Novice
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- Less than 10% of revenues driven through partners
- Limited executive commitment
- No channel executive
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- Need to grow topline revenues faster
- Limited market validation and product adoption
- Facing big competition
- Internally limited agreement on the value of partners
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- Develop a route-to-market model
- Implement the channel plan and budget
- Design a partner program framework
- Build a communications plan
- Launch a basic partner portal
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Tolerant
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- 10 to 30% of revenues driven through partners
- Divergent executive commitment
- No dedicated channel executive
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- Limited resources to grow market share
- Engaging and empowering partners
- Growing channel conflict
- Unclear partner performance expectations
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- Coverage and capacity plan
- Partner engagement model
- Industry benchmark to foster next-generation program framework
- Expand portal to streamline on-boarding and deal registrations
- Implement partner solution directory
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Reliant
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- 30 - 50% of revenues driven through partners
- Divergent executive expectations
- Regional channel executive
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- Experiencing channel conflict
- Unclear on ROI channel spend
- Confusing program and communications
- Limited engagement in distribution
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- Segment and align partner ecosystem
- Unify and simplify global program
- Refine field engagement processes
- Build a partner dashboard for measurement
- Automate partner marketing and training processes
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Accomplished
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- 50 - 80% of revenues driven through partners
- Aligned executive commitment
- Strong channel chief
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- Misaligned channel coverage
- M&A activity is creating a broad line card
- Waning partner profitability and satisfaction
- Disparate partner management systems
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- Evaluate coverage and capacity to ensure desired ROI
- Design a specific services channel program
- Analyze partner profitability
- Create a plan to streamline communications
- Develop a partner-to-partner model
- Automate the partner scorecard and business planning processes
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Centric
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- 80% of revenues driven through partners
- Sustained executive commitment
- Strong, senior global channel chief
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- Experiencing intra-channel conflict
- Defending channel spending budget
- Complex programs processes and communications
- Program legality and compliance
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- Assess an optimized channel spend and cost-to-serve models
- Benchmark industry programs and assess innovative options
- Enhanced use of doing business processes
- Assess processes to ensure program compliance and train teams
- Integrate portals and automation systems (field, partner, functionality)
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