Realistic Objectives : By closely aligning objectives with the current conditions on the ground, you ensure that they remain practical and attainable in the context of evolving market dynamics.
• Monitor Implementation and Achievement : Regular tracking using KPIs enables you to gauge how well partners are executing planned actions and progressing towards the predefined objectives, offering insights into areas that might need attention.
• Provide Support : Armed with this detailed data, you are better equipped to initiate timely and targeted actions that can help partners overcome challenges and, in turn, assist them in reaching their objectives. This proactive approach ensures that your partnership remains adaptive and robust, fostering sustained success in a dynamic business landscape.

The Essential Tool to Build a Business Plan and Manage it

In the endeavor to establish a comprehensive business plan and ensure its effective management with full transparency into your partner's activities, a PRM, or Partner Relationship Management system, emerges as the quintessential tool. Going beyond the capabilities of conventional management software, a PRM empowers you to systematically structure your indirect sales processes and engage with your partner ecosystem in real time, irrespective of the hour or location.

When crafting business plans for your partners within a proficient PRM platform, you can expect to benefit in several key ways:

• Tailored Business Plans : A robust PRM system should facilitate the seamless definition of unique business plans for each partner, accommodating their specific objectives, strengths, and market dynamics. This tailored approach ensures that each partner's plan is finely tuned to optimize success.
• Real-Time Progress Tracking : The PRM offers the invaluable advantage of real-time progress tracking for the objectives set within these business plans. It allows you to stay updated on your partner's performance, offering insights into their achievements and areas that might require attention or support.
• KPI Integration : Effective PRM systems seamlessly integrate KPIs into the platform, providing you with a set of critical metrics that pinpoint what is vital for the success of your partner's business plan. These KPIs offer the ability to focus on the most significant aspects of your partnership, enabling data-driven decision-making and strategic adjustments as needed.

By leveraging a PRM , your business can optimize its partnership management, ensuring that business plans are not only efficiently established but also actively tracked and adjusted as necessary, fostering the mutual success of both your company and your partner network.

Build your partnership program and strengthen partner engagement.

Looking for inspiration to never stop learning.

Partner Program Tiers: The Set Up Process A-Z

The Top 9 Skills to Look For in a Partnership Manager

Your right to know, why are partner business plans important, what elements should be included in a partner business plan, how do you write a business plan for a partner, what are the 3 types of partners in a business set up, what is an example of a strategic partnership plan, still have questions.

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Follow our news, recent searches, there are clearly limits to china and russia’s ‘no limits’ partnership: analysts, advertisement.

Aside from limits, the Sino-Russian partnership is not one that is among equals, with Beijing holding the upper hand, analysts say.

This audio is generated by an AI tool.

Darrelle Ng

Russian President Vladimir Putin arrived in Beijing on Thursday (May 16) for talks with his “dear friend” Chinese President Xi Jinping, as Moscow seeks to deepen ties with its most powerful ally.

This is Putin’s first overseas trip since he was sworn in for a fifth term last week, and his second to China in less than a year. 

The two countries have touted their relationship as one of “no-limits” since February 2022 in a bid to unite against the global influence of the United States.

But clearly, there are limits, said observers.

Moscow has been relying on Beijing for backing as it faces increasing pressure and heavy sanctions from the West over its invasion of Ukraine .

But Chinese banks, fearing retaliation from Washington that might cut them off from the global financial system, have begun to pull back from Russia-related transactions .

“Such self-imposed restrictions highlight the ambiguity that surrounds Chinese standing on (the war in Ukraine),” said Alexey Muraviev, an associate professor of national security and strategic studies at Curtin University.

“While the Chinese do not condemn Russia's actions, they are not openly supporting Russia either. The fact that Beijing doesn't unconditionally back Russia – the way North Korea does – is a demonstration of such limits in their relationship,” he told CNA’s Asia Now.

Muraviev added that similarly, Moscow has its own limits beyond symbolic statements over how far it is prepared to support Beijing over geopolitical disputes, including tensions in the South China Sea.

“While we may be hearing a lot about their limitless friendship, that doesn't mean unconditional alliances. They've got individual political agendas, which may not necessarily reflect or be in the interests of the other party,” he said. 

AN UNEQUAL RELATIONSHIP

Aside from limits, the Sino-Russian partnership is not one that is among equals, with Beijing holding the upper hand, analysts said.

