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Our Experience
Partner Ecosystems 

New Channel Models

#indirectstrategy #channelprogram #scale #incentives #resourcing

Challenge

  • Implementation of a new indirect model to drive and scale growth for a technology start-up.

  • Lack of channel strategy and supporting infrastructure.

  • Need to improve management collaboration and decision-making parameters.

  • Pressure on internal resources to support partners.

Abstract Shapes

Approach

Close C-suite engagement to drive critical exploration of motivations identified key areas for engagement including:

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Solution and service fit for partners

Commercial modelling and incentives

People and resources

Channel models and partner types

 

  • One-to-one qualitative interviews with employees in each functional area to align current business reality to the vision for the future.

  • Solution deep-dives to define suitability of the offering for partner resale and service.

  • Identification of requirements for partner recruitment, management and technical delivery.

  • Assessment of business size and scale to map teams to functional partner program and highlight areas of weakness.

  • Commercial reviews to explore incentive frameworks and ecosystem profitability.

 

Impact

  • Several branded program options created to communicate potential and provide insights required to make the right decision based on business strategy. 

  • Despite initial preference for a resale go-to-market, modelling typical deal cycles and sizes against partner and company profit models produced recommendations for an ISV-build and referral program, backed by data and human insight.

  • Decision made to halt program development until resources and investment were at optimal levels, emphasising the importance of making informed decisions that best serve a realistic appraisal of business growth. 

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Solution Acceleration

#channelreadiness #partnersales #channelprogram #enablement #partnersuccess #resourcing 

Challenge

  • New SaaS offering for indirect resale demanded buy-in from an existing partner ecosystem to support sales and delivery efforts, supported by a positive response from partners and evidence of customer demand.

  • Channel sales expansion hindered by insufficient technical expertise, a lack of sales coordination, and disparity in local go-to-market strategies. 

Financial Report

Approach

A clear understanding of global product strategy was established, followed by a deeper analysis of the partner value proposition to understand alignment to internal and external priorities and go-to-market models. Following an assessment of the partner and competitive landscape, four key areas were identified for improvement:

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Value proposition and incentives for partners

Technical enablement and support 

Sales skills and partner-led value 

Sales planning and account targeting

 

  • Key partners and partner managers interviewed to uncover their attitudes and opinions.

  • Concerns revealed regarding return-on-investment modelling, insufficient sales planning and alignment, and limited technical resources that were causing dissatisfaction and unsustainable workloads.

  • One-to-ones and planning sessions explored the attitudes of key stakeholders across the vendor and partner community, identifying misalignment of partner benefits and global strategy translation due to local regulatory rules. 

  • Exploration of different models and methods to support channel expansion and customer and partner success using market research and data analysis.

 

Impact

  • Development of a beta program offering incentives to top regional partners through a dedicated program of sales and technical enablement and support.

  • Sales champions aligned regionally to assist with customer engagement, and target customers agreed with to avoid competition.

  • Marketing funding made available to aid demand generation efforts.

  • Training provider engaged to work with top partners to help them to differentiate their packaged offerings and drive customer lifetime value, resulting in 20 committed partners within the first 2 months of beta launch.

Whether you're seeking to maximise vendor partnerships, implement a new program, or build out your channel strategy, at Phronesis, we take the time to understand your go-to-market model and goals to develop a compelling program of action to help you achieve sustainable channel growth.

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