THANK YOU
FOR JOINING US
We’ll be kicking things off
in just a couple of
minutes…
Don’t forget to use the Q&A button in the top right
hand corner to ask questions or report technical
difficulties.
FINDING THE
RIGHT PARTNER:
Needles in the Channel
Haystack
Tim Harmon, July, 2017
A COLLINSON GROUP COMPANY3
About ICLP
Strategy Insight Engagement Technology Customer
Management
For 30 years, ICLP has helped clients on the journey from acquiring customers to
transforming them into advocates. It’s our dedication to driving customer devotion
that makes us different.
A COLLINSON GROUP COMPANY4
Multi-regional peer-to-peer network of senior channel
executives who meet to discuss industry topics and
channel strategies in which ICLP plays a pivotal role
A COLLINSON GROUP COMPANY5
THE STATE OF PARTNER
RECRUITMENT TODAY
A COLLINSON GROUP COMPANY6
A COLLINSON GROUP COMPANY7
Partner recruitment today: 3 approaches
1. “Law of Large Numbers”
• Open partner program – anyone
can register
• First year’s performance
determines advancement
• Assumes the best will “rise to the
top”
The challenges:
• Passive approach that misses out
on some partners (leaving them
for more proactive competitors)
• Cost of supporting passively
recruited partners can quickly
exceed their revenue contribution
A COLLINSON GROUP COMPANY8
Partner recruitment today: 3 approaches
2. “Outsource” recruitment to
distributors
• Common approach with a 2-tier
distribution model
• Distributors manage most
partners
The challenges:
• Distributor accountability
• Performance goals and metrics
not always in place
• Distributor commitment
• Distis have many vendor
relationships and programs to
juggle
A COLLINSON GROUP COMPANY9
Partner recruitment today: 3 approaches
3. Vendor-controlled recruitment
• Recruitment viewed as vital to
growth and channel eco-system
health
The challenges:
• Dedicated partner recruitment
resources, programs, processes
• Technology to manage
recruitment and onboarding
A COLLINSON GROUP COMPANY10
THE “RULES” – BEST
PRACTICES FOR RECRUITING
THE RIGHT PARTNERS
A COLLINSON GROUP COMPANY11
#1 – Define “right partner”
• There is no universal “right” partner, but these characteristics are core
attributes:
• Partners who align with channel KPIs and corporate roadmaps
• Partners with strong customer relationships
• Partners who are willing to adapt and evolve as technologies change
“I am increasingly thinking that there is no such thing as the
‘right partner.’ Actually what VMWare and I think most
vendors need is the ‘right partner mix.’
Alanzo Blackstock, VMWare
A COLLINSON GROUP COMPANY12
#2 – Assign responsibility
• Establish a single point for accountability in meeting recruitment goals
A COLLINSON GROUP COMPANY13
#3 – Set goals
• Partner recruitment time
• Funnel conversion rates
• Cost of partner acquisition
• Number of partners by:
• Size
• Region
• Competency, and other categories
A COLLINSON GROUP COMPANY14
#4 – Establish a virtual partner recruitment team
• Corporate/global framework
• Regional/local field execution – involve your CAMs!
A COLLINSON GROUP COMPANY15
#5 – Regional team collaboration
• Share best practices across regions
• Operationalize corporate frameworks with learnings from other regional
teams
A COLLINSON GROUP COMPANY16
#6 – Align partner recruitment goals with corporate goals
• Do you need to enter new markets?
• New regions?
• Expand product lines?
• Change delivery method?
• Reach out to a different customer decision-maker?
