Channel PRO™ solutions framework
The ChannelPRO™ methodology is built upon seven Key
Performance Areas (KPA’s):
Target Market Segmentation and Mapping
Do we have enough of the right type of coverage to address the market opportunity?
The totality of products, services, attributes and partnerships that are required to completely
meet market requirements.
Partner Selection & Recruitment
Identify attributes of an 'ideal' partner, determine ‘gaps’ among existing partners and recruit the
best new partners.
Systems and processes that drive the creation of more effective partners and speed up time to
Identify the most effective partner program elements and understand competitive issues.
Sales territory and partner planning alignment to drive sales productivity.
Are we organized, measured and compensated in a way which effectivly integrates our channel
strategy into overall business?
Target Market Segmentation and Mapping
This KPA helps companies make the most of the hottest market opportunities. Partnering strategies and
requirements are established by looking at:
market segmentation processes and criteria
potential market coverage gaps
preferred channels in these market segments
alternative channel strategies
where their products are in the market life cycle
This KPA helps companies understand the totality of products, services and attributes that partnerships
must deliver to competitively satisfy end-user requirements
It reviews a company’s understanding of:
the whole product concept
the economics of transferring costs to partners, and
how well the pricing model competes and meets customer requirements
Partners and vendors often contribute different pieces of the whole product so in order to deliver a
complete and competitive solution it is crucial that respective roles and responsibilities are clearly
Under this KPA vendors determine all the technical, training, and/or marketing investments they must
make to enable and motivate partners.
We assess whether:
program objectives are clearly defined
critical ‘whole channel program’ elements are missing
partner program budgets are proportionate to the level of expected return
current program elements meet the needs of existing and potential partners
partner programs influence partner behaviors
existing financial incentives will attract new and desirable partners
programs are being measured effectively
Partners often have choices about which vendors to invest in, so partner programs must be regularly
benchmarked to ensure they are competitive.
Under this KPA vendors describe their “perfect” partner to determine how well potential new partners
measure up and if existing partners are lacking in any way.
In this area we:
review the entire recruitment process including the criteria used to evaluate new and existing
determine the optimum recruitment strategy and steps needed in the recruiting process
assess if partners can deliver needed whole product elements to end-users
undertake an analysis to identify gaps between vendor requirements and partner delivery
identify if remedial programs are in place to close partner performance gaps
Revenue Readiness and Training
Under this KPA we determine what must be done to enable new partners to succeed. There are many
steps between partner contract signing and profitable revenue. We question if:
a process exists to prepare partners to generate revenue
technical and marketing readiness programs are in place
plans are customized for each partner or if they are generic
the right resources have been dedicated to this process
commitments have been made to close gaps identified during partner analysis
existing sales structures and roles adequately support partnering activities
Under this KPA we consider what are the best ways for a company to manage the sales process in a
multi-channel environment by looking at:
alignment between divisions and market segments
neutrality of compensation between direct and indirect sales
the integration of partners into sales activities
channel conflict minimization
implementation of consistent conflict management processes
Improving the degree to which business objectives and processes are aligned with partnering success
offers the greatest benefits for many vendors. Company alignment is at the centre of the
ChannelPRO™ framework and is a foundation upon which success in other KPA's is established.
In this key KPA we evaluate how well departmental practices support the company channel strategy.
Is there a company understanding of the reasons they have engaged partners? Are these
reasons consistent across the organization?
Are the right processes and systems in place to support channel sales growth?
Is there a channel business plan, do all parties know about it and support it, and is it being
Do channel planning and decision-making processes include consultation with all those
affected by their outcomes?
Is there sufficient automation of channel programs?