Technology changes have resulted in vendors offering new, advanced solutions and services across a wide range of categories. Revenues have shifted from hardware and software to applications, and from transactional to recurring revenue business models. In addition, end user B2B customers’ buying habits have changed dramatically. Technology partners have changed their offerings and business models to accommodate the demand for business-focused solutions from their customers while adapting their businesses to these new technologies.
Such trends have contributed to the continued growth of services available to solution providers interested in expanding their portfolios, including converged telecom and IT services, managed print services, software, platforms, infrastructure-as-a-service, and managed services.
The impact on partners and their businesses has been significant:
- Barriers to entry have been lowered (cloud, virtualization, modular architecture), making it possible for partners and vendors to create applications quickly and at a lower cost.
- Margins are under siege on all sides; partners must zero in on their specific value add and hone their focus on key, defendable points of differentiation.
- Integration is not optional; partners are expected to make customers’ applications work together seamlessly.
- Subscription models pay off more slowly; partners must find a way to sustain themselves through a lengthy “ramp-up” period to get to positive cash flow.
So, when your channel partners say, “show me the money,” it means that they expect their vendors to present a value proposition that is aligned with their challenges and the ways they measure their business performances and gauge their profitability. You (vendors) must be able to demonstrate how their channel strategy and partner programs have a positive impact on partners’ business metrics. The following are practical guidelines for a successful “show me the money” strategy:
- Identify which partners can benefit most from your solution offering and help you grow revenues and market share. Spend time with a representative partner of each partner type. Listen and learn. Understand their business drivers and challenges. Once you understand the partners’ core business metrics, develop the value proposition and program elements that directly relate to their core business metrics. The level of and investment in the value proposition and related partner program elements vary by partner tier. Remember, value propositions will vary by partner type.
- The most important aspect of an effective value proposition is for a vendor to “translate” the value proposition into measurable KPIs and to share those KPIs with (managed) partners for the partners to have a clear understanding of how the vendor-partner relationship will affect his/her business. Your value proposition, partner program, and business plans with top-tier partners should contain the following elements:
- Set up checkpoint and use your partner advisory board to validate changes that you are considering to both your value proposition and partner programs, along the way. Incorporate their feedback for feedback in the “final version” for a more effective value proposition.
- “Rinse and repeat.” Technologies and market dynamics are constantly changing. So are your partners’ business models. Review your value proposition and partner programs at least annually with your partners and benchmark the competition to ensure your position as a market leader.
About the Author
Chief Strategy Officer Claudio brings over 20 years of global channel marketing experience to Perks. He is a loyalty marketing expert with broad knowledge in strategy development, market management and channel sales planning, who has developed and executed major go-to-market programs for a variety of vendors, including AMD, Bing, Cisco, Dell, EMC, IBM, Kaspersky, Lenovo, Microsoft, Motorola, Seagate, Symantec, and VMware among others.Claudio is a management strategist with cross-functional expertise in business, finance, sales and marketing, strategic planning, and customer relationship management; an area he has excelled at by executing complex CRM implementations, customizations, and business process re-engineering for CRM applications. He keeps current with changes in technology and is passionate about the business implications of new technology. Claudio is an avid social media user and early adopter of social CRM.More Content by Claudio Ayub