“Xi may have told Putin this would be a friendship without limits. But it's very much not a friendship between equals … and this makes it very uncomfortable for Russia,” said international relations Professor Aurel Braun from the University of Toronto’s Department of Political Science.

Russia has become increasingly dependent on China for its economy as it struggles under the weight of Western sanctions . China is Russia’s biggest trading partner, in both imports and exports.

In return, Russia could have military technology that China is interested in – the White House said in February that Russia has an emerging anti-satellite weapon.

“The Russians are at the cutting edge of certain high-level, hypersonic and anti-satellite technology… technology that is worrying the West. China wants that technology because if it should engage in conflict with Taiwan, it would like to damage America’s satellite ability as much as possible,” Braun said. 

“Russia is in less and less of a position to refuse to transfer that technology. It needs Chinese support and Chinese goods. As Russian dependence increases, China may feel more confident in manipulating, leveraging or pressuring Russia.”

BENEFITS AND RISKS

During Putin’s two-day visit, both leaders are expected to focus on trade, energy and security issues, including Ukraine.

Experts said China faces an increasingly tricky balancing act as while there are benefits to maintaining sound ties, there are clear risks as well.

Xi last week returned from a three-nation tour of Europe seen as a charm offensive on the back of a sluggish economy back home and high tariffs from the US. 

“A relationship (with Europe) remains quite vital for China, and its ties with Russia can endanger that,” said Braun.

He added that Russia could become a problematic ally if Moscow continues to expect Beijing's help to boost its economy or extend political support at the United Nations.

Russia's Vladimir Putin meets China's Xi Jinping to seek greater support for Ukraine war | Video

Yet, analysts expect Putin’s current visit to be purely symbolic and likely to yield little significant outcome.

Dr Samir Puri, associate fellow at British think tank Chatham House, said that it is unlikely the visit would complicate things further or undo Xi’s recent efforts in Europe.

“Ultimately, the US’ perceptions of rivalry with China have a momentum of their own. This visit won’t tell critics anything they didn't already think or feel about China,” he said.

CHINA PLAYS CRUCIAL ROLE IN UKRAINE WAR

Its relationship with Moscow allows Beijing to play a crucial role in resolving the conflict in Ukraine, said observers.

Ahead of his visit, Putin expressed support for China's 12-point peace plan, a shift from his lukewarm response when it was first proposed in February last year.

Puri said the Kremlin could be more agreeable at bringing the conflict to an end – albeit still on its terms – now that it has gained some ground.

“There's a window of opportunity for Russia, both militarily and diplomatically, to strengthen its position before US-funded weapons arrive in Ukraine,” he told CNA938.

The US Congress last month approved a long delayed US$61 billion aid package for Ukraine that includes air defence, artillery rounds, armoured vehicles and anti-tank weapons.

Depleted Ukrainian ranks have emboldened Russian forces to make recent gains in Ukraine’s northeastern region .

While Kyiv has said it wants to push Russian forces out completely and retake all its territory including Crimea, experts said success is looking increasingly unlikely.

Puri, who is also a visiting lecturer at the King's College London’s Department of War Studies, added that amid heightened tensions between Russia and the West, Asian powers – principally China – are in prime position to negotiate a peace deal.

“Ukraine is fighting a desperate war. Who can help talk the Russians down from the aggressive actions that they're taking? China – and potentially India – may be able to exert some kind of positive pressure on Russia to bring things to a stop,” he said. 

Commentary: As Putin’s hostility towards the West grows, so does Russia’s reliance on China

Why China is keeping its distance as Russia and North Korea cosy up

Commentary: Xi and Putin think they’re winning - and maybe they are

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Business Plan Writer Moscow

A well written business plan is an essential component for any company seeking to raise capital. Our team at Prospectus.com has over 20 years of experience writing business plans and structuring business models for start-ups, later stage and expansion companies, those seeking venture or angel financing all the way to mezzanine and 144A funding, spanning a wide range of industries across the globe. We have been involved in thousands business projects and assisted with business planning, offering and private placement setup, feasibility studies, drafting financial projections, both for private companies and those seeking initial public offerings or listings on a stock exchange.  Our team is a recognized leader in business plan development. In fact, our CEO is the Chairman and Founder of  Borders.org  ( Business Plans Without Borders ), a not-for-profit 501c3 organization which assist low income families as well as refugees and immigrants with business plan writing services and grants.

