- Many suppliers have invested in foundational systems such as channel marketing and management (CMM) solutions to deliver demand programs
- CMM platforms allow suppliers to increase the effectiveness and quantity of partners’ marketing efforts but fall short on driving incentive usage
- As programs evolve, suppliers look to integrate incentive management systems so partners can see what funding is available when considering programs
- Best-in-class channel marketing organizations are investing in technology to automate and scale the delivery of partner-led demand programs
- There are many options and vendors for channel marketers to evaluate when selecting a channel marketing and management (CMM) platform
- By asking the right questions, suppliers can identify major differences and determine which CMM platform aligns best to their requirements
- SiriusDecisions has identified three key issues that should drive the agenda of channel marketing leaders in 2016
- New approaches to marketing require suppliers to train partner marketing resources as well as identify metrics to evaluate effectiveness
- Channel marketers are examining how they can integrate evolving partner types into existing partner programs
- SiriusDecisions research shows that companies that align sales and marketing efforts focused on the pipeline outperform their peers
- A systematic, collaborative pipeline accelerations is necessary to drive consistent channel sales and marketing activities
- Acceleration tactics can impact the following acceleration zones: rapid entry, intra-pipeline and last mile
“Before you put yourself in someone else’s shoes, you first have to take off your own.” In other words, before trying to examine a situation from someone else’s perspective, an observer must try to abandon all biases and preconceptions. A case in point in the B2B world is the concept of total partner experience (TPE), used by leading organizations to review their channel programs from a partner’s perspective.
As B2B organizations rush new products to market, failing to carefully plan a channel strategy is a common mistake. Often the biggest challenge with a new offering is forging a cross-functional alliance across the enterprise that includes channel interests earlier in the process.
Our research reveals that most partner reps manage one or two key relationships and up to six minor partnerships – each vying for greater mindshare. How can a supplier command enough of a partner’s attention to obtain the coveted top spot?