A COLLINSON GROUP COMPANY17
#7 – Anticipate the channel partner loyalty factor
• New partners generally fall into one of these categories; each with it’s
own set of loyalty prediction attributes and each with a different
investment-loyalty balance to consider:
• Pre-developed competencies
• Complementary/adjacent
• Net new - greenfield
A COLLINSON GROUP COMPANY18
Balance your partner portfolio
GREENFIELD
PRE-DEVELOPED
ADJACENT
INITIAL
REWARD
INITIAL
RISK
INITIAL
INVESTMENT
X
X
X
X
X
XX
X
X
A COLLINSON GROUP COMPANY19
#8 – Tell a compelling story
• Motivate prospects to join your program with an attractive story and
opportunities for success
• What is unique about your brand and products?
• Ease of doing business with you
A COLLINSON GROUP COMPANY20
#9 – Structure partner recruitment as a marketing campaign
• Treat your partner recruitment campaign as you would customer
acquisition –
• Marketing campaigns
• Recruitment website and URL
• Communication and follow-up
A COLLINSON GROUP COMPANY21
#10 – Score partner candidates
• Formalize your partner candidate
vetting process with a scoring
mechanism to identify “right”
partners
• Technology enable the process for
partners and your recruitment
team
A COLLINSON GROUP COMPANY22
Use what you know to refine your recruitment process
Partner
Performance
“Right Partner”
Recruitment
Partner
Profiling
A COLLINSON GROUP COMPANY23
#11 – Shepherd new partners during a defined
incubation period
• Defined onboarding process
• Technology-enable the process
A COLLINSON GROUP COMPANY24
#12 – New partner incentives
• Offer special incentives to new partners to help them gain traction
• Not all monetary
• Reward partners for more than sales
• Training completion
• Execution of a lead gen campaign
• Submission of a business plan
• Information sharing (expanded profiles, increased touchpoints for vendor)
A COLLINSON GROUP COMPANY25
#13 – Continually refine the recruitment program and process
• Use first-year metrics to close the partner recruitment performance
feedback loop
• Feed insights back into “right partner” definition and review annually
A COLLINSON GROUP COMPANY26
#14 – Communicate!
• Evangelize a consistent understanding of “right partner” and align all
stakeholders:
• Recruitment program
• Recruitment process
• Marketing
• Performance goals and progress
• Corporate
• Field team
• AND…to partner candidates, distributors, etc.!
A COLLINSON GROUP COMPANY27
CONCLUSION, QUESTIONS
A COLLINSON GROUP COMPANY28
14 rules for “right partner” recruitment
1. Know what makes a right partner
2. Assign responsibility
3. Set goals
4. Establish a virtual partner
recruitment team
5. Regional team collaboration
6. Align partner recruitment goals with
corporate goals
7. Anticipate the channel partner
loyalty factor
8. Tell a compelling story
9. Structure partner recruitment as a
marketing campaign
10. Score partner candidates
11. Shepherd new partners during a
defined incubation period
12. New partner incentives
13. Continually refine the recruitment
program and process
14. Communicate
A COLLINSON GROUP COMPANY29
Questions?
A COLLINSON GROUP COMPANY30
THANKS FOR JOINING US
WE’LL BE SENDING THE REPORT AND WEBINAR
RECORDING BY EMAIL SHORTLY
FOR MORE INFORMATION, VISIT:
WWW. ICLPLOYALTY.COM
WWW.NUVELLO.COM

Webinar: Finding the "right partner" needles in the channel haystack

  • 1.
    THANK YOU FOR JOININGUS We’ll be kicking things off in just a couple of minutes… Don’t forget to use the Q&A button in the top right hand corner to ask questions or report technical difficulties.
  • 2.
    FINDING THE RIGHT PARTNER: Needlesin the Channel Haystack Tim Harmon, July, 2017
  • 3.
    A COLLINSON GROUPCOMPANY3 About ICLP Strategy Insight Engagement Technology Customer Management For 30 years, ICLP has helped clients on the journey from acquiring customers to transforming them into advocates. It’s our dedication to driving customer devotion that makes us different.
  • 4.
    A COLLINSON GROUPCOMPANY4 Multi-regional peer-to-peer network of senior channel executives who meet to discuss industry topics and channel strategies in which ICLP plays a pivotal role
  • 5.