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• Equity : In an equity business plan the company seeking funding will sell an ownership stake. If the company is a corporation, they will sell shares or common stock or a variation of them. If the company is a LLC or a Limited Company (which is popular worldwide) interest or units in the company would be offered. Both a form of ownership, just with a different name for each entity. In additional, there are other sweeteners one can add into any business plan offering, including warrants or preferred shares or preferred units or convertible debt.
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• No Capital Raising : In a managerial or a management business plan, the focus is not on raising money but what strategy a company should employ. While most companies that write business plans do so to raise capital, there are some that simply want to get a second opinion or an outside view of their business. They ask us to write them a business plan for growth opportunities, not to raise money. Said another way, the management of the company wants to see our view and take on their business and what we would do to expand their company.
• Recommendations : A business plan used to simply strategically plan one’s next move is referred to as managerial guidance business plan document. No capital is being raised initially, although sometimes we may conclude that capital should be raised for the company to penetrate or open new markets or opportunities. In the course of research, we may conclude that, in fact, the company should conduct an offering and raise money. We will recommend the amount to raise based on the company’s expansion needs and the company valuation.

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Russia’s BRICS summit: What’s on the agenda and why it matters to Putin

The summit, which leaders from two dozen nations will attend, is the largest event Russia has hosted in years and a signal to the West amid the war in Ukraine, analysts say.

Russian President Vladimir Putin is hosting the annual BRICS summit, which started on Tuesday, in Russia’s southwestern city of Kazan.

The three-day conclave will be the largest gathering of world leaders in Russia in decades and will be held at a time when the Kremlin is locked in a war on Western-backed Ukraine.

So, what is on the agenda and why is the summit significant?

What is BRICS?

BRICS stands for Brazil, Russia, India, China and South Africa.

The group started in 2006, and Brazil, Russia, India and China convened for the first BRIC summit in 2009. South Africa joined a year later.

The aim of the alliance is to challenge the economic and political monopoly of the West. The group sets priorities and has discussions once every year during the summit, which members take turns hosting. The summit is the 16th held.

In 2023, BRICS extended invitations to include Egypt, Ethiopia, Iran, Saudi Arabia and the United Arab Emirates after these countries applied for membership. Saudi Arabia has yet to formally join, but the others have.

An invitation was extended to Argentina at the same time, but the South American country turned it down after President Javier Milei , elected in December, campaigned on the promise that he would bolster ties with the West.

Who is attending the BRICS summit?

Two dozen world leaders attended the opening of the summit on Tuesday.

Leaders of BRICS member countries – including Indian Prime Minister Narendra Modi, Chinese President Xi Jinping and South African President Cyril Ramaphosa – are attending the summit.

UAE President Mohamed bin Zayed Al Nahyan, Iranian President Masoud Pezeshkian, Egyptian President Abdel Fattah el-Sisi and Ethiopian Prime Minister Abiy Ahmed have also all landed in Kazan for the summit.

Leaders of several other countries that have shown an interest in deepening ties with BRICS are also participating, including Turkish President Recep Tayyip Erdogan and Vietnamese Prime Minister Pham Minh Chinh.

Brazilian President Luiz Inacio Lula da Silva cancelled his trip to Russia after suffering a head injury in a fall at home on October 19. Minister of Foreign Affairs Mauro Vieira will now represent the country at the summit.

United Nations Secretary-General Antonio Guterres is also attending – and is expected to meet Putin on Thursday. On Monday, Ukraine’s Ministry of Foreign Affairs criticised Guterres, saying that while he did not accept an invitation to attend a Ukraine-backed peace summit in Switzerland in June, “he did, however, accept the invitation to Kazan from war criminal Putin. This is a wrong choice that does not advance the cause of peace. It only damages the UN’s reputation”.

In March 2023, the International Criminal Court (ICC) in The Hague issued an arrest warrant for Putin, accusing him of the war crime of illegally deportating children from Ukraine.

What is on the summit’s agenda?

The central theme that unites BRICS members is their disillusionment with Western-led institutions of global governance, especially when it comes to the economy.

The sanctions imposed on Russia after its 2022 full-scale invasion of Ukraine have spooked many Global South nations, worried that the West could weaponise tools of global finance against them.

