Channeling The Channel

 

Back in the mists of time I can still remember the very deal I ever helped to close as a Sales Engineer. I remember it for two reasons. Firstly, it was in Newark, New Jersey - not the nicest place in the world back then. Secondly it was closed with a major assist from an SE at one of our channel partners.

Perhaps it made a great first impression, but I have always had a soft spot for the channel organization in any technology company, as what could be better than getting paid to have other smart people do the heavy lifting work for your company?

Over the years, the Channel SE has moved in and out of favour with technology companies - large and small. Often it is a cyclical affair - channel partners are loved for a couple of years, then they start to take too much business (in someone's opinion) away from the sales or services organizations. Process and compensation barriers are put into place, the channel fades, internal sales rise for a short period, and then a sales dip happens as your competition uses their channel to beat you in territory coverage, RFP and POC support and general deal-making. As a channel SE you get used to being whip-sawed around the sales and SE org-chart every fiscal year, and sometimes at mid-term.

At least in 2013, and globally in the software business, the channel is seeing a resurgence - which means increasing demands are being placed upon Channel SE teams. As usual, demands and responsibilities increase faster than headcount and budget. The secret to a successful SE team is a combination of factors.

1.  As many companies are phasing out the Generalist SE ("Jack of all trades, Master of none") - the channel is a fantastic place for these folks to live and to make a living.

2.  Decide on the "Commander's Intent". That's a military phrase which reflects the reality that no plan survives contact with the enemy. No sales and go-to-market strategy survives contact with customers, competitors and channels. For example - is the overall intent of the Channel SE to (a) educate and enable the channel partner SE's or (b) fight side-by-side with channel partner SE's in the trenches or (c) work with your channel salesrep to sign up more channel partners?

3.  Teach your Channel SE's how to teach and train - quickly. They don't have time to do it twice. It needs to be short, sharp and effective.

4.  Aim for repeatability. There is no room for "heroic efforts" in a Channels team, the SE: Partner ration won't allow for it. That means have a sales process that everyone follows, a capture and onboarding process for new partners, and a comprehensive training and enablement program for existing partners. On that sales process note - many external companies have a great "sales" system for salespeople and are clueless on the channel SE side of things - so beware!! (You wonder why they ignore potentially 40% of their audience, but that is another story)

5.  If you are a large enough company - share globally! I just facilitated a meeting with one of my customers worldwide SE channels leaders and encouraged them to "share their toys". Three great ideas came out of New Zealand, Belgium and Thailand that saved the collective organization 3-4 hours per SE per week and increased their channel conversion rates by 12%.

6. Cast a large shadow. Don't rely on the sales or business development managers to publicize your efforts. When you contribute to the good of the greater SE team, or help land a big deal, or provide an assist to marketing or support - make sure they know about it. Don't be the best-kept secret in SE-land!

7. (Controversial). If a choice has to be made as to which outside partner should get attached to a deal - that selection CANNOT be made just by sales alone. I have seen too many deals get ruined because the partner was selected on the basis of expected commission, bonuses or golf course etiquette. Presales needs a say too - on the basis of who will make the deal easier (and faster) to win.

That's it. Go Channel!!