    A COLLINSON GROUPCOMPANY5 THE STATE OF PARTNER RECRUITMENT TODAY
  • 6.
  • 7.
    A COLLINSON GROUPCOMPANY7 Partner recruitment today: 3 approaches 1. “Law of Large Numbers” • Open partner program – anyone can register • First year’s performance determines advancement • Assumes the best will “rise to the top” The challenges: • Passive approach that misses out on some partners (leaving them for more proactive competitors) • Cost of supporting passively recruited partners can quickly exceed their revenue contribution
  • 8.
    A COLLINSON GROUPCOMPANY8 Partner recruitment today: 3 approaches 2. “Outsource” recruitment to distributors • Common approach with a 2-tier distribution model • Distributors manage most partners The challenges: • Distributor accountability • Performance goals and metrics not always in place • Distributor commitment • Distis have many vendor relationships and programs to juggle
  • 9.
    A COLLINSON GROUPCOMPANY9 Partner recruitment today: 3 approaches 3. Vendor-controlled recruitment • Recruitment viewed as vital to growth and channel eco-system health The challenges: • Dedicated partner recruitment resources, programs, processes • Technology to manage recruitment and onboarding
  • 10.
    A COLLINSON GROUPCOMPANY10 THE “RULES” – BEST PRACTICES FOR RECRUITING THE RIGHT PARTNERS
  • 11.
    A COLLINSON GROUPCOMPANY11 #1 – Define “right partner” • There is no universal “right” partner, but these characteristics are core attributes: • Partners who align with channel KPIs and corporate roadmaps • Partners with strong customer relationships • Partners who are willing to adapt and evolve as technologies change “I am increasingly thinking that there is no such thing as the ‘right partner.’ Actually what VMWare and I think most vendors need is the ‘right partner mix.’ Alanzo Blackstock, VMWare
  • 12.
    A COLLINSON GROUPCOMPANY12 #2 – Assign responsibility • Establish a single point for accountability in meeting recruitment goals
  • 13.
    A COLLINSON GROUPCOMPANY13 #3 – Set goals • Partner recruitment time • Funnel conversion rates • Cost of partner acquisition • Number of partners by: • Size • Region • Competency, and other categories
  • 14.
    A COLLINSON GROUPCOMPANY14 #4 – Establish a virtual partner recruitment team • Corporate/global framework • Regional/local field execution – involve your CAMs!
  • 15.
    A COLLINSON GROUPCOMPANY15 #5 – Regional team collaboration • Share best practices across regions • Operationalize corporate frameworks with learnings from other regional teams
  • 16.
    A COLLINSON GROUPCOMPANY16 #6 – Align partner recruitment goals with corporate goals • Do you need to enter new markets? • New regions? • Expand product lines? • Change delivery method? • Reach out to a different customer decision-maker?
  • 17.
    A COLLINSON GROUPCOMPANY17 #7 – Anticipate the channel partner loyalty factor • New partners generally fall into one of these categories; each with it’s own set of loyalty prediction attributes and each with a different investment-loyalty balance to consider: • Pre-developed competencies • Complementary/adjacent • Net new - greenfield
  • 18.
    A COLLINSON GROUPCOMPANY18 Balance your partner portfolio GREENFIELD PRE-DEVELOPED ADJACENT INITIAL REWARD INITIAL RISK INITIAL INVESTMENT X X X X X XX X X
  • 19.
    A COLLINSON GROUPCOMPANY19 #8 – Tell a compelling story • Motivate prospects to join your program with an attractive story and opportunities for success • What is unique about your brand and products? • Ease of doing business with you
  • 20.
    A COLLINSON GROUPCOMPANY20 #9 – Structure partner recruitment as a marketing campaign • Treat your partner recruitment campaign as you would customer acquisition – • Marketing campaigns • Recruitment website and URL • Communication and follow-up
  • 21.