“In the aftermath of the war in Gaza [in which the US is sending Israel weapons], Russia and China have more effectively harnessed this anti-Western sentiment, capitalising on frustrations over Western double standards as well as the use of sanctions and economic coercion by the West,” Asli Aydintasbas, a Turkish foreign policy expert, said in comments to the Brookings Institute, a Washington, DC, think tank.

“It doesn’t mean that middle powers want to trade US dominance for Chinese, but it means they are open to aligning with Russia and China for a more fragmented and autonomous world.”

To that end, BRICS partners want to reduce their dependence on the US dollar and the SWIFT system, an international messaging network for financial transactions that Russian banks were cut off from in 2022.

In 2023, Lula proposed a trading currency for BRICS members. But experts have cautioned that any such initiative might be riddled with challenges. In August, India’s Minister of External Affairs S Jaishankar also expressed scepticism about how realistic a BRICS currency might be.

Instead, BRICS members are now working on using their national currencies more for bilateral trade to insulate them from currency fluctuations and cut their dependence on the dollar.

“China now has an alternative to the SWIFT payment system, though limited in use, and countries like Turkey and Brazil increasingly restructure their dollar reserves into gold,” Aydintasbas said. “Currency swaps for energy deals are also a popular idea – all suggesting a desire for greater financial independence from the West.”

Why is the summit significant for Putin?

Since Russia launched a full-scale invasion of Ukraine in February 2022, the country and its leader have grown isolated.

A month after the start of the invasion, Canada, the European Union, Japan, New Zealand, Taiwan, the United Kingdom and the US unveiled a slew of sanctions on Russian banks, oil refineries and military exports. There have been more sanctions on Russia and its allies since.

The ICC arrest warrant for Putin also means he cannot travel to countries that are signatories to the Rome Statute, a UN treaty that established the court, without risking arrest. In 2023, he skipped the BRICS summit in South Africa, which is a party to the treaty, amid pressure on Pretoria to detain the Russian leader if he were to attend.

Western leaders are also largely unwilling to join Putin in any multilateral setting. Putin skipped the G20 summit in India last year even though New Delhi is not a party to the Rome Statute.

Against that backdrop, “Putin is hoping for a big PR win against Ukraine and the West, trying to send a message that despite the war, and Western sanctions, Russia still has plenty of international partners willing to interact with Russia and trade,” Timothy Ash, an associate fellow in the Russia and Eurasia programme at Chatham House, told Al Jazeera.

Other experts agree.

“The Kazan summit has great symbolic and practical importance for the Putin regime,” Angela Stent, the director of the Center for Eurasian, Russian and East European Studies at Georgetown University, said in comments to the Brookings Institute. “The summit will demonstrate that, far from being isolated, Russia has important partners like India, China and other major emerging powers.”

The expanded BRICS group now represents about 45 percent of the world’s population and 25 percent of the global gross domestic product (GDP).

What else is Putin trying to signal?

Putin’s message of defiance towards the West, showcased by images of world leaders with him at the BRICS summit, is also about posturing for negotiations on his war in Ukraine, at a time when calls for talks to end the war are growing in the international community.

India, a key BRICS member and traditionally, a trusted Russian partner, has been actively working with both Moscow and Kyiv to bring them closer to a dialogue. Modi, the Indian prime minister, visited Moscow in July to nudge Putin towards negotiations. He then travelled to Kyiv in August. He met Ukrainian President Volodymyr Zelenskyy again in New York on the margins of the UN General Assembly meeting in September, before returning to Russia in October for the Kazan summit.

“I think Moscow is eager to signal that it is ready for a long war, but in reality, I think that is all setting the scenes for likely peace talks which will happen sooner, rather than later,” Ash said.

What’s next for BRICS?

BRICS is continuing to expand.

Southeast Asian countries have recently expressed an interest in joining the alliance.

At the BRICS Dialogue with Developing Countries held in Russia on June 11, Thailand said it wanted to join.

On June 18, Malaysia expressed interest in being part of BRICS just before Chinese Premier Li Qiang visited the country.

NATO member Turkey also formally requested to join BRICS in September.

“That so many countries are willing to go to Russia, deemed a pariah state not so long ago for having violated international law by invading Ukraine, confirms a trend followed by an increasing number of countries in the world: They don’t want to have to choose between partners,” said Tara Varma, a visiting fellow at the Brookings Institute.