The document discusses the evolving role of the partner development manager in channel sales and emphasizes the importance of a holistic approach to partner development. It outlines the partner development lifecycle, focusing on engagement, activation, ramping, and management of partnerships to maximize revenue and program performance. Key strategies include defining clear roles, establishing measurable metrics, and fostering deep relationships within a virtual partner team.

1. The Strategic Role of the Partner
Development Manager
Do The Skills of Today’s Channel Sales Manager Translate?
Karine Allouche Salanon
Microsoft
Director World Class Selling for Partners
Worldwide Partner Strategy and Compete Group
Susan Pessemier
Amazon Consulting
Consultant
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2. We Elevate the Impact of Partnering
The only company with a holistic approach to designing,
implementing and automating partner models to increase impact
and awareness
Based in Mountain View, CA
• Boston, Florida, Portland, Seattle
• London, Dubai, Singapore
Founded in 1998
• 14 years of expertise and experience
• Over 300 satisfied client companies
Variety of partner types
• System integrators
• Solution providers
• Alliances
• Distributors
• Retail
• Developers
• OEMs
• Cloud
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3. Discussion Track for Today’s Session
The Partner Development Manager &
the Partner Value Equation
Partner Development Lifecycle
Managing the Virtual Partner Team
Organization and Coverage
Metrics and Compensation
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4. What’s Changed? . . . Everything
Channel Sales
• New hybrid business Manager Current
Role • Recruiting and
models
enabling a new breed
• Expects prompt ROI • Tactical and of solution providers
• Onboarding and reactionary • Holistically examine
Enablement • Broker relationships partners’ business
complexity • Manage mature model
partnerships
Evolving Solution • All about revenue New Role of Partner
Development
Provider Business Manager
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5. The Partner Value Equation
What Partners Value
Opportunity
Brand Strength Revenue & Program Performance
& Demand Margin Support Incentives
• Brand recognition • Reasonable product margins • Technical support • SPIFs
• Strong reputation • Professional & support • Sales support • Rebates
• Install base demand services margins • Marketing support and • Promotions
• Financial health • Multiple engagement MDF or co-op funding
• Deal registration
models (agent, reseller, • Field mentoring
• Innovative technology OEM)
• Technology vision
Investment
Training & Enablement Relationship Business Process
• Limited channel conflict
• Technical training cost • Ease of transaction mgmt.
• Clear rules of engagement
• Sales training cost • Automation of key program
• Accessible partner manager elements
• Staffing opportunity cost
• Strong local relationships & clear • General ease of doing business
• Formal certification teaming processes
• Demo, lab equipment & NFR’s
• Use of services methodology & • Executive level support
templates
• Chemistry and abiding trust
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6. Audience Poll:
Is the role of Partner Development Manager
part of your channel team?
Yes
Not yet, but in plans
No
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7. The Partner Development Lifecycle
Engage Activate Ramp Manage
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8. Partner Development Cycle - Engage
Roles and Activities
Channel Sales Partner Development
Phase Manager Manager
Research/identify
Qualify inbound partner targets
partners from leads Make contact with
partner execs
Execute contracts
Qualify fit and interest
Recruit into vendor Initial business
Engage program planning
Contract negotiations
Relationship building
with local sales teams
Recruit and manage
contracts
Engage Activate Ramp Manage
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9. Partner Development Cycle - Activate
Roles and Activities
Channel Sales Partner Development
Phase Manager Manager
Program enrollment
Program enrollment
Contract admin
Contract
Activate Initiate onboard process negotiations/admin
(Onboard)
Introduce virtual team
Develop business and
marketing plan
Engage Activate Ramp Manage
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10. The Partner Development Support Team
• Owns overall relationship
• Demonstrates path to revenue
•Team captain of virtual team
• Leads Sales readiness
• Transitions relationship to CM
• MDF Utilization
• Coach on Lead Generation
• Joint GTM market
• Campaigns •Assists in Pre-Sales, Lab, POC
 Owns tech contact relationships
• Develops partner enablement path
 Guides in training/cert
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11. Partner Development Cycle - Ramp
Roles and Activities
Channel Sales Partner Development
Phase Manager Manager
Brokers sales
collaboration with Facilitate partner to
field and other partner collaboration
partners
Ramp Pipeline/forecast Pipeline development
tracking
Personal sales
Order tracking coaching
Engage Activate Ramp Manage
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12. Partner Development Cycle - Manage
Roles and Activities
Channel Sales Partner Development
Phase Manager Manager
Early pipeline
Sales pipeline and development and
forecast management assistance with first
deals
Manage Transitions ramped
Revenue monitoring partners to CSM for
management
Manages multi-practice
Renewing contracts or multi-location partners
until fully ramped
Engage Activate Ramp Manage
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13. Organization and Coverage Model
Top Tier Partner
 Dedicated partner team support lead by
Channel Sales Manager
Top
Mid-Tier Partners
 Named new recruits nurtured by PDM with
Mid-Tier
Virtual Team (up to 10 total)
 Ramped and legacy partners managed by
CSM (up to 20) Entry Tier
Entry Partner
 Named new recruits nurtured by PDM
and team (up to 10 total)
 Not named, managed by distribution or
inside
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14. Audience Poll: Is the trend in your organization
to cover more partners or go deeper with select
partners?
a) cover more partners
b) go deep with select
c) both
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15. Metrics and Compensation
Traditional Channel Sales Manager Role
Variable Compensation
Activate/ Activate/
Business Plan
On-boarding Enablement Partner Sat
Development
Activities Activities
Revenue
MBO’s Attainment
Base Salary
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16. Metrics and Compensation
New Partner Development Manager Role
Variable Compensation
Business Activate/ Activate/
Plans On-boarding Enablement Partner Sat
Development Activities Activities
Revenue
MBO’s Attainment
Base Salary
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17. Metrics and Compensation
New Partner Development Manager Role
Variable Compensation
Business Activate/ Activate/
Plans On-boarding Enablement Partner Sat
Development Activities Activities
Revenue
MBO’s Attainment
Base Salary
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18. 1. Orient your partner-facing teams around the Partner Value Equation.
2. Invest in a distinct PDM role with a different entrepreneurial, hunter skill set
3. Clearly link the accountability among the virtual team members to the elements of
partner growth, maturity and productivity
4. Establish clear role definitions with measureable metrics for each stage of the
partner development cycle – be willing to create a new comp plan to reward
5. Keep it as simple as you can
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19. Questions
The Executive Brief is available in our
Resource Center
After this session,
participants will receive a link to:
 this presentation
 the webcast recording
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20. Join Us Next Month
How Special are
Specializations:
Does the Value Warrant
the Investment?
New Research Results
Wednesday, October 19th
9 a.m. PST
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