    A COLLINSON GROUPCOMPANY21 #10 – Score partner candidates • Formalize your partner candidate vetting process with a scoring mechanism to identify “right” partners • Technology enable the process for partners and your recruitment team
  • 22.
    A COLLINSON GROUPCOMPANY22 Use what you know to refine your recruitment process Partner Performance “Right Partner” Recruitment Partner Profiling
  • 23.
    A COLLINSON GROUPCOMPANY23 #11 – Shepherd new partners during a defined incubation period • Defined onboarding process • Technology-enable the process
  • 24.
    A COLLINSON GROUPCOMPANY24 #12 – New partner incentives • Offer special incentives to new partners to help them gain traction • Not all monetary • Reward partners for more than sales • Training completion • Execution of a lead gen campaign • Submission of a business plan • Information sharing (expanded profiles, increased touchpoints for vendor)
  • 25.
    A COLLINSON GROUPCOMPANY25 #13 – Continually refine the recruitment program and process • Use first-year metrics to close the partner recruitment performance feedback loop • Feed insights back into “right partner” definition and review annually
  • 26.
    A COLLINSON GROUPCOMPANY26 #14 – Communicate! • Evangelize a consistent understanding of “right partner” and align all stakeholders: • Recruitment program • Recruitment process • Marketing • Performance goals and progress • Corporate • Field team • AND…to partner candidates, distributors, etc.!
  • 27.
    A COLLINSON GROUPCOMPANY27 CONCLUSION, QUESTIONS
  • 28.
    A COLLINSON GROUPCOMPANY28 14 rules for “right partner” recruitment 1. Know what makes a right partner 2. Assign responsibility 3. Set goals 4. Establish a virtual partner recruitment team 5. Regional team collaboration 6. Align partner recruitment goals with corporate goals 7. Anticipate the channel partner loyalty factor 8. Tell a compelling story 9. Structure partner recruitment as a marketing campaign 10. Score partner candidates 11. Shepherd new partners during a defined incubation period 12. New partner incentives 13. Continually refine the recruitment program and process 14. Communicate
  • 29.
    A COLLINSON GROUPCOMPANY29 Questions?
  • 30.
    A COLLINSON GROUPCOMPANY30 THANKS FOR JOINING US WE’LL BE SENDING THE REPORT AND WEBINAR RECORDING BY EMAIL SHORTLY FOR MORE INFORMATION, VISIT: WWW. ICLPLOYALTY.COM WWW.NUVELLO.COM

Editor's Notes

  • #13 accountability
  • #15 Virtual team
  • #16 collaborate
  • #19 Predeveloped require very little initial investment and can ramp up to first sale quickly – but are at risk for loyalty and may revert to a competitor Adjacent partners may or may not yield early sales success, may require some support to skill up (but not nearly as much as greenfield partners), and represent a moderate risk value Greenfield partners require extensive initial investment and will take longer to ramp/skill up; however, a vendor’s investment in them is likely to result in the highest loyalty of the three categories A “balanced portfolio” of partners – Greenfields are wide open to your influence – blank canvas that you can paint – cheap to recruit them (like penny stocks, could) – at the other end of the spectrum, you’re trying to get, say, Cisco partners to come to you – a steady return on investment – most of the loyalty lies with Cisco and you can increase that some over time – the middle ones; they’re the middle part of your investment – a metaphor they should understand – don’t invest in just one, but balance your portfolio – risk, competitive, opportunity – maybe a slide after this with a metaphor – balanced portfolio/mixed investment graphics – or build excel graph that shows investment, reward, risk,
  • #23 Can use technology – instead of recruiting – can waste a lot of time and effort if you don’t do the profiling; some sort of graphic which use what you know or could know to determine what will drive performance when you’re searching for new partners – some sort of loop graphic that has predictive analytics using new partner profiles to refine new partner search – SOME TYPE OF LOOP – separate slide -